Eaton, J. (1996). Globalization and human resource management in the airline industry PDF
Preview Eaton, J. (1996). Globalization and human resource management in the airline industry
Globalization and Human Resource Management in the Airline Industry Jack Eaton Avebury Aviation GlobaliaznaHdtu imoaRnne source Managemientn hAtei rlIinndeu stry Globalization and Human Resource Management in the Airline Industry Jack Eaton Avebury Aviation Aldershot • Brookfield USA• Hong Kong • Singapore • Sydney © Jack Eaton 1996 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Published by A vebury Aviation Ashgate Publishing Limited Gower House Croft Road Aldershot Hants GU113HR England Ashgate Publishing Company Old Post Road Brookfield Vermont 05036 USA British library Cataloguing in Publication Data Eaton,Jack Globalization and Human Resource Management in the Airline Industry I.Title 387.70681 ISBN O 29139817 0 library of Congress Catalog Card Number: 95-81143 Typeset in Baskerville by Raven Typesetters, Chester Printed and bound in Great Britain by Hartnolls Limited, Bodmin, Cornwall Contents Preface vn Part I Airline Organization and External Relations I 1 Relations with Customers 3 2 Relations with the State and Human Resource Management in Airlines 15 3 Relations Among Investors, Suppliers, the General Public and Competitors and Human Resource Management 27 4 Airline Organization and External Relations 34 Part 2 Airline Organization and Internal Relations 41 5 Theory of Airline Organization 43 6 Elements of Airline Organization 53 Part 3 Industrial Relations and Human Resource Management 65 7 Industrial Relations 67 V Globalization and Human Resource Management Part 4 Human Resource Management and other Management Functions 87 8 Airline Production Management and Human Resource Management 91 9 Finance and Human Resource Management 97 10 Personnel Management 106 Bibliography 119 Index 126 vi Preface This book has its origins in a research project on the effects of airline deregulation on human resource management of a nationalized airline - Air France. Work began in 1992 with the help of a research grant and study leave from the University of Wales, Aberystwyth. Interviews were conducted with management staff and employee representatives of Air France and with an official of the air transport department of the Ministry of Transport in January 1992. However, the burgeoning financial deficits of Air France rendered the research rather sensitive, and little help or information was provided during the following months of study leave. Nevertheless, the research was contin ued as a result of residence in Paris and the development of informal contacts. When the writing was started, the decision was taken to extend the work into a study of human resource management throughout the international airline industry. On first submit ting articles to the journals about the Air France case, one response from editors was 'why wasn't there a comparative study, say, for example, with British Airways?' This, and the wider availability of information from the press coverage of the industry and from their researchers, indicated that a global study was a good idea. This should not be taken to mean that the book aspires to be Vll Globalization and Human Resource Management comprehensive in its coverage. Rather, the theme is that globalization has been noted as a feature of recent industrial and commercial developments and that the airline business might be expected to be in the forefront - with concomitant effects on human resource management. Human resource management has passed into manage ment and journalistic parlance, but remains a controversial phrase. The author's attitude to it is the reason for the arrange ment of the book into four parts. Parts 1 and 2 are about the organization of airlines as businesses. Part 1 indicates that the primary impetus for human resource management springs from the perceived need among airline managers for their businesses to be market-driven, rather than operations-driven. Part 2 is a more theoretical view of the internal organizational implications. Part 3 is just one chapter, but in many ways it is a pivotal chapter for the book because it is an analysis of the constitu tional change in the industrial relations - or rules - governing the management of employment in the industry. Paradoxically, although it is associated with market-led management, human resource management is also extolled as a strategic, interactive approach. The extent of this integration with production management, financial management and the continuing need for a norm-setting function in the manage ment of personnel are discussed in Part 4. Airline managers are even more secretive and defensive about academic research than those in other industries. The author is obliged to those few who did provide assistance, but also to the several employees who, justifiably cautious, gave information. The text was efficiently typed by Wendy Davies, secretary supreme, with the help of Jean Matthews. Dr Jack Eaton, Aberystwyth, 1995 Vlll
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