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Factors Affecting Human Resource Management Planning in AirAsia Airlines

Discuss about the Impact of Talent Management on Retention.

The essay helps in analysis of the different kind of challenges in the labour demand along with supply that is posed by the globalization along with different kind of demographic and environmental changes. Proper role of the human resource planning is required to be done in an effectual manner as this will help in solving the different kind of focus on the scenario planning along with analysis of the globalization on the external changes that is faced by the Australian businesses.

The main aim and purpose of the essay helps in analysing the importance of the human resource planning in the AirAsia Airlines that is based in Malaysia. Proper succession planning is essential in nature wherein this will help in understanding and solving the different external and internal issues in an effectual manner.

The structure of the essay includes the different kind of impact on the human resource management planning and the balance of both the internal and external factors that affects the strategic human resource planning of the respective organization named AirAsia Airlines based in Malaysia.

AirAsia is one of the low-cost Malaysian airlines that is headquartered in Kuala Lumpur, Malaysia.  It is one of the largest airline companies in Malaysia by destinations and fleet size. It was founded in the year 1996 in the month of November. The slogan of the respective company is Now Everyone Can Fly. There are more than 17000 employees who are working under AirAsia Airlines in Malaysia and it began the operations of the company from 18th of November in the year 1996 ("AirAsia | Book cheap flights online to over 120 destinations!", 2018). The revenue generated by AirAsia Airlines is 5.01 billion/US$ 1.12 billion and this created net income of RM 1.574 billion/US$ 354 million.

There are different kind of several kind of factors that create a huge impact on the human resource management planning of AirAsia Airlines. It creates a delicate balance between both the internal and external factors that affects the planning of the human resource management of AirAsia Airlines. For example: the different kind of internal factors would be defined as the organizational climate along with culture. However, the external environment would include the ever-changing demographic kind of trend and it increases the demand for the workforce that is more diverse in nature (Agarwal & Islam, 2015).

Issues of Employee Turnover and the Need for Succession Planning

There are different kind of dynamic kind of global trends and it becomes imperative in nature wherein the entire outlook along with the different kind of strategies employed by the officials and management of the human resource planning of the respective organization are overhauled in nature as well. It is basically based on the internal and external demands of the environment. Globalization is one of the major issues that has to be analysed effectually as this causes different kind of issues both in internal and external kind of environment of the business of AirAsia (McCracken, Currie & Harrison, 2016).  

There is added impetus that will put the entire organization named AirAsia and this helps the organization in relying on particular brand of the manpower that helps in characterising the core values that include knowledge, experience, dexterity along with loyalty to maneuver different kind of situations that is challenging for AirAsia. It has been seen that AirAsia is struggling in retaining the important and efficient employees in their organization that is owing to different kind of environment factors that is external in nature (Oladapo, 2014).

There are different kind of issues that is related to employee turnover at AirAsia Airlines at AirAsia Airlines that causes huge issues in the business of the company as well. Proper succession planning has not been provided to the employees in the organization wherein this is seen that the employees are not provided with any kind of motivational factors in order to improve their performance and this is demotivating them as well. Furthermore, it is seen that there is huge competition in the external environment that is affecting the respective organization as the other organizations are providing their employees with different kind of succession planning activities that is making them more competitive and better in nature as well (Zhang et al., 2015).  

Furthermore, it has been seen that there are different kind of reasons wherein the employee turnover is that there is mismatch between the skills of the job of the employees in the organization and there is lack of opportunity provided to the employees for the future growth of the individuals in the organization. However, in AirAsia it has been seen that the employee turnover rate has been huge and this was due to the issues wherein their emotions were not provided with proper opportunity and this causes huge pressure on the employees of the organization as well (Aruna & Anitha, 2015).

The Importance of Proper Human Resource Planning and Technology

Proper succession planning is essential in nature that is required in AirAsia Airlines as this will help in identifying and developing the new leaders who can replace the old leaders. The old leaders have to be replaced in the organization as this helped them in measuring the turnover of the employees and solving them in an effectual manner as well. Proper ascertainment is required to be done in the AirAsia Airlines as this will help the company in managing the employees by providing motivational incentives (Deery & Jago, 2015).

Proper succession planning is essential in the AirAsia Airlines that will provide different kind of opportunities to the different employees of the respective organization to help them succeed in the organization with the utilization of the organizational resources. Proper utilization of the different resources as this identified the techniques to ensure that the different leaders on focusing on the succession planning that is proper and accurate for the business in an effectual manner. Proper succession-planning should be proper consideration wherein great deal of the expertise is required in the organization that will help them in managing the issues in an effectual manner (Ibidunni et al., 2016).

Succession planning helps in playing an important role in the business of AirAsia Airlines that will help in setting the right objectives for the organization. The succession planning plays an essential kind of role in managing the teams and create proper and accurate working relationships among the different individuals in the organization as well. The succession planning will help the new employees who have just joined the organization in maintaining proper training as this will help them in handling the different kind of operations in an effectual manner (Tanwar & Prasad, 2016).

