Effective HRM Practices: A Case Study Of Singapore And Silvertail Airlines" (70 Characters)

The stellar reputation earned by Singapore Airlines has been highly competitive in terms of commercial aviation business. The reputation of this particular company has been relevant over past ten years. As a matter of fact, the company has been dominating this specific business sector in the country having been awarded World’s Best Airline for more than 23 times. Conde Nast Traveler has nominated SIA as one of the best service providers in commercial aviation business.

Different elements have been detected while studying the success chronicles of the Airlines business. As a matter of fact, there have been different understandings of those elements such as human resource management, operations management and core business management process.  From the retrieved feedback of the customers of the company it has been found out that the customer service and behavioral pattern of the working crews in the Airlines have been beyond the satisfactory level. This report is going to analyze effective and strategic human resource management practices within two of the greatest companies.
  
Fig:  Core Elements of Human Resource Management Strategy of Singapore Airlines

There are five core elements of human resource management strategy devised by Singapore Airlines. These are -

1. i) Empowerment of Frontline Staff
2. ii) Extensive Investment in Training and Retaining

iii) Successful Service Delivery Team

1. iv) Motivating Staff through Rewards and Recognition system
2. v) Effective Selection and Recruitment Process

As a matter of fact, it needs to be taken in to certain consideration with the effective measurement of the entire issues pertaining to the effective human resource management system. Though there are different positive attributes that lead to the utter success of the company, certain problems have been detected during the study o human resource management practices of Singapore Airlines.

The provided case study relates to the consequence of “Two Airlines Policy” introduced by the government of Singapore. The air transport industry in the country has been enjoying duopoly market structure comprising of equal contribution of Singapore Airline and Silvertail Airlines.  As a matter of fact, there has been a clear understanding of the deregulation that has introduced to the practice of low cost carriers thus attracting greater number of the customers. it has thus created an issue pertaining to the compelling process of staff resignation in order to cut the effective cost of the operations of those two airlines. The case deals with the the job cut of existing frontline staff working with the both the companies.

From the case study it has been identified that the human resource management of both the companies has persisted certain problems pertaining to the perception of the employees lacking interest and motivation in association with self proclaimed initiative o the decision making process.  The other problem that has been identified in due course is the lack of communication and setback in the exploration of alternative methods of downsizing. Identification of the problem has been discussed hereunder:

Singapore Airlines' Core Elements of Human Resource Management Strategy

It has been perceived that the employees in the companies lack certian amount of motivation to work. They also undergo a certain lacuna of enthusiasm and initiating endeavor to work on innovative methods. As a matter of fact, there has been a clear understanding pertaining to the entire course thus basing the company persuading with the employees in a methodical service provision. As a matter fact, he feedback of through the conversation has to be taken in to certain consideration with the effective case of the entire problems. When there is a clear understanding of the issues there has been as a matter of fact it needs to be taken in to certain consideration that the working employees are forced to resign the organization use to certain instability process.  Sudden change in decision hamper the work culture within the company and the employees have perception that they are always monitored by the management so as to point out the flaws. In human resource management motivation plays an important role that leads to an effective retention process of the employees. The employees are always found to have been working with a certain amount of fear that their poor performance would be leading to unproductive activity of the employees. It also results in the increase of attrition rate in the company. Employee redundancy is a major issue in both Singapore Airlines and Silvertail Airlines.

There has been a certain change in the organizational structure as it has also been mentioned in the case study. Lack of proper communication between the management body and the frontline employee’s leads to a certain gap in terms of the implementation of action plan. It invariably changed the mode of work and engagement of the employees with the organization. As a matter of fact, it also carries on to outdoing the working capacity of the employees with the effective changes. Fortification of communication channel between the management body and the employees needs to be taken care of during the future change process within the organization.  With the effective changes that has been dealt with in the case, the employees are not informed of new policies and they are not acquainted with the newly formed and structured requirements and needs that the company has been targeting to the basic factors. This is how the employees suffer from the crisis of execution and application of the organizational plans.

With the effective understanding of the management policies, it needs to be comprehended and thus incorporated that the unethical downsizing of the employees.  Creating vacancy does not mean that the company would be facilitating the fresh employees with an opportunity in the organization. However, the compensation that the existing employees are promised to be paid are not executed properly. When it comes to the basic criteria of the policies the management criteria needs to be taken in to certain consideration with the effective understanding.  It has been found that the company has been practicing certain unethical policies that results in the dissatisfaction of the number of employees. the organizational management has been focusing only on the operational management without focusing on the effective change upon the employee management. As a matter of fact, there has been a clear understanding of the cases where the basic criteria need to be taken in to certain consideration without focusing much on the process.  The management of the companies is found to have negative perception pertaining to the presence of older crew members in the airlines. The lasting impact of the employees within the companies needs to be taken in to certain consideration.

