Alitalia

The HR Issues of Alitalia Airlines

Introduction

In today's global arena, the commercial airline industry is enormously competitive. In such complex and dynamic industries, customers, employees and other immediate stakeholders are tending to be the arena of an organizational competitive advantage. The insinuations are enormous and persistent, affecting the overall organization's structure and the amendments that are bought to its, numerous operational activities, strategy and culture. With the exclusion, of very few high-performing airlines, the airline services market, as a whole, maintaining functions as per a conventional, centralized and highly distributed organizational model of operations through domination. This model is noticeably unsuitable in such an extremely knowledge-based service industry of airline services. HRM expertise in common and managerial development in particular are obligatory now, more than it ever was, to lead the tactical evolution of a customer-centered, learning-oriented labor force, which is competent of adapting rapidly to the strategic objectives and transformation essentials facing the airline service industry (Abraham, 2012, pp. 32).

In this type of safety oriented and customer centered paradigm, the conventional product centered market model of corporate structure and overall industrial relations is unsuitable. The most contemporary and adaptive Human Resource Management is the utmost requirement of today's airline industry, more than it ever was, in the past framework of the very same industry. The first and the foremost area of strategy focus, is the way in which the Human Resource Department synchronized its activities, procedures, and its policies according to the organizational evolution and tactical imperatives of the overall corporate parent, rather than the individual business unit or a functional area. In such a volatile market, where the contemporary and the innovative services are replicated on almost real-time basis, it is vital to have a highly competitive Human Resource Department as it is the only thing that cannot be copied over a period of time, by the competitors. Such claims are the combinations of the notions that, how an organization selects, evaluates, enriches and give compensations to their employees. Furthermore the efficacy of such behaviors and establishment of such norms, play a decisive factor, in how the results are shaped, in terms of customer satisfaction, through better customer services (Applbaum, 2004, pp.98).

As of for now, the airline industry, is not in an ideal shape. It can be said so, because the administrative and the operational functions, particularly in such orientation of organizations are measured through three critical success factors. The first one is the commitment of the management; the second one is the focus on the satisfaction of the customers and third is the involvement of the employees on all tiers, in almost all operational implications. Furthermore, it is equally important that all the mentioned critical success factors are aligned with each other in order create a synergy in order to bring a grater combined effect. The implementation and acceptance of a change, alone, doesn't signify its efficacy. The benefits of any change, which has been implemented, can be inferred through the proper evaluation of the ...