Furthermore, it has been seen that AirAsia has seen huge number of employee turnover in the last few months and this has caused huge issues in the business as well. Furthermore, it has been seen that the AirAsia Airlines need to implement different kind of technological advanced strategies that will help them in maintaining the competitive advantage in the market in an appropriate manner (Coetzee & Stoltz, 2015).

Proper human resource planning is required to be done by the respective organization named AirAsia Airlines as this will help in reducing the different kind of complexities in the entire organization (Milman & Dickson, 2014). The human resource planning is effective in nature that will assist in strengthening the position of the entire HR management of respective Airlines. The human resource planning in AirAsia Airlines will help in ensuring that adequate supply of the manpower is required and this will help in forecasting the future kind of requirements of the human resources that is available for the specific period of the time as well.

Balancing Internal and External Environments in AirAsia Airlines

It has been seen that there are growing kind for unemployment, there has been huge shortage of the different kind of human resources with the required kind of skills along with capabilities to carry on the work. The proper human resource planning is essential in nature as this will help in marking rise in the employee turnover that is beneficial and unavoidable in nature. There are different reasons that has caused huge employee turnover in the AirAsia Airlines helps in becoming manifold and this is crucial in nature for the respective organization in an effectual manner (Kaur et al., 2015).

Proper ascertainment is required to be done by the human resource department in AirAsia as this helps them in characterising the issues that has been caused due to globalization along with the retaining the employees is becoming huge trouble for the AirAsia Airlines as well. Furthermore, it has been seen that the retaining the employees is one of the most essential aspects that has to be addressed in AirAsia Airlines as this will bring more strengthening the position of the HR management in an appropriate manner (Beynon et al., 2015).

Furthermore, it is seen that there are different employees in the AirAsia Airlines who do not feel motivated with the incentives that has been provided to them (Terera & Ngirande, 2014). However, such employees are required to be provided with different kind of monetary and non-monetary rewards as this will help the company in maintaining proper effectiveness in the entire Human Resource Management system (Festing & Schäfer, 2014). The employees have to be provided with internal and external kind of motivation that will motivate them and their performances will be affected in a positive manner as well.

Proper balance is required to be maintained by the external and internal environment of AirAsia Airlines as this will help in solving the different kind of motivations in the working environment effectually. The HR department of the AirAsia Airlines is required to create diverse kind of workforce along with providing dynamic kind of global trends as this will help the company along with the employees that will help in matching with the changing demographics and provide the company with proper resources that is required for the imperative kind of outlook to be provided by the company along with the officials effectually (Presbitero, Roxas & Chadee, 2016).

Conclusion

Therefore, it can be concluded that there are different kind of resources that has affected the human resource management planning activities of the respective company. The balance between the external and internal environment is required to be done in AirAsia Airlines as this has helped them in managing the employees’ turnover and motivated the different employees in an effectual manner as well. Proper analysis of the different kind of the resources is essential in nature as this has helped the company in retaining the employees in the organization. The different kind of analysis has been done wherein the succession planning has been suggested to the company wherein this has helped the employees in feeling motivated by the work that has been performed by them in the organization appropriately.

References

Agarwal, N. K., & Islam, M. A. (2015). Knowledge retention and transfer: how libraries manage employees leaving and joining. Vine, 45(2), 150-171.

AirAsia | Book cheap flights online to over 120 destinations!. (2018). Airasia.com. Retrieved 24 April 2018, from https://www.airasia.com/en/home.page?cid=1

Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94.

Beynon, M. J., Jones, P., Pickernell, D., & Packham, G. (2015). Investigating the impact of training influence on employee retention in small and medium enterprises: a regression?type classification and ranking believe simplex analysis on sparse data. Expert Systems, 32(1), 141-154.

Coetzee, M., & Stoltz, E. (2015). Employees' satisfaction with retention factors: Exploring the role of career adaptability. Journal of Vocational Behavior, 89, 83-91.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.

Ibidunni, S., Osibanjo, O., Adeniji, A., Salau, O. P., & Falola, H. (2016). Talent retention and organizational performance: A competitive positioning in Nigerian banking sector. Periodica Polytechnica. Social and Management Sciences, 24(1), 1.

Kaur, P., Sharma, S., Kaur, J., & Sharma, S. K. (2015). Using social media for employer branding and talent management: An experiential study. IUP Journal of Brand Management, 12(2), 7.

Korsakien?, R., Stankevi?ien?, A., Šimelyt?, A., & Tala?kien?, M. (2015). Factors driving turnover and retention of information technology professionals. Journal of business economics and management, 16(1), 1-17.

McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development and retention for the enhancement of talent management: Sharpening ‘the edge’of graduate talent. The International Journal of Human Resource Management, 27(22), 2727-2752.

Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions. International Journal of Contemporary Hospitality Management, 26(3), 447-469.

Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), 19.

Presbitero, A., Roxas, B., & Chadee, D. (2016). Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee–organisation value fit. The International Journal of Human Resource Management, 27(6), 635-652.

Tanwar, K., & Prasad, A. (2016). Exploring the relationship between employer branding and employee retention. Global Business Review, 17(3_suppl), 186S-206S.

Terera, S. R., & Ngirande, H. (2014). The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), 481.

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