Identifying the Problem

As the problems have been succinctly identified, the implications related to them are interlinked with different procedures:

For instance, the perception of the employees is interlinked with the ethical dilemma poor job performance. Basically, perception, communication and management are interlinked to each other. As a matter of fact, there is a clear case pertaining to the survivor syndrome and employer brand image of the employees in association with the organization.  When it comes to th entire understanding of the issues it was highly understanding of the entire case that has to be taken in to certain consideration.

It has been identified that Silvertail Airlines and Singapore Airlines face an effective ethical dilemma that needs to be rebranded so as to keep a check on employee redundancy.  As a matter of fact, there are different situations such as sudden notification to the employees pertaining to sudden resignation of the older employees. Pushing the employees to the risk can be considered as unethical.

Nowadays, organizations use branding as a mechanism to differentiate them from their competitors. Efficiency in both internal and external processes of an organization forms the brand image of an organization. Many a times, good relationships between the employer and the employees within an organization contribute to the positive brand image of an organization. In the case of Silvertail Airlines, downsizing the number of employees because they have become old might cause a chaos between the employer and the employees. The airline’s cabin crew comprises of a majority of old employees who have become less efficient and are unable to attract the passengers. However, the decision of the management to make their job difficult so that they themselves leave the job might create dissatisfaction among them, which in turn might lead to negative publicity and might tarnish the brand image of the airlines.

Employer branding is very essential for the success of an organization. Organizations have recognized the importance of employer branding and so are incurring expenses on developing the employer brand image and relationship marketing. The employer brand defines an enterprise in the market area and makes it different from the competitors. Employer branding is very essential as it is utilized while attracting recruits and ensuring that the present employees have incorporated the culture and strategies of the organization. Therefore, applying the principles of branding to management of human resources is termed as employer branding. Employer branding is done to provide psychological and economic benefits to the organizational employees.

Implications of the Problem

In the given case study, the decision of the management to make the job life of the old employees difficult so that they themselves quit the job shall negatively impact the employer branding, which might affect the future recruitments as negative employer branding might not attract potential recruits. Dissatisfaction among the old employees can lead to negative word of mouth and publicity that could damage the reputation of the company. Negative brand image might keep away the potential recruits as it could fail to attract the fresh recruits. Negative word of mouth of the old employees might also spread through social media. This might ruin the brand image of the company and shall make it difficult for the employers to recruit potential employees as they might lose their interest in working with organizations, which comprises of a large number of demotivated employees. Potential candidates might not want to work with an organization that adopts unfair practices to terminate their employees. They might also feel the risk of getting terminated by the organization on unethical grounds. All these factors might negatively affect the employer brand of the organization and earn a bad reputation to the company.

Getting rid of the old cabin crew staff by making their jobs difficult was an unethical decision that could land the airlines into legal troubles. Instead, the airlines should have mentioned the maximum acceptable age for working as a cabin crew member in order to avoid such chaos. Making the job difficult was a illegal step to get rid of the old staff and recruit the young staff. If not mentioned in the contract, it is illegal to discriminate the employees on the basis of their age. This would violate the age discrimination clause in the Employment Act.

The airlines must be aware of the wrongful termination laws before laying off the old staff or making them quit by making their job difficult. Usually it is illegal to terminate an employee below the age of 40 years on the grounds of age. However, the details regarding the terms of termination must be clearly mentioned in the employment contract especially in case of a member of cabin crew because passengers usually prefer young and efficient cabin crew. There are several wrongful termination laws that prohibit the employers from terminating the employees on grounds of the reasons mentioned in it.

In the given case study, getting rid of the old cabin crew staff by making their jobs difficult was an unethical decision and strictly prohibited by law. The termination clause related to the age of the employees should have been clearly mentioned in the employment contract previously. In case the clause was not mentioned, the employees should have been informed about the necessity of laying off the old employees to give young recruits a fair chance and to improve the efficiency of the airlines. However, making the old employees quit their jobs by troubling them was an unethical decision that could cause legal troubles to the employers as the employees could sue them for such unethical behavior. The dissatisfied employees might complain to the Ministry of Manpower to obtain redress for the unethical dismissal under the Employee Act.

