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Performance Objectives For British Airways Add in library

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Question:

Describe about performance objectives for british airways?
 
 

Answer:

Introduction

Performance objectives are an important factor that would help the company to improve the operational activities. The measureable scale helps the management to introduce new and better performance development plans. Through accountability review, the management of the company evaluate the performance and implement an effective step that would help in improving the sales.  Business has various operational activities, which needs to be monitored. The objectives of the company have to be determined, and the same has to be measured. Steps that would have to be followed for measuring the activities have to be analysed, as the management would be able to take corrective steps. The reason for implementing the measurement factors is to ensure that the management concentrate on the results, and not the efforts that have to be put in for improving the performance. Some of the important operational activities of the company are –

  1. Sales

  2. Productivity

  3. Sales (Ala-Mursula, Vahtera, Pentti, and Kivimäki, 2004).

  4. Price

  5. Flexibility

  6. Customer service

  7. Information technology

  8. Employees

Discussion

This report has been prepared British Airways, one of the best airline services provides in the UK. The company has been in existence since 1919, and has been working towards improving the quality of services rendered to the clients. British airlines provide services to customers for more than 400 destinations. Management of the company render services to customers from national and international market. Efforts are made to improve the quality of services provided to the clients. The management of the company work towards analysing the critical path that is considered to be essential for the business development. Performance objectives of the company are defined to help the management to achieve the goals. Through the objective setting the tasks performance is discussed with the staffs and various departments. This is done to ensure that the corrective steps are taken to increase the performance. Performance objectives are implemented for mitigating the risks and introducing better steps that would improve the services of the company.  The risks involved in the process of operations, customer services, investments, and staff handling has to be handled in an effective manner. The objectives can be divided into long term and short term method. The risks involved in the process can be mitigated, and the right measures have been taken to increase the performance (Appelbaum and Berg, 2000).

Some of the objectives that needs to be monitored are –

 

1. Sales

British airlines are one of the leading companies in the UK. The company evaluates the services that have been rendered to the clients. This helps in retaining the clients and gains a control over the competitive edge. The company sell the services through direct and indirect methods. In the direct method, the sales department of the Airlines are assigned the task for selling the services to the clients. In the indirect sales method, customers can book for the services from dealers and others. At the time of booking for the services the customers have to be provided with the required information (Hatch, and Dyer, 2004). This will minimise the compliant percentage, which can affected the performance of the airlines. The sales number is used as a measureable process. In this method, the sales incurred by the company through direct and indirect method have to be considered. The collected result would enable the company to determine the performance. Management can analyse the steps that would have to be taken for improving the performance (Bacon, and Hoque, 2005).

2. Customer services

Airline company provide customer centric services to the clients. Customers have many options, when it comes to selecting the best company for airline service provides. British airlines aim to become the leaders in the world for airline service providers. In order to approach maximum number of clients and retain them, it is essential to render the best customer services. For this, an effort has to be taken for constantly reviewing the quality of services that is being provided to the clients (Bacon  et al., 2008). The management choose to take direct feedback from the clients, as this would help in analysing the challenges that are faced by the clients. Through this method, the company can analyse the expectations of the clients. Such information would help the management to analyse the challenges and implemented the corrective steps through which the changes for improving the quality of services can be introduced. For improving the customer services, the staffs of the company need to be trained. This would help in increasing the performance and rendering the best services to the clients (Bates et al., 2009).

The operations of the British Airways are not a simple task. Performance objectives can be introduced by the company through proper flow of information. This is done by developing an impressive design for directing and controlling the process tor the steps that are followed for conducting the operational activities. The strategies intended to be followed by the company has to be discussed with the teams from various departments. This would help in upgrading the quality of customer services that has been intended to be provided to the clients (Batt, 2000).

 

3. Productivity

The company intends to become the leaders in the airline industry.  In this process, the management work towards offering better services to the clients. For this, the expectations of the clients are analysed. The steps or the service that has been proposed to be rendered to the existing and potential clients has to be analysed. This would help the management in adopting and implementing better steps for increasing the productivity. The steps have to be planned and implemented after analysing the objectives of the company (Belfield, and Marsden, 2003).  Performance measures for productivity are done by analysing the expectations and preferences of the clients. Reviews can be gathered by the company directly from the clients. This would help the management in developing better strategies that would help in reaching out to maximum number of clients. Productivity includes rendering proper information to the clients, analysing the changing needs of the company, and evaluating the future objectives of the company. Through such process, the management proposes to implement the changes that are considered to be essential for the business development. In order to improve the productivity process, the management constantly work towards gathering the required information and analyse the same. This has been done to increase the productivity and correct any deviations that can affect the performance of the company. The expectation of the clients and the changes that needs to be implemented has to be adopted and introduced. This would help in increasing the performance (Belt and Giles, 2009).

