The paper “ Airservices Australia’ s Workforce Management Challenges” is affecting variant of the case study on human resources. According to the Ministry for Infrastructure and Transportation’ s Statement of Expectations and the National Aviation Policy White paper 2009, it is a requirement for airline organizations such as Airservices Australia to engage in the publication and provision of annual updates on its workforce plan (Airservices Australia 2012). Workforce planning is perceived as a major force for the organization because it provides a link between the organizations’ strategic objectives and the people initiatives necessary in the realization of these objectives.
Management of diversity in an organization is considered as one of the major workforce management challenges facing the human resource department in Airservices (Airservices Australia 2012). The objective of this report will be to engage in the analysis of the challenges facing Airservices Australasia and the strategies developed by the organization to address these challenges. Airservices AustraliaAirservices Australia is a constitutional body that is owned by the government of Australia. The organization is charged with the responsibility of providing safe and environmentally friendly airside services and air traffic management to the aviation industry.
Airservices is involved in the management of air traffic operations for more than three million flights carrying approximately 60 million passengers annually within the Australian Flight Information Region (Airservices Australia 2012). Despite the gains that Airservices Australia has been able to realize in the process of executing its organizational mandate, the organization still faces the human resource challenges of managing diversity amongst its workforce. Part of these challenges can be attributed to the need for a specific set of skills within the organization for the execution of certain organizational responsibilities (Airservices Australia 2012). Managing workforce diversity at Airservices AustraliaThe management of workforce diversity is based on the acknowledgment that employees within an organization differ in numerous ways such as age, gender, cultural orientation, marital status, disability, skills capacity, religion, and personality among other variables.
Airservices Australia 2012, Workforce Plan 2012-2013
ACIB (Australian Centre for International Business) 2000, The International Business Case for Diversity Management, Program for The Practice of Diversity Management, Department of Immigration and Multicultural Affairs in Cooperation with the Australian Center for International Business.
Dagher, J., D’Netto, B., and Sohal, AS 2008, ‘Managing Workforce Diversity in the Australian Manufacturing Industry,’ Journal of Human Factors and Ergonomics in Manufacturing, 8, 2, 1–15
Ford, J., and Fisher, S 2012, ‘The Role of Training in a Changing Workplace and Workforce: New Perspectives and Approaches,’ in Managing Diversity: Human Resource Strategies for Transforming the Workplace, eds. E. Kossek and S. Lobel, Oxford: Blackwell, pp. 164–193.
Kramar, R 2008, ‘Flexibility in Australia: Implications for Employees and Managers,’Employee Relations, 20, 5, 453–460.
Lawler, J 2006, ‘Managing Diversity at Work,’ in Human Resources at Work, ed. C. Molander, Lund: Studentlitteratur, pp. 159–185.
Martin, G., and Woldring, K 2001, ‘Ready for the Mantle? Australian Human Resource Managers as Stewards of Ethics,’ International Journal of Human Resource Management, 12, 2, 243–255.
Maxwell, G.A., Blair, S., and McDougall, M. (2001), ‘Edging Towards Managing Diversity in Practice,’ Employee Relations, 23, 5, 468–482.