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Role of HRM in Qantas Airways
As we are all aware, Qantas Airways is the biggest airline in Australia. It has a solid history as it began its operations years ago by shipping mails and passengers. Presently, the airline has extended its services in nearly 140 destinations globally (Jamali, El Dirani, and Harwood 2015, p. 132). It is Australia’s biggest employer, with about 37,000 workers. The HRM functions in the organization in four main areas, which are corporate, business segments, development and learning, and shared services. Under the business segment, the HR personnel often work together with other business segments to guarantee effective providing of policies that will safeguard the competitive advantage. In corporate level, according to Alvehus (2018), the HRM is liable for worker’s remuneration besides benefits, the business relations of the organization with its rivals and improvement of the administration. Under the learning and development scope, the HRM comes up with training platforms for workers to assist them in doing their work effectively. Finally, human resource management has a crucial responsibility in the airline and the shared services area, the HRM is liable for the management of employees’ records, upholding remuneration and employment course and overseeing workers’ payment besides coming up with calculated plans on personnel traveling schemes and schedules (Matthew 2014, p. 57).
How Rewards Addresses Performance Problems and Improves Innovation
Dating back to the industrial revolution and the philosophies of Fredrick Taylor, workers have attempted several methods to improve the performance of employees and steer motivation, which will, in turn, improve innovation. Pradhan, Panda, and Jena (2017) denote that rewards as an HRM have been identified as one way to enhance worker performance and as a result, improve innovation. Rewarding employees in an organization is a subtle and resolute task that needs more than a yearly vacation or holiday on some coast. Qantas, like any other organization, requires a calculated reward system for workers that addresses significant areas such as benefits, compensation, appreciation, and recognition. However, the problem with rewards system in Qantas is dual; they are missing one or all of these aspects, commonly gratitude or recognition, or both, and the elements that are addressed are not well concurrent with the organization’s other business strategies. A winning system has to identify and reward two kinds of worker activity, that is, behavior and performance. Performance is the simplest to address owing to the direct connection between the initial objectives the organization has set for its workers and the final aftermaths that are resultant. For instance, Qantas could devise an enticement scheme or distinguish their top marketers for achieving periodic objectives. Research has shown that different kinds of rewards motivate workers to focus on supplementary performance areas (McMullen and Morse 2014, p. 33). Additionally, when employees are rewarded, the recipients of the rewards tend to work harder to get more rewards, whereas the other employees strive and do the best they can to get rewarded similarly. Rewards, therefore, improve the culture of innovation in Qantas and any other organization that applies the reward system as an HRM practice.
List of References
Alvehus, J 2018, ‘Conflicting logics? The role of HRM in a professional service firm’, Human Resource Management Journal, vol. 28, no. 1, pp. 31–44, viewed 14 May 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=127272715&site=ehost-live>.
Matthew, 2014, ‘Human Resource Management: The Enabler of Innovation in Organizations’, BVIMR Management Edge, vol. 7, no. 1, pp. 53–59, viewed 14 May 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=103650630&site=ehost-live>.
Jamali, DR, El Dirani, AM & Harwood, IA 2015, ‘Exploring human resource management roles in corporate social responsibility: the CSR- HRM co-creation model,’ Business Ethics: A European Review, vol. 24, no. 2, pp. 125–143, viewed 14 May 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=101499967&site=ehost-live>.
Pradhan, RK, Panda, P & Jena, LK 2017, ‘Purpose, passion, and performance at the workplace: Exploring the nature, structure, and relationship,’ The Psychologist-Manager Journal, vol. 20, no. 4, pp. 222–245, viewed 14 May 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=pdh&AN=2017-46224-001&site=ehost-live>.
McMullen, T & Morse, M 2014, ‘Differentiating and Rewarding Performance: Current Practice,’ Journal of Compensation & Benefits, vol. 30, no. 5, pp. 30–37, viewed 14 May 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=98369803&site=ehost-live>.
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