Hrm in Aviation
International Applied Business Research Conference
Acapulco, Mexico 2003
Human Resource Management In The Global Civil Aviation Industry: A Survey And Analysis Of Recruitment And Selection, Organization Development, And Education, Training And Development Practices
Dr. Steven H. Appelbaum, Concordia University, Canada Brenda M. Fewster, Concordia University, Canada
Abstract The civil aviation is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines per se, must be the arena of an organization’s core competence. The implications are vast and pervasive affecting no less than the organization’s structure, strategy, culture, and numerous operational activities. Human resource management (HRM), the management of people within the internal environment of organizations, comprises the activities, policies, and practices involved in planning, obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate numbers and skill mix of employees to achieve the organization’s objectives. (Appelbaum, 2001). While an extensive review of literature on HRM in the aviation industry revealed a substantial amount of material on aviation psychology and human factors research, empirical research on HRM practices in the global civil aviation industry appears to be virtually non-existent. In a pioneering human resource management audit conducted in 2001-2, 13 respondents from nine countries—executives from their respective airline companies—participated in a lengthy audit of their organizations’ HRM practices. The extensive body of data collected from this audit was then compared and contrasted with a review of the literature on all 16 HRM categories covered in the audit. In the article below, the results of three of the audit categories are presented. The three audit categories, recruitment and selection, education, training and development, and organization development were
Acapulco, Mexico 2003
Human Resource Management In The Global Civil Aviation Industry: A Survey And Analysis Of Recruitment And Selection, Organization Development, And Education, Training And Development Practices
Dr. Steven H. Appelbaum, Concordia University, Canada Brenda M. Fewster, Concordia University, Canada
Abstract The civil aviation is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines per se, must be the arena of an organization’s core competence. The implications are vast and pervasive affecting no less than the organization’s structure, strategy, culture, and numerous operational activities. Human resource management (HRM), the management of people within the internal environment of organizations, comprises the activities, policies, and practices involved in planning, obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate numbers and skill mix of employees to achieve the organization’s objectives. (Appelbaum, 2001). While an extensive review of literature on HRM in the aviation industry revealed a substantial amount of material on aviation psychology and human factors research, empirical research on HRM practices in the global civil aviation industry appears to be virtually non-existent. In a pioneering human resource management audit conducted in 2001-2, 13 respondents from nine countries—executives from their respective airline companies—participated in a lengthy audit of their organizations’ HRM practices. The extensive body of data collected from this audit was then compared and contrasted with a review of the literature on all 16 HRM categories covered in the audit. In the article below, the results of three of the audit categories are presented. The three audit categories, recruitment and selection, education, training and development, and organization development were