4. Price

British airlines offer services to various destinations. In this process, the expectations of the clients and the quality of services are analysed. Customers from different market prefer to choose services for the company that offers cost effective tariffs with more facilities. Through effective pricing system, the company analyse the steps that would have to be taken for introducing the changes in the services. The facts have to be collected and analysed, in an effective manner. In order to reduce the price for travel, the company needs to introduce better methods and technology for airline manufacturing process (Berg, Kalleberg, and Appelbaum, 2003). This would help in increasing the sales and productivity for the company. With less fuel consumption flights, the management can drastically work towards reducing the price for the air services. Regular customers and new customers constantly look around for better deals in terms of discounts and others. Thus, it is essential to introduce the changes that would benefit the clients and the company. In order to measure the performance, the management can review the sales and productivity performance of the company. This can be done by comparing the sales for the services and understanding the reason for the deviations (Boselie, Dietz, and Boone, 2005)

 

5. Flexibility

Flexibility in the type of services that has been proposed to be rendered by the company tie clients has to be analysed. For this, the management proposes to introduce better means for improving the performance of the company. The flexibility is related to providing information to the clients regarding the flights and booking services. In this method, the customers can gather can gather the required information about the services from different sources that includes online, offline, and through mobile applications (Gooderham, Parry, and Ringdal, 2008). This is one of the important factors that would contribute towards the successful business operational activities. The strategies that needs to be followed and the steps that would have to be followed for increasing the quality of services has to be analysed. The changes can be monitored on a regular basis, so as to find the deviations. The changes that are intended to be introduced by the management have to be communicated with different departments and the necessary steps to improve the production have to be implemented (Boxall, and Macky, 2009)

6. Employees

The company intends to retain maximum number of qualified and experienced staffs for the company. In this process, the management of the company intends to find the best solution to the problem that is faced by the staffs. Work culture and environment is improved so as to encourage the staffs to perform better. In this case, the challenges and disputes faced by the staffs and employees from various departments are analysed. This has been done with an intention of finding the better methods and means through which the problem can be solved. In order to motivate the staffs, the company has introduced effective incentive plan through which the employees would be paid better for improved performance (Brewster, 2004). The staffs of the company are trained to provide quality and reliable services to the clients. For this effective training methods are introduced by the company. Through this process, the management ensure to handle the issues faced by the staffs in the best possible manner. The changes are introduced by the company, and the staffs are informed about the same. Through job description right type of staffs are selected by the management. In this method, the staffs are assigned the right type of jobs and the performance is evaluated on a regular basis. The performance objective in this case is to introduce an effective system through which the staff issue can be handled in the right manner (Bryson, Forth, and Kirby, 2005).

 

7. Information technology

Through effective information technology, the company intends to maintain the important information that is considered to be essential for the successful business conduct. IT process enables the company to retain the information about the clients, analyse the changes that is intended to be introduced by the company, and prepare report about various department. Through such process, the required changes are planned and implemented by the management( Combs, 2006). With the help of the IT system, the management analyse the challenges that are faced by the company and implement an effective step through which the changes can be introduced. Accurate and reliable information would help the management to retain the information and make the right type of decision. This is one of the most important factor through which the changes that are required for improving the quality of services can be introduced (Den Hartog, and Verburg, 2004).

With the help of an effective IT system, the management of the company introduce effective system for handling the operational activities. Through this process the available resources are used in an effective manner (Eaton, 2003). The changes intended to be introduced by the management has been analysed, and corrective steps to improve the quality of services is introduced by the management. For this, the quality of services rendered by the company has to be constantly reviewed, as this would help in making the corrective steps for increasing the service quality. Training needs to be provided to the staffs and the best step to correct the deviations has to be implemented by the management ( Edwards, 2003).

Conclusion

The operational management and performance management are quite an important factor that contributes towards the successful business operational activities. Challenges faced by the companies vary from each other, and thus accurate measures have to be taken for implementing the right steps. In this process, the performance objectives have to be defined and the measureable actions have to be highlighted by the management. Through such a process, the management would be able to introduce the corrective step that would help in increasing the quality of services that is proposed to be rendered to the clients.

