Airline Industry Overview Background At one time the airline industry resembled the utility industry to the extent

that regulators determined what firms could and could not do. In the 1970s, a time of runaway inflation, and rising unemployment, many agreed that something had to change. In 1978 Congress passed the Airline Deregulation Act, which facilitated the entry of new firms and freed them to charge whatever fares they wanted and fly whatever routes they liked.3 Many new entrants materialized, including new low fare airlines like Southwest, and cutthroat competition has been the rule since. A decade after deregulation a wave of consolidation occurred. In the 1990s, a global economic recession and surging energy prices attendant the Gulf War severely crippled airline results. In the two years ended 1992, the U.S. airline industry lost approximately $6 billion. Many carriers were d filed for Chapter 11 bankruptcy protection. Consolidation continued throughout the decade so that by the late 1990s the top six U.S. airlines accounted for three quarters of all domestic air traffic.4 TWA has since been absorbed by American Airlines, further concentrating the dominance of major carriers. The industry today is a loose oligopoly. Post 9/11 Compounding the problems described above, the airline industry has operated under extraordinary strain since the terrorist attacks. Demand and fares plummeted, and massive layoffs ensued, as the industry suffered its worst year ever. UAL (United parent), US Airways, and AMR (American parent) reported losses for 2001 of $2.1 billion, $2 billion, and $1.7 billion, respectively5. In addition to significant declines in demand and diminished traffic and yields, airlines must contend with increased insurance and security costs going forward. Recent figure sindicate traffic is still down from last year. For example, American and...is solved. Venerable names such as Pan Am and Eastern disappeared, and

Hr Policy
Hr Policy
http://drypen.in/ Prior to launch, KFA signed a non-poaching alliance with Air Deccan under which both the airlines agreed not to hire each others employee. KFAs flight attendants called Flying models were selected through a national level model contest. KFA also stressed the fact that its employees had to be capable enough to meet the airlines high service standards. Among one of the biggest HR move for KFA was addition of Nigel Harwood as Chief Operating Officer with effect from August 1, 2005, to strengthen its management team. Mr. Mallya said Kingfisher Airlines Limited has a first class management team not just at top most level but also in the second line. This is part of the UB groups commitment to human resources. http://www.expressindia.com Airtel most innovative in HR

the `Company with theMost Innovative HR Practices in the Asia Pacific Region' at the Asia PacificHRD conclave held in Mumbai. Anil Nayar, executive director of the firm,says the award is the culmination of concentrated efforts in HRD, whichAirtel initiated in 1996. ``We did the job quietly. And at every moment of truth, we checked if ourteam had the right attitude to realise the vision statement of thecompany,'' says Nayar. During the learning phase, the most important part Airtel general manager(HR) Arun Kumar Padhi had to play was to actually check if ``people enjoyedtheir roles''. ``We didn't want anyone to treat his position as a mere job.Now when we look back, it emerges that we had undertaken strongteam-building activities,'' says Padhi. Airtel decided to go in for a very young team. The average age is just 26years. Nayyar believes this has helped the HR department to mould the youngentrants to the company. ``But having decided to take in relatively lessexperienced professionals, we did not want to curb their...

Human resource policies

From Wikipedia, the free encyclopedia

Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resourceplanning.[1] Each company has a different set of circumstances, and so develops an individual set of human resource policies. [1]

[edit]Developing

the HR Policies

HR policies provide an organization with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. The policies must be framed in a manner that the companies vision & the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviated from their main objective.

[edit]Purposes
HR policies allow an organization to be clear with employees on:

The nature of the organization What they should expect from the organization What the organization expects of them How policies and procedures work What is acceptable and unacceptable behavior

The consequences of unacceptable behavior

The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behavior and document displinary procedures, is now the standard approach to meeting these obligations. HR policies can also be very effective at supporting and building the desired organizational culture. For example recruitment and retention policies might outline the way the organization values a flexible workforce, compensation policies might support this by offering a 48/52 pay option where employees can take an extra four weeks holidays per year and receive less pay across the year.

Reward System
Reward System
REWARD VS. RECOGNITION Although these terms are often used interchangeably, reward and recognition systems should be considered separately. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance. As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether. Recognition programs are generally not monetary in nature though they may have a cost to the company. Sue Glasscock and Kimberly Gram in Productivity Today differentiate the terms by noting that recognition elicits a psychological benefit whereas reward

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indicates a financial or physical benefit. Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low. DIFFERENTIATING REWARDS FROM MERIT PAY AND THE PERFORMANCE APPRAISAL In designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, gainsharing, etc., should be tied to an employee's or a group's accomplishments and should be considered "pay at risk" in order to distance them from salary. By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency. Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase...

