Air China Hrm
Air China
Human Resources Management
Monday, 8 May 2006
Bader Al Sagri
Contents
1 Introduction 3 2 Context of the industry 3 3 Air China Business Challenges and Strategies 4 3.1 Business Challenges 4 3.2 Business Strategies 4 4 Analysis 5 4.1 Recruitment & Selection 5 4.2 Training 6 4.3 Compensation 8 4.3.1 Current policy 8 4.3.2 Issue identification 9 5 Human Resources Recommendation 10 5.1 Recruitment and Selection 10 5.2 Training 10 5.3 Compensation 10 5.3.1 Short-term 10 5.3.2 Middle term recommendations: 11 5.3.3 Long-term recommendations: 12
References 13
Introduction
Air travel plays a significant role in today’s world, not only for leisure passengers, but also for business passengers. Air travel has become an important form of transport for many and is no longer viewed as a service only for the elite, which is apparent when considering two billion airline passengers are transported annually. (ATAG, 2005) This in turn provides benefits to global economies, especially developing countries such as in the Asia Pacific. Air China is an example.
In this report we will begin briefly by an Airline industry analysis. This is followed by Air China’s Business Challenges and Strategies, in which we will look into its HR Policies, and align it with Air China’s Overall Strategy. Then conclude with recommendations.
Although, Air China has focused on 2 aspects of Human Resources Tools, one was of improving their employee evaluation system. We have chosen 3 HR tools, which does not include the employee evaluation system, not because its lack of importance, but its difficulty in finding appropriate information to develop a accurate analysis and recommendations on the topic. Our 3 topics are: -
Recruitment & Selection
Training
Compensation
Context of the industry
It’s amazing to know that 900 airlines are in operation that contributes to 22,000 aircrafts, flying over several
Human Resources Management
Monday, 8 May 2006
Bader Al Sagri
Contents
1 Introduction 3 2 Context of the industry 3 3 Air China Business Challenges and Strategies 4 3.1 Business Challenges 4 3.2 Business Strategies 4 4 Analysis 5 4.1 Recruitment & Selection 5 4.2 Training 6 4.3 Compensation 8 4.3.1 Current policy 8 4.3.2 Issue identification 9 5 Human Resources Recommendation 10 5.1 Recruitment and Selection 10 5.2 Training 10 5.3 Compensation 10 5.3.1 Short-term 10 5.3.2 Middle term recommendations: 11 5.3.3 Long-term recommendations: 12
References 13
Introduction
Air travel plays a significant role in today’s world, not only for leisure passengers, but also for business passengers. Air travel has become an important form of transport for many and is no longer viewed as a service only for the elite, which is apparent when considering two billion airline passengers are transported annually. (ATAG, 2005) This in turn provides benefits to global economies, especially developing countries such as in the Asia Pacific. Air China is an example.
In this report we will begin briefly by an Airline industry analysis. This is followed by Air China’s Business Challenges and Strategies, in which we will look into its HR Policies, and align it with Air China’s Overall Strategy. Then conclude with recommendations.
Although, Air China has focused on 2 aspects of Human Resources Tools, one was of improving their employee evaluation system. We have chosen 3 HR tools, which does not include the employee evaluation system, not because its lack of importance, but its difficulty in finding appropriate information to develop a accurate analysis and recommendations on the topic. Our 3 topics are: -
Recruitment & Selection
Training
Compensation
Context of the industry
It’s amazing to know that 900 airlines are in operation that contributes to 22,000 aircrafts, flying over several
References: Ahmed et al. 2003. Working Paper Series: SWOT Analysis for Air China Performance and its Experience with Quality. May http://www.bradford.ac.uk/acad/management/external/pdf/workingpapers/2003/Booklet_03=11.pdf (Accessed 3 May 2006) Air China 2003a Air China Website. 2006. http://www.airchina.com.cn/zx/NewsDetail.jsp?subtype=airchina&id=20060329102309 [Accessed 3 May 2006] Appelbaum, H Appelbaum, S. H., Brenda M Fewster. (2002). Global aviation human resource management: Contemporary recruitment and selection and diversity and equal opportunity practice. Equal Opportunities International. 21(7). p. 66. ATAG (Air Transport Action Group) Chen Xiaoming (2005). China airline annual report 2005. China Corporation Association Staff Civil Aviation Resource Net of China. 2005 Best Airliner. http://news.carnoc.com/list/62/62457.html [Accessed 1 May 2006] Dessler, G., John Griffiths and Beverley Lloyd-Walker Donoghue,J.A., ed. 2005. Come to the party. Air Transport World. July:28. http://www.atwonline.com/channels/airlineFocus/article.html?articleID=1318 (accessed 11 December 2005) Efendiog, A Krupp, N. B. (2003). ‘Tax equalization working through the maze’, Workspan, Scottsdale, Vol.46, Iss. 4; pg. 58 Rolls-Royce Sen, A. (1999). Beyond the crisis: development strategies in Asia. Singapore : Institute of Southeast Asian Studies Sparrow, P Stone, R. J. (2002). Human resource management. (4th edition). Australia: John Wiley & Sons. US Commercial Service Website 2005. Aerospace Industry Market Brief 2005 – China http://www.buyusainfo.net/docs/x_7566162.pdf. (Accessed 7 May 2006)