Subsequent to compelling the workers to leave, Silvertail would need to utilize new representatives that fit into its new image picture. This would bring about significantly more cost, as they need to send them for preparing and improvement courses. Unsaid learning that retrenched workers increased through experience will be lost as well. It likewise requires investment for them to prepare the new workers and could possibly bring about tight labor amid the move. This would bring about poor execution and higher client protestations. The organization shall have to incur extra costs on making the newly recruited employees job ready.

Laying off the old staff results in the loss of highly knowledgeable and experienced staff. The older staff being more experienced makes fewer errors whereas the newly recruited staff shall make several errors while improving their job performance. The newly recruited staff might prove to be inefficient in future. It is always risky to employ new staff to replace the older staff. The company shall have to spend reasonable time to train and develop the new employees in order to develop their skills and knowledge to make them fit for their job role. The company shall have to incur extra costs on supervising and managing the employees as they are new in the work environment.

The downsizing tactics used by Silvertail Airlines, Singapore is aimed at improving its present workforce and bring out increase in productivity. The conversation between Sam and Bobbi clearly indicates that the passengers of Silvertail Airlines are mostly young who prefer being attended by young employees. Hence, the downsizing the aging flight attendant crew two men are speaking about is actually aimed to serve the passengers and increase their satisfaction. They also point that the aging crew members lack the enthusiasm and initiative to ensure high quality service to the customers. It can also be stated that they lack innovation and do not show expected degree of response to training like new employees would do. The recruitment manager, Sam Milroy and the cabin crew director, Bobbi Stephens are also seen stuck in ethical dilemma regarding terminating the aging employees. Sam further points that the news of the dismissal on the ground of age will fetch negative publicity. He also points the airlines company cannot offer the aging employees an alternative job and hence have to render them redundant. The recruitment manager again pointed out that the discrimination against the aging crew on the ground of age would also attract legal actions. Bobbi suggests cutting down the numbers of cabin crew and allocating ground crew duty to some of the cabin crew members.  He also suggested decreasing of the benefits and comforts the company allowed these employees. He suggested that the employee policies should be reshaped to employ and promote younger cabin crew members.

The evaluation of the conversation shows the factors which are leading to downsizing of the cabin crew in Silvertail Airlines. The first factor is that downsizing is required to enhance the customer satisfaction of the passengers of the airlines company who are mostly young. The second factor is the need to increase the numbers of cabin crew who would young, innovative and adaptive to the changes in the working environment in Silvertail flights. The employee policies of the airlines company need to reframed to incorporate recruitment of young flight attendants who would be ready to work on long distance flights in return of lower employee benefits. This is the third factor which would require training of the young flight attendants to make them adaptive to working on long haul flights.

Downsizing is the strategy which organizations take to streamline their operations and make decisions processes easier to take advantage of the market opportunities. This business tactic also helps organizations to reduce or get rid of inefficient resources. The organizations downsize their existing human resources who are aging and are less responsive to training and innovation. These organizations instead prefer employing smaller number of employees who are innovative and are more proactive to training and innovation. The new employees can be trained and inducted to the new organizational culture that has been adopted as a result of organizational change. Agwu, Carter and Murray (2014) state that organizations prefer to downsize their organizations by minimizing the hierarchical levels to streamline decision making. These efforts help organizations to reduce costs which they can allocate towards more important areas like investment in technology. An evaluation of the downsizing initiatives taken shows that this strategy is not only fruitful or promotes organizational growth. The technology intensive firms are driven by continuous research and innovation by their scientists. They may lose a great portion of the technical knowledge and loss of talent due to downsizing its technical employee numbers (Marques et al. 2014). There are three tactics which organizations like Silvertail can take which are mentioned below:

The first downsizing tactics which organisations can take is the workforce reduction. The tactics consists of laying off or terminating employees. The main aim of the strategy is to reduce the number of employees working in particular departments. The management may retrench, transfer, make the aging employees take retirement and use any other strategy to reduce their head count. Workforce Reduction results in delayering to make decision making easier and more dynamic. The strategy embraces the overall holistic changes in the organisations because it leads to removal of inefficient employees. The tactic helps the companies to cut their costs by reducing the amount of compensation to employees.  Evaluation of work force reduction shows that the strategy has positive outcomes. It helps organisations to terminate their inefficient employees and replace them with more efficient employees. This helps the companies to increase their productivity and reduce expenditure towards unproductive employee compensations. The companies can change their production staffs, suppliers customer relation staffs and inventory controllers. This strategy allows the companies to increase their productivity and cut down their costs on short term (Aalbers and Dolfsma 2014).

