A Case Study of Virgin and Southwest Airlines
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This research study examines the theoretical concepts of employee engagement and talent management to better understand how these help initiatives and management practices can help the UK airline industry. The paper explores the need for the UK airline industry to hone, motivate, and retain the necessary talent at the management level to drive significant positive changes that not only respond to all stakeholder needs, but that also help provide sustainable profitability. The paper details the research methodology that includes industry interviews with air hostesses and pilots as well as case studies on the UK airline industry, Virgin, and Southwest, that are focused on understanding how they use talent management strategies to oversee their employee engagement objectives. The paper presents conclusions that relate to the findings and respond to the research problem statement, aim, and objectives as well as to the research limitations.
From the Paper:"This topic area was selected for study because organisations today are faced with the fact that talent is one of the primary drivers of success (Cheese et al. 2008: 1). Hence, there is a critical need to retain talent, engage them for greater productivity, and grow and develop them in order to leverage their skills and knowledge for the achievement of the firm's strategic objectives. The other relevant aspect for studying this particular topic is the ongoing scarcity of talent at the management level across many industries as well as a gap in understanding on the part of organisations to recognise and appreciate new emerging forms of talent (Cheese et al. 2008: 2).
"Third, recent statistics indicate that, in the UK, employee engagement has reached an all time low tied to frozen or cut pay, concern over job security, and a lack of perceived care and concern over their value (Access 2010: 1). Lastly, recent surveys illustrate that CEOs do not understand the concept of employee engagement or they are not aware of the business benefits or are aware but do not believe they will get a return on their investment for it (Williams 2011: 1), indicating the need to conduct further research to illustrate the importance and value of employee engagement."
Sample of Sources Used:
- Access. (2010). "Employee engagement at 'all time low.'" Available at: www.theaccessgroup.com.
- Allen, D.G. & Griffeth, R.W. (2001). "Test of a mediated performance-turnover relationship highlighting the moderating roles of visibility and reward contingency." Journal of Applied Psychology, 1011-1021.
- AOL. (2010). "Employee's choice: Best places to work." Available at: http://jobs.aol.com/articles/2010/12/17/employees-choice-best-places-to-work-2011/."
- Appelbaum, S.H. and Fewster, B.M. (2003). "Human Resource Management strategy in the global airline industry - A focus on organisational development." Aviation Statistics: Challenges & Opportunities for Liberalization, 70-75. Available at: http://www.touchbriefings.com/pdf/12/avia031_p_apple.pdf.
- Avery, D.R., McKay, P.F., and Wilson, D.C. (2007). "Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement." Journal of Applied Psychology, 1542-1556.
Cite this Research Paper:
A Case Study of Virgin and Southwest Airlines (2013, November 25) Retrieved May 20, 2022, from https://www.academon.com/research-paper/a-case-study-of-virgin-and-southwest-airlines-153733/
"A Case Study of Virgin and Southwest Airlines" 25 November 2013. Web. 20 May. 2022. <https://www.academon.com/research-paper/a-case-study-of-virgin-and-southwest-airlines-153733/>