Essays on Human Resource Planning and Performance at Qantas Case Study

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The paper "Human Resource Planning and Performance at Qantas" is a great example of a human resources case study. As mentioned by Chipunza and Berry (2010), a workforce that is qualified and motivated is vital for increasing productivity so as to contribute to the realization of the organisational targets. However, managers experience challenges with regard to how to motivate the workers, with research indicating that motivation is perceived differently by managers and their employees. Besides that, there is a gap in knowledge concerning motivational factors which are crucial for employees in settings that are poor resources.

For years, success has been defined by the ability to maintain tight-fisted control over every process, activity, and function in an organization. This way of thinking was attributed to internal operations, especially by means of centralized management that offered the greatest level of management control over productivity as well as efficiency (Dieleman, Toonen, Touré , & Martineau, 2006). Nevertheless, fresh competitive pressures in addition to a distressed world financial system have coerced numerous organizations to re-strategize in developing internal organizations. Currently, managers have to analyze business processes as well as functions rooted in efficiency and productivity contributions, and crucially, reflect on their Organisational strategic value.

Downsizing and outsourcing have turned out to be a vital element that assists companies to develop as well as sustain competitive ability. In this report, downsizing and outsourcing will be analyzed by mainly focusing on Qantas. 2.1 QANTAS’ History of Downsizing and Outsourcing In 2011, QANTAS announced its plan to cut flights and jobs so as to combat the ever-increasing costs of fuel as well as the fiscal effect of natural catastrophes. Qantas plan was to combine three heavy engineering bases; two at Victoria (at Avalon that had 700 employees, and at Tullamarine that has 400 employees; together with contractors), and at Brisbane airport that has 400.

Besides that, the number of flights to popular destinations like New Zealand and Japan was reduced so as to allow for the downsizing of the aircraft (Schneider, 2011). Besides that, in 2013, Qantas Airways made public its intention to eliminate an additional 1,000 jobs from its workforce based in Australia, and this was after the company’ s global operations registered almost $300 million in losses (Cogan, 2013).

In 2014, Qantas moved to realize its objective of downsizing 1200 jobs before the end of June in 2014 as well as a job cut of 5000 before the end of 2017 (Creedy, 2014). The economic woe enclosing Qantas has led to its major downsizing within the company, and this has involved retiring planes and dropping routes as its restructuring strategy intended for cutting cost. In 2006, Qantas finalized a seven-year life contractual agreement with two Indian companies, Tata Consulting Services as well as Satyam Computer Services Limited to move its IT applications maintenance and support.

In this outsourcing plan, Qantas spent $191 million that resulted in a loss of 300, in what was regarded as the biggest offshore IT deal in the history of Australia. In this outsourcing plan, Tata Consultancy Services gained $120 million while Satyam Computer Service received $71 million (Deare, 2006). In 2008, Qantas outsourced work for eleven aircraft to John Holland, a local contractor; thus, terminating its overseas maintenance work. The outsourced maintenance checks were before then carried out by Qantas' own certified engineers at Tullamarine.

In 2014, Qantas outsourced its heavy maintenance base which was based in Avalon Airport, in victoria that resulted in the closure of the base. The outsourcing plan saw heavy maintenance on both the Airbus A380 and the 747, Qantas’ biggest planes done overseas

References

Chipunza, C., & Berry, D. M. (2010). The relationship among survivor qualities – attitude, commitment and motivation – after downsizing. African Journal of Business Management, 4(5), 604-613.

Cogan, J. (2013, December 6). Qantas Airways announces another 1,000 job cuts. Retrieved from World Socialist Web Site: http://www.wsws.org/en/articles/2013/12/06/qant-d06.html

Creedy, S. (2014, February 27). Qantas to slash 5000 jobs as it posts $252m first half loss. Retrieved from The Australian: http://www.theaustralian.com.au/business/aviation/qantas-to-slash-5000-jobs-as-it-posts-252m-first-half-loss/story-e6frg95x-1226839160203

Deare, S. (2006, November 9). Qantas hands Indians AU$191m in contracts. Retrieved from ZDNet: http://www.zdnet.com/article/qantas-hands-indians-au191m-in-contracts/

Dieleman, M., Toonen, J., Touré, H., & Martineau, T. (2006). The match between motivation and performance management of health sector workers in Mali. Human Resources for Health, 4(2), 1-7.

Elmuti, D., Grunewald, J., & Abebe, D. (2010). Consequences of Outsourcing Strategies on Employee Quality of Work Life, Attitudes, and Performance. Journal of Business Strategies, 27(2), 177-203.

Galetic, D. L., Aleksic, A., & Maja Klindzic. (2011). Outsourcing and Downsizing As Modern Organizational Trends in Croatian Companies. The Business Review, 17(1), 220-227.

Schneider, K. (2011, March 30). Qantas to cut flights, staff due to rising fuel costs. Retrieved from News Limited : http://www.news.com.au/travel/travel-updates/qantas-to-cut-flights-staff-on-rising-fuel-costs/story-e6frfq80-1226030599725

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