‘Mel Airways’ case study-Human Resource ManagementThe paper will seek to first and foremost analyse the HR strategies needs that are specific for the requirements of Mel Airlines that deal with performance issues, and ensuring that the personnel and management practices conform to various regulations (McNamara, 2001). This would in turn be studied in the context of the specifications of the organization, and the specific demands of its individualistic culture. The paper will then look to provide answers to two specific questions. These are: first, the extent to which a strategic approach has been adopted in the management of the HR functions by the owners of the Airlines and second, it will draw up a set of recommendations 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 a 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. The following section will seek to answer the question about whether or not Mel Airways and its founders have followed a a strategic approach towards the management of the human resource functions of the organization.
It will for this purpose analyse first and foremost the factors that make an approach strategic and measure the initiatives taken at Mel on a yardstick. Taking a strategic approach to human resource management would mean that the company has to take decisions regarding its HR functions not in isolation but in the context of the overall culture of the company, the existing system of feedback to and fro employees that helps the organization align itself with personal goals and functions (Massy, 1994).
A strategic approach also requires that the organization makes an assessment of global and the immediate human resource environment within which the organization is required to function; it also means that an organization has to ensure that the there is in place a system that forecast and readies itself in accordance with the human resource requirements that are most likely to arise (Das and Waqar, 2007).
Ideally, a strategic approach will also make space for a system that analyses the job functions and does a competency audit of the employees. Beside these, the strategic approach cannot under any circumstances forego the traditional functions that are associated with a successful HR management program of any given firm. These would in turn include: Usage of powerful "coaching" questions to help employees attain personal and organizational goals. Usage of competency-based recruitment and selection techniques. Management and motivation of employees by using the basic principles of strategic human resource management. The idea is in this particular framework is simple.
The organization needs to be used as a starting point and then should be in place a strategic, competency based facilitation model of Human Resource Management which deals with all of the practical aspects of managing people in the workplace in activities ranging from the assessment of the global environment to the identification of staffing needs and competencies that impact human resource decisions (Schuller and Jackson, 2007).