Generally speaking, the paper "Strategic Human Resource Management - Mel Airways" is an outstanding example of a human resources cases study. Human Resources Management functions are inclusive of a large number of variables that are required in order to build and run a successful commercial venture. In fact, it has been said by some that a business cannot find success in the absence of a carefully devised and implemented plan that assures a high quality where HR maintenance is concerned (Mitchell, 2001). HRM is made up of a large number of variables and the fields that are linked to the same are complex and overlapping with the management strategies that govern the overall venture-these include the staffing needs of the company, the recruitment and training of the best employees, ensuring they are high performances, value for money and low rates of attrition. The HRM functions also deal with performance issues and ensuring that the personnel and management practices conform to various regulations (McNamara, 2001).
Further, an effective HR strategy consists of the management of the approach that is to be taken by the company for employee benefits and compensation, employee records and personnel policies.
Usually, small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. The following study aims to answer a pertinent question about the application of strategic HRM to the running and strategic change management in a low-cost carrier Mel Airways. The fundamental idea in this explanation will be to understand first, if the owner of Mel Airways has adopted a strategic approach to human resource management and second, assuming that a strategic approach has been adopted, what is its extent and level of success.
Finally, the analysis will recommend certain steps that could be taken by the management at Mel Airways in line with HR management theories that will enable Mel Airlines to retain, in the long run, its positions as the No. 1 no-frills airline through better management and streamlining of its HR management functions. The essay is, in essence, a study of HR management and it is in this context that the analysis that has been presented here needs to be understood and analyzed. Part 1: Ideally, a strategic approach to the management of human resources would mean an integration of HR strategies and goals with the overall goals and results that the company hopes to achieve in the future (Schuller and Jackson, 2007).
This would in turn help employees identify their purpose in the organization, help in the better understanding of individual roles and purposes that contribute to the overall health of the organization.
The basic precepts of strategic human resource management have a natural affinity with the ‘ resource-based view’ of the competitive advantage in the strategy field (Barney, 1991). The idea is that sustained competitive advantage can arise from a firm’ s resource base. This also means that decision making cannot be done in isolation but needs to be in line with the overall working culture of an organization. The system of feedback needs to be perfect.
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