However, workforce reduction has deep impacts on the workforce and efficiency of the company (Gandolfi and Hansson 2015). Workforce reduction leads to termination of employees which leads to loss of expertise. It creates insecurity and fear among the existing employees which hampers their motivation.

As far as Silvertail is concerned, workforce reduction will result in termination of inefficient aging employees. Sam and Bobbi expected that it would allow the company to employ new and efficient employees. However, such actions will create insecurity among the present new employees. It will also give rise to sudden increase in costs like the new employees may require training which would add to the cost of the company. This shows that workforce reduction is not the appropriate downsizing strategy for Silvertail.

Work redesign targets unnecessary positions and shifts employees to the more critical positions. The companies following this strategy do not terminate the employees but reduce the positions. This strategy is more effective than workforce reduction because it does not result in loss of talented employees and hence the companies can retain their talents. Here the decision making is streamlined by reducing number of positions which interfere with the decision making procedure like the middle level managers. Work redesign does not create the high level of insecurity and loss of motivation as compared to workforce reduction strategy (Clemens et al. 2014). This comparison shows that work redesign is more appropriate than workforce reduction.

Silvertail should opt for work redesign instead of workforce reduction. The management should not terminate the aging employees. They should assign them to new job roles like ground duty officers and other roles. The aging employees have experience and expertise of dealing with customers onboard. They can help the new employees to serve the customers better and provide them with on job training. The airlines company can instead carry out appraisal and promote the well performing employees to higher positions. This will motivate the new employees to increase their performances and improve the organizational culture. Silvertail Airlines will be able to avoid legal actions from the government on the grounds of discrimination based on age (Porter, Pabo. and Lee 2013). This implies that Silvertail Airlines makes its decision making mechanism more dynamic. It will be able to make long term strategies and allocate its human resources according to the strategies(Armstrong and Taylor 2014).

Systemic Approach revolves around bringing about change in the organization culture, values of employees. The approach lays emphasis on the changes in the approaches towards the job responsibilities and aims to boost the morale of the employees. The systemic approach does not result in termination of employees or reduction of positions. The approach is most appropriate because it leads to increase in the motivation of the employees (Cassidy 2016).  The increase in motivation encourages better customer services by the employees. This maximizes customer satisfaction which helps the companies to retain customers and gain from repeated business from them (Robson et al. 2016).

The management of Silver Airline should take to systemic downsizing by restructuring the organization culture. Sam and Bobbi are making employee policies of reducing employee compensation, making the flying cabin crew work for longer shifts and terminating the aging employees. The management must bring about a change in the work culture in the organization and frame employee policies which would give appropriate compensation to the cabin crew members. They instead of curtailing the employee freedom and compensation must train them to serve in some other capacity. This will lead to increase in the productivity of the aging employees and the airlines company will be able to retain its talented human resources. This implies that the company allocates its existing resources by to new areas instead of terminating them.

The above discussion makes it clear that there are three tactics of downsizing. The workforce reduction downsizing strategy results in reduction in the number of employees. Although the strategy results in initial cost cutting, it results in loss of talented employees. The work redesigning approach to downsizing results in elimination of posts and makes the organizations leaner. This approach is better than workforce reduction because it does not create insecurity among the existing employees due to termination of other employees. The systemic approach results in restructuring of organization culture and values. This approach is better than the other two approaches because it profits the company in the long run. Systemic approach results in increase in the motivation of the employees which encourages them to serve the customers better. However, downsizing is not the only alternative to increase the productivity and competitive advantage in the market. The following are the suggestion regarding the strategies the business organizations can prefer to downsizing:

Silvertail Airlines can expand into new markets by acquiring small airlines firms in the foreign countries. The company as result will be able to cater to new consumer bases. Expansion into market will allow the management to allocate its cabin crew into these newly acquired companies. The senior employees can be promoted to the high posts in the newly acquired business firms which ultimately benefit the organization in the long run. The company can enter into partnerships with governments of foreign countries to offer their citizens flight services at concessional rates. This will laed to new business expansion and allocation of human resources instead of terminating them.

Silver Airline can enter new business ventures like providing training to employees of other airlines companies. The company here does not require holding the huge amount of assets to provide training. This will obviously lead to cutting of costs like acquiring and maintaining flights. Silvertail Airlines on the other hand can earn huge revenue by providing training to the employees of other airlines companies. The airlines company will be able to encourage and train upcoming airlines companies which will boost its market image (Ko, Hwang and Kim 2013).

The airline company instead of new product segment like marketing new travel related products under its label. The company can acquire firms manufacturing travel bags of various sizes. The company can earn revenue by marketing and selling those bags.

