Jet Blue Case Study
Running head: HUMAN RESOURCE STRATEGIES, POLICIES & PRACTICES 1
Human Resource Strategies, Policies & Practices
HMP1 – Jet Blue Case Study
HUMAN RESOURCE STRATEGIES, POLICIES & PRACTICES 2
Abstract
Human Resource Management, was developed in the late 90’s, by R. Wayne Mondy and Judy Bandy Mondy. It was designed to help new students become familiar with human resource management, providing both realistic and practical scenarios of HR’s strategic role in planning and operating organizations. Through various examples from the research of company material, it demonstrates that all managers are necessarily involved with the human resources part of business, which is described here from Mondy (2008).
HUMAN RESOURCE STRATEGIES, POLICIES & PRACTICES 3
JetBlue Airways: Starting from Scratch
In review of the case study of a newly developed start-up airline, JetBlue Airways (2001), it describes how the founder, David Neeleman, solicited and secured the necessary capital and experienced management, critical to establishing and growing a business in the aviation industry.
Neeleman’s past experience was helping relatively new airlines get off the ground and become successful, such as Morris Air and Southwest Airlines. As Executive VP of Southwest, he brought substantial growth and industry recognition to the company. However, Neeleman’s personality and entrepreneurial spirit didn’t fit Southwest’s culture, and was eventually let go.
He continued his interest in this industry, recognizing there were still many passengers’ needs that weren’t being addressed by neither major nor smaller airlines. He convinced investors to fund his ideas and vision. With himself at the helm, along with adequate capitalization and the right management people in place, he was convinced they would be successful.
Part of their business plan was to utilize
Human Resource Strategies, Policies & Practices
HMP1 – Jet Blue Case Study
HUMAN RESOURCE STRATEGIES, POLICIES & PRACTICES 2
Abstract
Human Resource Management, was developed in the late 90’s, by R. Wayne Mondy and Judy Bandy Mondy. It was designed to help new students become familiar with human resource management, providing both realistic and practical scenarios of HR’s strategic role in planning and operating organizations. Through various examples from the research of company material, it demonstrates that all managers are necessarily involved with the human resources part of business, which is described here from Mondy (2008).
HUMAN RESOURCE STRATEGIES, POLICIES & PRACTICES 3
JetBlue Airways: Starting from Scratch
In review of the case study of a newly developed start-up airline, JetBlue Airways (2001), it describes how the founder, David Neeleman, solicited and secured the necessary capital and experienced management, critical to establishing and growing a business in the aviation industry.
Neeleman’s past experience was helping relatively new airlines get off the ground and become successful, such as Morris Air and Southwest Airlines. As Executive VP of Southwest, he brought substantial growth and industry recognition to the company. However, Neeleman’s personality and entrepreneurial spirit didn’t fit Southwest’s culture, and was eventually let go.
He continued his interest in this industry, recognizing there were still many passengers’ needs that weren’t being addressed by neither major nor smaller airlines. He convinced investors to fund his ideas and vision. With himself at the helm, along with adequate capitalization and the right management people in place, he was convinced they would be successful.
Part of their business plan was to utilize
References: Books: Mondy, R. W., & Mondy, J.B. (2008). Human Resource Management (10th ed). Upper Saddle River, NJ: Pearson Prentice Hall. Primis Online. (2008). In W. G. University (Ed.) (1 ed.). Boston, MA: McGraw-Hill Gittell, J. H. & O’Reilly, C. (2001). JetBlue Airways: Starting from Scratch. Boston, MA: Harvard Business Publishing, (Pp 1-15, Primis pp 62-81)