 

References

Ala-Mursula L, Vahtera J, Pentti J, and and Kivimäki M, 2004.  ‘Effect of employee worktime control on health: a prospective cohort study’, Occupational and Environmental Medicine, Vol. 61, No. 3, 2004, pp. 254–61.

Appelbaum Eand Berg P, 2000. High-performance work systems and labor market structures, New York, Kluwer Academic/Plenum Publishers, 2000.

Bacon N, and Hoque K, 2005. ‘HRM in the SME sector: valuable employees and coercive networks’, International Journal of Human Resource Management, Vol. 16, 2005, pp. 1,976–99.

Bacon N, Wright M, Demina N, Bruining H, and Boselie P, 2008. ‘The effects of private equity and buy-outs on HRM in the UK and the Netherlands’, Human Relations, Vol. 61, No. 10, 2008, pp. 1,399–433.

Bates P, Cox A, Robertson-Smith G, and Garrett R, 2009. High performance working: developing a survey tool, Evidence Report 5, London, UK Commission for Employment and Skills, 2009.

Batt R, 2000. ‘Strategic segmentation in front-line services: matching customers, employees and human resource systems’, International Journal of Human Resource Management, Vol. 11, 2000, pp. 540–61.

Belfield R, and Marsden D, 2003. ‘Performance pay, monitoring environments, and establishment performance’, International Journal of Manpower, Vol. 24, No. 4, 2003, pp. 452–71, available online at https://www.emeraldinsight.com.

Belt V and Giles L, 2009. High performance working: a synthesis of the key literature, Evidence Report 4, London, UK Commission for Employment and Skills, 2009.

Berg P, Kalleberg A, and Appelbaum E, 2003. ‘Balancing work and family: the role of high-commitment environments’, Industrial Relations: A Journal of Economy and Society, Vol. 42, 2003, pp. 168–88, available online at https://onlinelibrary.wiley.com.

Boselie P, Dietz G, and Boone C, 2005. ‘Commonalities and contradictions in HRM and performance research’, Human Resource Management Journal, Vol. 15, 2005, pp. 367–94.

Boxall P, and Macky K, 2009. ‘Research and theory on high performance work systems: progressing the high-involvement stream’, Human Resource Management Journal, Vol. 19, No. 1, 2009, pp. 3–23.

Brewster C, 2004. ‘European perspectives on human resource management’, Human Resource Management Review, Vol. 14, 2004, pp. 365–82.

Bryson A, Forth J, and Kirby S, 2005. ‘High-involvement management practices, trade union representation and workplace performance in Britain’, Scottish Journal of Political Economy, Vol. 52, No. 3, 2005, pp. 451–91.

Combs C, Yongmei L, Hall A, and Ketchen D, 2006. ‘How much do high-performance work practices matter? A metaanalysis of their effects on organizational performance’, Personnel Psychology: A Journal of Applied Research, Vol. 59, 2006, pp. 501–28.

Den Hartog D, and Verburg R, 2004. ‘High performance work systems, organizational culture and perceived organizational effectiveness’, Human Resource Management Journal, Vol. 14, 2004, pp. 55–78.

Eaton S, 2003. ‘If you can use them: flexibility policies, organizational commitment, and perceived performance’, Industrial Relations: A Journal of Economy and Society, Vol. 42, No. 2, 2003, pp. 145–67.

Edwards P, 2007. ‘The high performance work system and the small firm’, High performance working: UKWON Journal, London, IPA, February 2007, pp. 51–4.

Gooderham P, Parry E, and Ringdal K, 2008. ‘The impact of bundles of strategic human resource management practices on the performance of European firms’, The International Journal of Human Resource Management, Vol. 19, No. 11, 2008, pp. 2,041–56.

Hatch N, and Dyer J, 2004. ‘Human capital and learning as a source of sustainable competitive advantage’, Strategic Management Journal, Vol. 25, No. 12, 2004, pp. 1,155–78.

Hyman J, Baldry C Scholarios D and Bunzel D, 2003. Work–life imbalance in call centres and software development’, British Journal of Industrial Relations, Vol. 41, 2003, pp. 215–39.

Kaarsemaker, E.C.A. and Poutsma, E., ‘The fit of employee ownership with other human resource management practices: theoretical and empirical suggestions regarding the existence of an ownership high-performance work system’, Economic and Industrial Democracy, Vol. 27, No. 4, 2006, pp. 669–85.

Koenker, R. and Hallock, K., ‘Quantile regression’, Journal of Economic Perspectives, Vol. 15, No. 4, 2001, pp. 143–56.

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