Silvertail Airlines can enter into partnerships with companies of other industries like insurance and banking. The airlines company can offer the flight packages which would bundle several products and services. The company can enter into joint venture with travel insurance providing companies and sell travel insurance packages along with flight tickets. The company can enter into business ventures with multinational banks and provide the passengers with multicurrency exchange facilities. All these initiatives will help it to maximize the customer satisfaction. Bundling of products like flight tickets, travel insurance packages and the multicurrency exchange facilities will help to maximize the value of expenditure of the customers. They will automatically keeping on availing the products and services of the airlines company. This will result in continuous business generation and generation of revenue. The airlines company can train its senior employees to work in the new business segments like flight tickets and travel insurance. Hence, by bundling the company can allocate its human resources instead of terminating them.

In this case, the airline agency Silvertail has suffered from two collusive conceptions. One is the age diversity that create a serious hardship to the company and culture-based diversity (Boehm, Kunze, and Bruch 2014). It is very important to manage those diversities for the future development of the company. Age diversity arises regarding the older employees. From the ethical side of view, it was decided that there should not be any termination regarding the older employees. Silvertail took the initiative to redeploy them to the other posts of the same company (Lieberman et al. 2017). Except this, the health related matters of such employees should also be taken into consideration. The directors of the company have discussed certain possible option that can leads towards the successful health program. The airline will conduct full health check-up for the older employees. There should be some specialist doctors, who will take care of the employees and there shall be the facility of physiotherapy. If the agency become able enough to take certain care to its employees, the faith of the employees regarding the company will be at the highest peak and they will let themselves involved in the benefit of the company.

Cultural diversity may occur from the mentality of the employees and the conception is based on the realization power of the employees regarding their position (Rice 2015). If there is any chance to the employees so that they feel that the company has lack of trust or is unable to provide emotional support to them, the cultural diversity take place. In a company or agency, it is necessary to retain the cultural unity amongst the employees of the company. In order to manage the diversification regarding the same, the airline company should adopt some effective measures so that the employees realize that the company provides them proper values (Bagozzi et al. 2013). It is important to make them a part of the company so that they can deliver their best performance with utmost care and responsibility. It is a challenge for Silvertail to maintain a unity among its older employers. For this purpose, Silvertail can organize events that can be helpful for the betterment of the teamwork. A notion of taking feedback from the customers can be helpful regarding the same. If the initiatives can be made possible, the airline agency can get advantages and will be able to become a strong opponent as against the other airline agency. It is a fact that the employees who feel that the company rely on them, they will be more committed to their job and in this way there will be enhancement regarding the image of Silvertail as a leading employer in the field of airline agency

Silvertail wants to change the brand image of their company and wants to highlight their company as the best in Singapore. The mentioned company will achieve this once they develop a quality employer branding and to have a stronghold of the aviation market to maintain its competitive advantage. The company decides to hire some professionals of the market who would be engaged in developing a stellar brand image of the employer (Rosethorn 2016). The recruited people will take some necessary steps to promote the brand of the company;

• Creating a top level Leadership- The first and foremost thing that should be done by the competitors to bring on board the top level talents from the market is by creating efficient leadership skills from within the management of the company. A recent survey carried out globally has revealed that most of the employees of the different organizations who were surveyed revealed the importance of leadership to create a proper Employer brand. Mr. Sam Milroy and Mr. Bobby Stephens must give extra attention in creating such a leader from the management ranks of such a diverse organization (Viktoria Rampl and Kenning 2014).
  
  
• Creating the same message for all Departments- The creation of an uniform messaging system is one of the most daunting tasks of the mentioned organization. The primary step of creating an Employer brand is the conduction of a proper research. The research should be conducted upon all the employees of the organization which may include face to face surveys, interviews and many more such processes.
  
  
• Appointment of a professional branding Expert- As mentioned earlier the Airlines Company as mentioned in the case study should appoint an expert branding expert from the market who will lead the company to success in creating a brand value.
  
  
• Identification of the important quantitative metrics- Management of the company uses the help of different types of quantitative analysis to track the improvement of the branding of the company. Silvertail can use the return on investment metric or the employee engagement metrics to make sure about their acceptability in the market.

The mentioned aviation company decides to take a number of steps to ensure that they create an efficient and proper system of employer brand.

