Human Resource Management in Aviation

Assignment Brief

1.1.1 Assessment 1 (A1)

Assessment task: Individual Essay

Method of submission: Turnitin via Blackboard

Test Word count or equivalent: 2,000 words

Reference: Harvard referencing. (20 academic references compulsory) proper citation and every citation must be seen in bibliography

Assessment briefing and criteria:

This will be an essay, which is a discursive piece of writing which develops an idea or argument using evidence, analysis and interpretation. This question will reflect each of the Module’s parts delivered up to week of submission. Support and guidance will be provided each week in the timetabled sessions.

Marking Scheme:

Marks are allocated as follows:

• 35% - Knowledge and understanding of concepts

• 25% - Ability to collect, synthesise and apply information

• 20% - Ability to generate appropriate conclusions

• 20% - Structure, communication and presentation

A1 Essay Questions

Human Resources Management (HRM) is dealing with the organisation`s most valued assets - its employees.

Identify a situation/ case in recent or historical aviation-related events and then: (10%-word count)

1. Explain briefly which structural and organizational features can help to understand a specific aviation organisation situation/ case. (20%-word count)

2. Critically analyse the factors that might be considered as key for effective HRM in your selected case or situation and discuss why this is the case. (70%-word count)

Marking criteria:

Sample Answer

Human Resource Management in Aviation

Introduction

Human Resource Management (HRM) is one of the most critical functions in any organisation because it deals directly with people who are the most valuable assets. In the aviation sector, employees play an especially important role since their expertise, commitment, and morale have a direct impact on safety, service quality, and operational stability. A company may invest heavily in aircraft, fuel efficiency, and technology, but without well-managed human resources the organisation cannot sustain growth or competitiveness. This essay explores the case of Ryanair, a European low-cost airline that experienced major pilot shortages and strikes in 2017 and 2018. The case demonstrates how weak HRM practices can disrupt operations and damage reputation. The essay first outlines Ryanair’s organisational and structural features that are useful for understanding the situation, then critically analyses the HRM factors that contributed to the crisis, and finally explains what effective HRM could look like in such a setting. The analysis is supported by academic literature and relevant examples from the aviation industry.

Ryanair as a Case Study in Aviation HRM

Ryanair is one of Europe’s largest and most successful budget airlines. Its business model has always been based on low operating costs, high aircraft utilisation, and fast turnaround times at airports. The company offers minimal additional services and charges for extras, which has allowed it to maintain very low ticket prices compared with competitors. The organisational structure of Ryanair is highly centralised, with top management making most strategic and operational decisions. While this structure supports cost efficiency and quick decision-making, it has also been criticised for failing to give adequate attention to employee concerns.

In 2017 Ryanair suffered significant disruptions due to a shortage of pilots. This was partly caused by a miscalculation of pilot annual leave, which led to thousands of flight cancellations. At the same time, pilots expressed frustration over working conditions, pay, and career progression opportunities. The centralised and cost-driven organisational features of Ryanair contributed to the crisis because they created a culture where employee wellbeing was secondary to operational efficiency. The company had relied on contract arrangements for many of its pilots rather than providing secure long-term employment, which weakened loyalty and commitment. Moreover, limited communication channels between management and employees created mistrust and dissatisfaction, which became more visible when pilots across different European countries began to strike for better conditions.

Structural and Organisational Features

To understand Ryanair’s HRM challenges, it is important to analyse the structural and organisational characteristics of the airline. A major feature is its low-cost carrier (LCC) model, which prioritises cost cutting in every aspect of operations. This includes employee relations, where salaries and benefits have traditionally been kept lower than those of legacy carriers such as Lufthansa or British Airways. Another structural feature is the centralised management style led by a strong chief executive. Decision-making authority lies mostly at the top, with little delegation to regional managers or employee representatives. This results in quick decisions but also in alienation of staff who feel excluded from important discussions.

The organisation also shows a high degree of standardisation. Pilots, cabin crew, and ground staff are expected to operate according to strict schedules and procedures designed to save time and money. While this ensures efficiency, it leaves little flexibility for individual needs and does not promote a sense of empowerment. The company’s human resource policies have historically focused more on compliance and control rather than motivation and development. As a result, structural rigidity and a cost-centred culture combined to create a workplace environment that left employees dissatisfied.

HRM Factors Contributing to the Crisis

A critical analysis of Ryanair’s HRM practices shows several factors that explain why the airline faced a pilot shortage and widespread strikes. First, employee relations were weak because of the company’s reluctance to recognise trade unions until late 2017. For years Ryanair had refused to negotiate with unions, insisting instead on dealing with employees individually or through internal committees. This approach denied pilots collective bargaining rights and created frustration, especially in an industry where unions play a strong role in negotiating working conditions.

Second, job security was undermined by the use of temporary contracts and agency arrangements. Many Ryanair pilots were not directly employed by the airline but hired through agencies on self-employed contracts. This meant fewer benefits, weaker career progression, and greater uncertainty. According to human resource theory, employees who feel insecure are less motivated and more likely to leave the organisation. This helps explain why Ryanair struggled to retain experienced pilots, many of whom moved to competitors offering better terms.

Third, employee motivation was not adequately addressed. Motivation theories such as Maslow’s hierarchy of needs and Herzberg’s two-factor model suggest that both financial and non-financial rewards are important. While Ryanair offered competitive flying hours and schedules that allowed some flexibility, it often neglected higher-level needs such as recognition, career development, and supportive management. Pilots felt they were treated as replaceable resources rather than valued professionals, which damaged morale.

Fourth, communication failures played a key role. The sudden announcement of mass flight cancellations in September 2017 shocked not only passengers but also many employees who were not adequately informed beforehand. Effective HRM requires transparent and timely communication, but Ryanair’s centralised approach limited information sharing and created mistrust. The lack of open dialogue made it harder to resolve disputes, leading to strikes in Ireland, Germany, and other countries.

Fifth, leadership style contributed to the problem. The chief executive’s outspoken and often confrontational public statements further alienated staff. Transformational leadership, which inspires and motivates employees through vision and support, was missing. Instead, a transactional style focused on compliance and cost efficiency dominated, which did little to build long-term trust or loyalty.

Continued...