Kingfisher Airlines staff issue ultimatum on salary dues

Staff threaten strike if Dec, Jan dues not paid by Tuesday night, want Feb, Mar remuneration by 20 April
P.R. Sanjai, pr.sanjai@livemint.com

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More than 7,000 employees of the debt-laden Kingfisher Airlines Ltd have threatened to go on strike if the management does not clear their December and January dues by Tuesday night. Kingfisher Airlines chairman and managing director Vijay Mallyas assurances by email on Monday that junior staff drawing less than Rs.20,000 a month will be paid their dues before Easter, which falls on 8 April, and pilots and engineers will get their salaries the following daydidnt carry much weight with the employees. In fact, employees representing the airline staff have also demanded that their February and March salaries be cleared by 20 April. At the time of going to press, negotiations were still on. Many employees waited to meet Mallya at his corporate headquarters in Mumbai, but had to settle for handing over their demand letter to the airlines executive vice-president Hitesh Patel. Employees have come to a point where operations have become unsafe due to stress caused by our financial constraints, the employees said in the letter. It was not signed by any individual but merely said all employees. In the past, we have received similar emails assuring us that salary would be paid on a certain date. However, none of the assurances have been met. The salary payments being overdue for four months has left employees feeling cheated and deceived, resulting in not believing your latest mail, the employees said in their letter. We are not currently in a mental state to undertake any duties and doing so would jeopardize the safety of our aircraft and more so of our valuable guests. Mint has reviewed both Mallyas email to the employees and the letter handed to Patel. Kingfisher spokesman Prakash Mirpuri declined to comment for this story.

I have many colleagues who are facing threat from banks attaching their flats following non-payment of installments. I have taken a weeks leave to save fuel so that I can pay tuition fees of my children, said an engineer who attended the meeting with the airlines senior management on Monday, requesting anonymity. Mallya has promised us and assured regulator DGCA (Directorate General of Civil Aviation) about clearing our dues. But no such luck. Another Kingfisher pilot, also requesting anonymity, said the airlines employees are not unionized yet but they convened separate meetings at their department levels before arriving at the decision to strike work unless their salaries are paid. A section of Kingfisher Airlines employees has threatened to disrupt the Indian Premier League that begins on 4 April. The cricket league includes Mallyas Royal Challengers Bangalore team, which will take on the Delhi Daredevils on 7 April. Some Kingfisher Airlines employees reasoned that if Mallya had the money to spend on cricket, he should clear their dues. A human resource consultant, who did not want to be identified, said Mallyas lavish lifestyle is putting off the airlines employees. How he can fork out money to his cricketers when his employees are not paid? When you yourself are not taking austerity measures, how will your employees (be expected) to take those steps. Open display of opulence is going to impact staff morale, he said. Shares of Kingfisher Airlines fell to an all-time low of Rs.15.10 a piece on BSE Ltd on Monday, down 8.76% on a day the Sensex rose 0.42% to close at 17,478.15 points. The aviation sector is facing several issues including mounting debt, a cash crunch and rising fuel prices, which have snowballed into employees not being paid salaries and consequent threats of strikes. Flag carrier Air India Ltd, for instance, averted a strike on 2 April following the managements assurance to its pilots who were agitated over delayed salaries. The countrys largest carrier by passengers carried, Jet Airways (India) Ltd, too, faced threats from its pilots over delayed payments. Kingfisher Airlines, which has not made a profit since its inception in 2005, has been cancelling flights since 17 February because of a severe cash crunch. It has an accumulated debt of Rs.7,500 crore. Under a temporary holding plan, Kingfisher Airlines has begun its 2012 summer schedule with about 120 daily flights operating from 20 aircraft. The airline has been forced to curtail flights from the 374a-day that it operated in September with a fleet of at least 60 planes because of the heavy debt and the accumulated losses.

Compensation and Employee Motivation

Compensation Management

Compensation Management Compensation and Employee Motivation

Direct Employee Compensation Indirect Employee Compensation

Variable pay Plans

Compensation for Individual Performance

o o o o o

Piecework Rates Standard Hour Plan Merit Pay Performance Bonus Sales Commission

Pay For Team Performance

o o

Gainsharing Team Awards and Bonus

Pay for Organizational Performance

o o o

Profit Sharing Employee Share Option Plan (ESOP) Stock Option

Skill Based Pay Executive Compensation Factors Influencing Employee Compensation Determining Employee Compensation Compensation for Loss Suffered Physical or Mentally Compensation Vs Remuneration