The second task of the mentioned aviation company is to develop the engagement of the employees to help the organization prosper. Increasing the motivation of the employees helps to increase the organizational and operational capability of the organization. Such a step if taken by the company will improve the motivation of the employees. The challenge of the organizations is to motivate the employees who generally abstain from participation in the various activities of the organization (Bali and Dixit 2016). A survey carried out by Silvertail has found out that the younger employees have shown tremendous interest in different works that they are assigned in contrast to the older employees who have given a reluctance to work. The company can only improve the situation through effective participation and by following a relationship management. The management of the company must create a friendly atmosphere for the employees who feels neglected and must get in personal touch with them to shed off their negativities. The leaders of the organization should keep the employees engaged by describing them about the various roles and responsibilities to be assigned to them (Terera and Ngirande 2014).

Engagement Policies	Methods	Learning Outcomes
Need For Work	· The strategies of the employees are designed to attract more and more passengers on board and in turn increase the revenue of the customers. This will be one of the key aspects which will help the organization to motivate its employees by telling them that it was their efforts are behind the attraction of the customers · The management of the organization must provide the employees with additional opportunities and power to make them aware that the company have full faith and trust in them. · The organization must keep a database of all employees and their performance which would be helpful to provide them a positive feedback.	v Motivation of Employees v Improvement in the Organizational Management of the organization v Improvement of the Operational management of the organization v Ensuring a tension free workplace for the employees v Maintenance of a proper Information System v Creation of a Leadership Strategy that will enhance the Brand value of Silvertail Airlines
Friendly Workplace	· The organization must maintain a friendly and homely environment in the office so that each and every individual are assured that they are in a safe area · The management of the organization should rectify the mistakes of the employees and make sure that they are dealt in a soft way · The company should also arrange different training sessions for the employees to make sure that they are well aware of the rules and regulations of the company · The organization must make sure that new employees are treated in a proper way to make sure that they do not generate any negative impressions on the company
Management Communication and Vision	· Top Management of the company must make sure that they prepare a proper employee strategy · A proper employee strategy helps the organization to have an idea of the state of the employees · The idea about the employees will help them to look into the different issues of the employees and change them accordingly and also help the employees in any needs
Line Management	· The Management of the organization must maintain a proper communication channel · The senior level managers or pilots should help the younger people with different works and appoint them with different works to increase their confidence · The financial management of the company must be looked after by the company
Perfect person fit for the job	· As mentioned earlier it is one of the main duties of the organization to recruit the best possible talent from within the industry to ensure the success of the business in the long run. · The recruited person is supposed to be the best in the business
Company	It is the sum total of all the engagement policies that are undertaken by the organization including the different management policies within the organization

Total reward Strategy can be defined as the collective strategy of a company to motivate, attract, retain and engage its employees to make sure that the service provided by them are the best in the market.
 

Figure 1- Total Rewards Model

 Figure 2- Maslow’s Pyramid

The researcher has used two models to describe the Total Rewards Model and its application on the mentioned Airline Industry. The management of Silvertail airlines has decided to implement financial and non financial rewards to motivate the employees of the organization. The strategy of the organization is similar to the Maslow’s Pyramid which has generally the three needs (Bali and Dixit 2016). They are basic needs, psychological needs and the self fulfillment needs. The basic needs of the airlines includes the supply of food, water and other necessary things whereas the safety measures like security, providing a fire alert system and many more. The psychological needs basically arise out of family needs like friends, family. The last but not the least is the achievement of the personal goals of the employees of the organization (Shields et al. 2015).

It is stated that the Silvertail has taken certain ethical steps to renovate the airline agency in the competitive market (Xu, Loi and Ngo 2016). The primary problem of the agency is its older employees. The agency has decided to redeploy the older employees in other posts where they can apply their experiences. Even an initiative regarding the re-appointing the retired employees has also been taken into consideration. However, in case of redeployment, there is a necessity to train the employees as they will be holding the important positions of the airline and the profit or future of the agency will be very much depended on them. It is also decided to make an analysis on the employees to find out what types of training they need (Sung and Choi 2014). The older employees are the experienced one and it may be possible that they do not need every kinds of training. It is necessary to see that the training program should not be imposed on the employees against their will. The employees must be communicated with the other crewmembers regarding their training plan and it should be realized by them that there is an importance to take participation in the training program for the benefit of them as well as the future of the company.  

The airline agency must take some measures regarding the training program and to ensure that the program will be trust worthy for the employees. The company can introduce a feedback facility in order to make any changes regarding the training program (Park, Wildin,  and Chung  2014). It is the duty of the agency to look into the development process of the training program, the steps that are included in the program and to see whether the motto of the program has been satisfied or not. After achieving the aim, the agency should provide support to the crews and the employees and help them in every aspects of their job.

