The aim of this thesis is to explore Human Resource Management (HRM) in the passenger business of the airline industry, and in particular, the potential for standardisation of HRM in airline alliances, by using the example of Star Alliance . A first analysis immediately highlights that the area of HRM continues to be individually managed by Star Alliance’s member airlines. EATON (2004, p. L) makes the assumption, “I doubt very much if Star Alliance is sufficiently cohesive to lead to significant changes, let alone convergence, in HRM practices”. This belief is to be explored. This thesis will have four main objectives. The first objective is to identify potential benefits and costs to the alliance that could be associated with a standardised HRM-policy . These advantages and disadvantages will be grouped according to the six L’s (learning, leaning, leveraging, linking, leaping, and locking out), as defined by PREECE (1995) (see 3.1). Secondly, the author would like to use a theoretical model, the integration-responsiveness grid of PRAHALAD/DOZ (1986; 1987), to capture the pressures, which make the strategies of standardisation or individualisation critical. This model will be applied to the airline industry, and to an organisational (Star Alliance), and functional (HRM) context (see 3.2). The third objective is to analyse the extent to which the members of Star Alliance apply standardised, as apposed to individualised HRM instruments in reality, and to consider whether Star Alliance airlines are increasingly or decreasingly standardising the HRM-field (see 3.3). Finally, the author would like to discus the reasons to explain the findings of section 3.3 (see 3.4).
Inhaltsverzeichnis (Table of Contents)
- 1. Objectives
- 1.2 Topic Relevance
- 2. Definitions and Background
- 2.1 Airline Industry and Alliances
- 2.1.1 Airline Industry
- 2.1.2 Airline Alliances
- 2.1.3 Star Alliance
- 2.1.4 Standardisation at Star Alliance
- 2.2 Human Resource Management
- 2.2.1 Human Resource Management
- 2.2.2 Standardisation of HRM
- 2.2.3 Individualisation of HRM
- 2.3 Theoretical Background
- 3. Analysis: Standardisation vs. Individualisation
- 3.1 Objective One: Benefits and Risks
- 3.1.1 The Six L's
- 3.1.2 Summary and Résumé
- 3.2 Objective Two: Analysis of Pressures
- 3.2.1 Pressures towards Standardisation
- 3.2.2 Pressures towards Individualisation
- 3.2.3 Summary and Résumé
- 3.3 Objective Three: Standardised HRM at Star Alliance?
- 3.3.1 Analysis Approach
- 3.3.2 Aspects of HRM in Star Alliance
- 3.3.3 Summary, Tendency and Résumé
- 3.4 Objective Four: Reasons
- 3.4.1 Five Reasons for Star Alliance's HRM Policy
- 3.4.2 Summary and Résumé
- 4. Concluding Section
- 4.1 Summarising Comments and Résumé
- 4.2 Suggestions for Future Studies
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper aims to analyze human resource management (HRM) within the Star Alliance, a prominent airline alliance. It investigates the interplay between standardization and individualization of HRM practices within this multinational context.
- Standardization versus individualization in HRM within airline alliances.
- The benefits and risks associated with standardized and individualized HRM approaches in the airline industry.
- Analysis of pressures influencing the choice between standardization and individualization of HRM practices.
- Examination of HRM practices within Star Alliance and the reasons behind their chosen approach.
- Implications for future research and development in the field.
Zusammenfassung der Kapitel (Chapter Summaries)
2. Definitions and Background: This chapter lays the groundwork for the analysis by defining key terms and providing background information on the airline industry, airline alliances, and the Star Alliance specifically. It explores the structure and functioning of airline alliances, emphasizing the complexities of coordinating diverse operations across multiple member airlines. The chapter also introduces the concept of HRM and discusses the standardization and individualization of HRM practices, setting the stage for examining the interplay of these contrasting approaches within the Star Alliance context. It provides a detailed overview of Star Alliance's unique structure, operational challenges, and the HRM implications of its global reach.
3. Analysis: Standardisation vs. Individualisation: This chapter forms the core of the analysis, exploring the tension between standardization and individualization in HRM within the Star Alliance. It examines the benefits and risks associated with both approaches, using a framework like the "Six L's" (possibly referring to a model presented within the text) to structure the discussion. Subsequent sections analyze the pressures that push towards standardization (e.g., cost reduction, efficiency) and individualization (e.g., cultural differences, employee needs). The chapter culminates in an analysis of Star Alliance's actual HRM practices, evaluating the extent to which they are standardized or individualized and providing reasons for the chosen approach.
Schlüsselwörter (Keywords)
Human Resource Management (HRM), Airline Industry, Airline Alliances, Star Alliance, Standardization, Individualization, Global HRM, Cross-cultural Management, International Business, Employee Relations, Operational Efficiency, Cost Reduction.
Frequently Asked Questions: Analysis of Standardization vs. Individualization in HRM within the Star Alliance
What is the main topic of this document?
This document analyzes human resource management (HRM) practices within the Star Alliance, a major airline alliance. It focuses on the conflict between standardizing HRM across the diverse member airlines and adapting HRM to individual airline needs and cultural contexts.
What are the key objectives of this analysis?
The analysis aims to: 1) Investigate the benefits and risks of both standardized and individualized HRM approaches in the airline industry; 2) Identify pressures pushing towards standardization or individualization of HRM practices; 3) Examine the actual HRM practices within Star Alliance and explain the reasons behind their approach; and 4) Offer suggestions for future research in this area.
What are the key themes explored in this document?
The central theme is the tension between standardization and individualization in global HRM. Other important themes include the challenges of managing a multinational workforce in the airline industry, the impact of cultural differences on HRM practices, and the interplay between operational efficiency and employee relations.
How is the document structured?
The document includes: a table of contents, a detailed explanation of the objectives and key themes, chapter summaries outlining the content of each section, and a list of keywords. The main analysis section delves into the benefits and drawbacks of standardization and individualization, explores the pressures influencing these choices, and examines Star Alliance's specific HRM approach.
What is the scope of the analysis regarding the Star Alliance?
The analysis focuses on the Star Alliance's HRM practices, investigating the degree to which these practices are standardized or individualized across its member airlines. It seeks to understand the rationale behind the alliance's chosen approach by considering factors such as cost reduction, operational efficiency, and cultural differences.
What frameworks or models are used in the analysis?
The document mentions using a framework called "The Six L's" to analyze the benefits and risks of standardized and individualized HRM. Further details about this framework would be found within the full text of the document.
What are some of the pressures influencing the choice between standardized and individualized HRM?
Pressures towards standardization often involve cost reduction and the pursuit of operational efficiency. Pressures towards individualization usually arise from cultural differences among member airlines and the need to cater to specific employee needs and national labor laws.
What conclusions are drawn about Star Alliance's HRM approach?
The document's conclusion summarizes the findings regarding the degree of standardization or individualization in Star Alliance's HRM practices and offers explanations for their approach. The specific conclusions would be detailed in the full text.
What are the implications for future research?
The document suggests areas for future research and development within the field of global HRM, particularly focusing on the challenges and opportunities presented by the increasing globalization of the airline industry and the need to balance standardization with the unique needs of diverse workforces.
What are the key words associated with this document?
Key words include: Human Resource Management (HRM), Airline Industry, Airline Alliances, Star Alliance, Standardization, Individualization, Global HRM, Cross-cultural Management, International Business, Employee Relations, Operational Efficiency, and Cost Reduction.
- Arbeit zitieren
- Sarah Wilson (Autor:in), 2005, Human Resource Management in the Airline Industry - The Example of Star Alliance, München, GRIN Verlag, https://www.grin.com/document/41155