A majority of human resources professionals appear to believe that employees are likely to overreport the importance of pay in employee surveys. However, research suggests the opposite is actually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. Some employees are motivated by money. In fact, most are motivated by money; at least for their basic needs. Employee motivation through compensation can come in the form of raises, performance bonuses, commissions, profit sharing, or any number of "extra benefits" like, automobiles, vacations, or other tangible items purchased and used as rewards. I noticed an interesting program in a hotel where I recently stayed. They have a sophisticated system for rewarding employees based on customer feedback. Throughout the

hotel, they have placed customer feedback forms and boxes for depositing the forms. When customers comment on the performance of a hotel employee, the employee accumulates points that can be used to purchase rewards like trips, gifts, and other incentives. What the Research Shows Behavioral scientists, employee and management surveys, and my client experiences show compensation can be a strong driver of employee behavior under the right circumstances when properly designed. In a survey of over 1500 compensation and productivity professionals by the American Compensation Association and the American Productivity Center various types of compensation or rewards systems that they utilized were rated as having a "Positive" or "Very Positive" impact on performance in 66% to 89% of the companies where the companies used specific techniques such as gain sharing, small group incentives, profit sharing, individual incentives, and lump sum bonuses (source: "People, Performance, and Pay"). In a national survey of 1200 randomly selected U.S. employees across many different types and sizes of companies 54% of employees rated direct financial compensation as "very important" or "extremely important" to motivation. When stratified by age group there was statistically insignificant difference by age group. Gen X and Gen Y were no different than Baby Boomers in this respect (source: "The Rewards of Work - What Employees Value") In a national survey of 2500 employees, 84% of those who understood their organization's reward/performance link believe they can help make a difference. If they also believe that the company will share its success when the strategy is achieved, 91% say they are motivated to help the company succeed (source: Workplace Index) In a study of 663 companies with performance reward compensation plans covering 1.3 million employees and a broad section of the workforce of each company (not just managers and salespeople) by the American Compensation Association, they found that at the median, organizations earned $2.34 for every dollar they spent on payouts; thus a close approximation of the net return on plan investment is 134% (source: "Organizational Performance and Rewards").

Employee Reward
EMPLOYEE REWARD If you are managing, a system of payment with the objective that those being paid should regard the system as being fair, would you relate the payment to the demands of the job or to the relative performance of individuals doing the job?

Kingfisher gets tough on non-performing employees

PTI Oct 5, 2009, 07.53pm IST

NEW DELHI: Vijay Mallya-promoted Kingfisher Airlines is understood to have come down heavily on nonperforming employees, even as a large number of its pilots are leaving the airline to join low-cost carrier Indigo and other rivals. According to industry sources, the airline had sacked about five maintenance engineers on the ground of performance four weeks ago. Besides, a lady maintenance engineer in Delhi was also given the pink slip today.

When contacted, a Kingfisher Airlines spokesperson said as part of an ongoing performance review process, employees from all functions undergo routine performance appraisal exercise. "Those who consistently fail to meet minimum acceptable performance standards of the company are offered three months window to look for alternate career options," he said without specifying further details. Sources also said Kingfisher has lost quite a significant number of its pilots to low-cost carrier Indigo, but the exact number could not be ascertained. "Too much is being read into the normal attrition rate," the spokesperson said without disclosing the number of pilots who have left the airline in the recent past. Indigo officials could not be reached for comments. Sources added the carrier has grounded at least 10 aircraft for repair and maintenance. Kingfisher currently has a debt of Rs 6,000 crore and is planning to raise about USD 175 million before March next year.

Why Companies Need HR Policies & Job Descriptions

Straight-forward, clear and consise HR policies and job descriptions are imporant for a number of reasons. Failing to implement policies and job descriptions leaves your company open to legal challenges, grievances and lawsuits, especially if you inconsistently apply your human resouces policies and your pay structure/system. Grievances and lawsuits lead to:

Increased costs that affect your profits Increased turnover Negative morale

Your company will avoid these problems if you implement hr policies, procedures and job descriptions and you can easily do this if you download oursample job descriptions and hr policies.

Your company needs human resources policies and procedures and current job descriptions so that your
staff are treated equally across a variety of employment issues. In addition, human resouce polices help if legal situations arise. Our products and services are ideally suited for:

Small Business Owners Managers HR Professionals HR Consultants Lawyers

Small businesses often scramble for resources when compiling staffing information, contracts, developing HR policies and procedures and writing job descriptions. In addition, many large companys have dated policies, procedures and job descriptions that no longer reflect the reality of today's business world. Companies looking for fresh ideas and a fresh start to can find what they are looking for with our sample hr policies and sample job descriptions.

Airlines HR Policy
By JOHN S, eHow Contributor

Security concerns have made the airline industry adopt stringent employment policies.

Human resource policies ensure the recruitment of employees follows established protocol. It also outlines the nature of the employees' work and guarantees motivation and reward for good work done. The airline industry requires employees to handle their customers with care and proven moral standards to help their respective airline achieve its goals.

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Print this article

1. Policy Development
o

The developments of human resource policy by an airline review current industry trends, goals and objectives. The policies are constantly refined to suit the airline's vision and guarantee employee loyalty and hard work.

Types of HR Policies
o

There are several types of airline human resource policies, these vary by airline. Policies may include recruitment policies, performance policies, staff relations policies and antiinequity policies.

Importance of Policies
o

The airline human resource policy ensures the company's activities are on the right track and in accordance with its business plans. The policy enables an airline to select the appropriate employees for each job.

Read more: Airlines HR Policy | eHow.com http://www.ehow.com/facts_7668385_airlines-hrpolicy.html#ixzz1syIV7xiY