The Silvertail airline agency is facing a downsizing regarding the competitive outcomes of other airlines including the Singapore airlines (Kassem, and Bhatt 2015). It is the utmost duty of the agency to provide support to the employees or the survivors as against the downsizing. It is an important job for the agency to manage the survivors and replace them in different posts or to help them to find out any alternate job that can be proved as a helpful method to them.

It is to be taken into consideration that the morality of the employee or the survivors should not be hampered and the agency could maintain the morality in respect of them. It is the primary duty of the employer to motivate their employees (Klarner, Treffers and Picot 2013). It helps to create a positive impression on the company. There will be a laxity regarding the same if they see that their colleagues are being terminated from their post or the job of the survivors is lost (Signoretto 2016). This process can seem to be unfairly in nature to the crews and there should be some negative impression on the company regarding the same. On that basis, there shall be a lack of performance of the crews or the employees and their loyalty towards the agency can be faded. Silvertail has to be serious in that aspect and can provide the counseling system to the survivors.

An action plan signifies certain lists to attain specific goals. It clarifies the resources that are mandatory regarding the clarifications of resources and the formulation of timeline for the completion of the tasks. It is important to make an outline of action plan for the Silvertail airline to avoid the downsizing. There are three phases regarding the action plan of the airline agency. These are developing the organizational goals with making an employer brand; terminate the employees who are not capable for redeployment and motivate the employees to work as team that lead towards the achievement of goal. The lists are to be maintained by the Silvertail authority. It is very important for the agency to help the downsizing survivors so that the other employees should not lost faith upon the company. The action plan includes the optimistic outcomes relating to the changes that are planned or enlisted by the airlines.

Institutional changes New packages for the employees that include free check-up, physiotherapy procedure and service award. The rules are to be changed for the benefit of this agency. Develop the atmosphere of the working place.

Inquiries The directors of Silvertail have resolved the dispute by taking the brainstorming effect for the future of the airline. It gives an opportunity to the agency a chance to change the mentality of the employees. The consequence of the inquiry would lead towards the set up of new motto for the agency and it is important to let the employees know about the positive side of the changes.

Employer brand The brand image of the employer has to be developed by the Silvertail airline. It is necessary for the agency to search the improvement procedure by conducting the survey.

 
Phase 2

Redeployment It is important to redeploy the older employees rather than terminate them. Agency will provide proper feedback to the employees to motivate them. The employees who are not capable of being redeployed are to be terminated fairly so that there should not be any laxity of trust by the other colleagues on the agency.

Design of job folio Feedback policy should be taken into consideration in order to prepare the design. A guidance regarding the career management for the advancement of the skills with a view to achieve the goal are needed.

Phase 3

Feedback policy The policy will motivate the employees and they can understand the performance of them. The employees can understand the positive sides of the changes. They will put more efforts to the company and help to achieve the goal.

Team unity The agency will try to keep the unity among its members. Possible efforts may be taken for the redeployed crews so that they feel them as a part of Silvertail.

5. Conclusion

The researcher has identified the different aspects that the mentioned aviation company needs to undertake to gain a competitive advantage in the market. There are different types of problems that may pose a challenge to the company. A thorough analysis of the report concludes that the organizational heads has been active to make sure to implement the right strategy for being successful in the market.

Reference:

Aalbers, H.L. and Dolfsma, W., 2014. springing back or veering in: the organization network consequences of downsizing. In DRUID Society Conference.

Agwu, M.E., Carter, A.L. and Murray, P.J., 2014. Downsizing as a strategic tool for effective organizational management: A case study of Nigerian banks. International Journal of Research in Management, Science & Technology, 2(1), pp.1-9.

Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management.

Bagozzi, R.P., Sekerka, L.E., Hill, V. and Sguera, F., 2013. The role of moral values in instigating morally responsible decisions. The Journal of Applied Behavioral Science, 49(1), pp.69-94.

Bali, M. and Dixit, S., 2016. Employer Brand Building for Effective Talent Management. International Journal of Applied Sciences and Management, 2(1), pp.183-191.

 Bali, M. and Dixit, S., 2016. Employer Brand Building for Effective Talent Management. International Journal of Applied Sciences and Management, 2(1), pp.183-191.

Boehm, S.A., Kunze, F. and Bruch, H., 2014. Spotlight on age?diversity climate: The impact of age?inclusive HR practices on firm?level outcomes. Personnel Psychology, 67(3), pp.667-704.

Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R., 2014. Daily transactional and transformational leadership and daily employee engagement. Journal of occupational and organizational psychology, 87(1), pp.138-157.

Brown, D., 2015. Reward strategy: defining, researching and practicing the concept of reward strategy in the UK (Doctoral dissertation, Kingston University).

Cassidy, A., 2016. A practical guide to information systems strategic planning. CRC press.

Clemens, T., Michelsen, K., Commers, M., Garel, P., Dowdeswell, B. and Brand, H., 2014. European hospital reforms in times of crisis: Aligning cost containment needs with plans for structural redesign?. Health Policy, 117(1), pp.6-14.

Cusimano, G.S. and Roberts, M.L., 2016. Wrongful Employment Termination. Alabama Tort Law, 1.

Gandolfi, F. and Hansson, M., 2015. A global perspective on the non-financial consequences of downsizing. Revista de Management Comparat International, 16(2), p.185.

Kassem, M.S. and Bhatt, B.J., 2015. Survival Strategies for State-Owned Airlines: The Case of Arabian Gulf Carriers. In Proceedings of the 1988 International Conference of Services Marketing (pp. 126-135). Springer, Cham.

Keynes, J.M., 2016. General theory of employment, interest and money. Atlantic Publishers & Dist.

Kissel, P. and Büttgen, M., 2015. Using social media to communicate employer brand identity: The impact on corporate image and employer attractiveness.

Klarner, P., Treffers, T. and Picot, A., 2013. How companies motivate entrepreneurial employees: the case of organizational spin-alongs. Journal of Business Economics, 83(4), pp.319-355.

Ko, E., Hwang, Y.K. and Kim, E.Y., 2013. Green marketing'functions in building corporate image in the retail setting. Journal of Business Research, 66(10), pp.1709-1715.

Leekha Chhabra, N. and Sharma, S., 2014. Employer branding: strategy for improving employer attractiveness. International Journal of Organizational Analysis, 22(1), pp.48-60.

Lieberman, M.B., Lee, G.K. and Folta, T.B., 2017. Entry, exit, and the potential for resource redeployment. Strategic Management Journal, 38(3), pp.526-544.

Lievens, F. and Slaughter, J.E., 2016. Employer image and employer branding: What we know and what we need to know. Annual Review of Organizational Psychology and Organizational Behavior, 3, pp.407-440.

Marques, T., Galende, J., Cruz, P. and Portugal Ferreira, M., 2014. Surviving downsizing and innovative behaviors: a matter of organizational commitment. International Journal of Manpower, 35(7), pp.930-955.

Mitchell, M.S., Koen Jr, C.M. and Carmichael, A.J., 2016. Rightful Discharge: Making “Termination” Mean It Is Really Over: Part 1—Issues and Legislation. The health care manager, 35(1), pp.39-46.

Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.

Park, C., Wilding, M. and Chung, C., 2014. The importance of feedback: Policy transfer, translation and the role of communication. Policy Studies, 35(4), pp.397-412.

Porter, M.E., Pabo, E.A. and Lee, T.H., 2013. Redesigning primary care: a strategic vision to improve value by organizing around patients’ needs. Health Affairs, 32(3), pp.516-525.

Rampl, L.V., 2014. How to become an employer of choice: transforming employer brand associations into employer first-choice brands. Journal of Marketing Management, 30(13-14), pp.1486-1504.

Rice, M.F., 2015. Diversity and public administration. ME Sharpe.

Robson, K., Plangger, K., Kietzmann, J.H., McCarthy, I. and Pitt, L., 2016. Game on: Engaging customers and employees through gamification. Business horizons, 59(1), pp.29-36.

Rosethorn, H., 2016. The employer brand: Keeping faith with the deal. CRC Press.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

Signoretto, C. and Signoretto, C., 2016. Mutually agreed termination, job destruction and dismissals: An empirical analysis based on French firm data (2006-2009). International Journal of Manpower, 37(8), pp.1365-1386.

Suliman, A. and Al-Khatib, H., 2014, June. Corporate social responsibility and employer branding: a study in the public sector. In Proceedings of 27th International Business Research Conference. Ryerson University. Toronto, Ontario, Canada.

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

Viktoria Rampl, L. and Kenning, P., 2014. Employer brand trust and affect: linking brand personality to employer brand attractiveness. European Journal of Marketing, 48(1/2), pp.218-236.

Viktoria Rampl, L. and Kenning, P., 2014. Employer brand trust and affect: linking brand personality to employer brand attractiveness. European Journal of Marketing, 48(1/2), pp.218-236.

Wilcox, K.C. and Maulitz III, J.A., 2017. Liability for Wrongful Termination and Discipline. California Employment Law, 4.