Management Sample Research Report Describing Human Resource Management Issues


This paper describes the human resource management issues and the effect of employee relation, and employment law on service industries businesses. My opted service industry is Ryanair Airlines. The responsibility of Ryanair human resource management will be scrutinized, and its strategic plans will be devised and justified based on supply and demand projections of labor. The present employment relations in this industry will also be outlined to explain how the Employments Rights Act and Employee Relations Act could influence Ryanar human resource management.

A person specification and job description for a job in this industry will also be developed to evaluate the qualities involved in employment. The polarity between selection approach for employing pilots, flight attendants and flight engineers at Ryanair will also be scrutinized, to demonstrate the selection polarity between Ryanair and other distinctive service companies. Final part of this paper will evaluate on the effect of instructing and development for Ryanair’s effective operation. An appropriate recommendations and suggestions will also will outlined.

  1. Purpose and Role of Ryanair HRM

Human resource managers have very crucial roles in the modern businesses. Being a strategic partner, the human resource individual has an essential part to contribute in the growth and continuity of business goals and plans within the industries offering airline services. As the spokesperson at Ryanair human resource, the manager has intrinsic mantle for the affluence of the airline industry (Callaway 2006). An advocacy role entails establishes a healthy working environment whereby other passengers and the entire airline crew are contributing, happy and motivated.

Additionally, the human resource plays the role of change champions, which is important for improvement of any particular services rendered. However, in this paper, the human resource manager incorporates the transformation strategies to the airline services. Moreover, the human resource management task at Ryanair industry is summarized to involve solving conflicts, communication, building teams, job satisfaction, developing personalities, managing informal groups, leadership, motivation and human relations within the industry (Callaway 2006).

  1. Strategic plan of Ryanair HR

Beardwell, et all. (2004) contends that planning human resources entails the assessment of both the current and future needs, progressive control and measuring as well as enrollment on designated base. Based on labor supply and demand, Ryanair process of human resource plan can be devised in various sections, some of which are illustrated below;

Supply/Demand Forecasting

Supply and demand forecasting entails estimations of future demand for individuals. This estimation involves both the skills and numbers. At Ryanair industry, both outside and within people availability ought to be assessed. Therefore, supply and demand forecasting is a requirement for competitive advantage sustainability.

Strategic business plans

Strategic business plan is establishing future initiatives and activity levels which require new skills. The basic strategy at Ryanair is to offer low-cost airline services. For its future, Ryanair intends to strategize on mergers and acquisitions.

Resourcing strategy

To attain combative advantage by elaborating cognitive capital, resourcing strategy has to be comprised with planning. Ryanair airline is out in the market to obtain competitive advantage by improving staff productivity and minimizing the cost of staff.


The line of production entails implementing and preparing plans to effectively utilize human labor and boost performance. The strategy of this airline industry is to achieve competitive advantage from its human resource; thus, it is paramount to improve productivity.


Resourcing at this industry entails implementing and developing ideas to enchant, employ and develop exorbitant standardized personnel in the figures needed and to transform into an employer of choice. With its strategy emphasized on low-cost, Ryanair is still regarded in European market as the largest industrial sector in low-cost airline.

Working environment analysis

This environmental analysis comprises of an environment whereby employees can carry out their duties in regards to the allocated scope it offers them to develop and utilize their skills to achieve job satisfaction.

2.1 Workforce Relations in Airline Industry

The relations of employee are a very essential subject under human resource management. It mostly majors on tasks pertaining to sustaining the employer-employee relations that amounts to satisfactory production, morale and motivation. In essence, employee relation prevents and resolves problems that can possibly erupt between employees, and consequently affect the working environment. Bruce (2006) reviewed employee relations and argued that the ideal elements of employee relation should constitute contrasting statutory and contractual employment right, employment contract, employment discrimination, working time regulation, employment contract termination and the enforcement of statutory and contractual employment right.

According to (Bruce 2006), employee relation in the modern world is a catastrophe for most firms. Relationship between employees is a primary task at Ryanair airline since it provides services. The employee relation is directly linked to areas such as motivation, job satisfaction and employee productivity which are very essential in the service industry. It is therefore paramount to perpetuate an appropriate relation between employees in industries offering airline services.

Apart from the general employee crisis in the modern world, the present condition of workforce relations in most airline industries is simply satisfactory. Since the establishment of airline industry, it has effectively separated the statutory employment from the contractual employment rights. Nearly all airline industries are aware about statutory employment rights and implement it in practice. Employment contract is handled in accordance to the requirements of the airline statutory which is closely monitored. Essentially, all airlines strictly abide by the working hours, maintaining work discipline, working overtime and employment contract termination (Armstrong 2008).

In the industrial standpoint, Ryanair employee relations status is similar to other industries. However, Ryanair key strategy is based on low-cost analysis, which is not similar to the strategies from other corporate airlines. Relating to this case, the psychological, economic and social gratification is anticipated by the workforce. Moreover, the administration transparency is yet another vital element. Employees are permitted the sovereignty of working within the allocated framework by the contract (Bohlander & Scott 2010). Besides their low-cost strategy, it can be concluded that Ryanair is anticipated to retain healthy employee relations within their industry.

2.2 The significance of Employments Rights Act and Employment Relations

Employment Rights Act and Employment Relations Act have been legislated to preserve both the rights of employee and employer. They also act as a standard of sustaining good relationship between employers and employees within an organization. Generally, the act on employment relation is outlined as independent contractor against employee, employment termination, employers’ obligation and duties, unions, collective bargaining, personal grievance and strikes and lockouts (Cascio 1986). On the other hand, the right on employment act is discussed employment and wages, unfair dismissal, employment particulars, dismissal reasons and notice, payment redundancy, Sundays, childcare, employer insolvency, suspension and time off.

Since Ryanair competitive advantage lies on the human resource factor, this corporate industry includes high employee satisfaction, low payroll cost and increased productivity. Regardless of Ryanair corporate strategy, the industry cannot indulge unethical or illegal practices in regards to human resource management. Therefore, the entire part of employment right act and employment relations act are applicable to Ryanair human resources management (Marchington & Wilkinson 2006). Employment relations are of optimum concern since Ryanair industry has to specifically define their independent contractor and employees. In this airline industry, independent contractors form the basic sector and are therefore very significant.

Furthermore, Ryanair industry permits its workforce the freedom to participate in union activities; and tolerates individual freedom at the same time.  Additionally, the act on employment right is of major concern; and as of such Ryanair human resource management plays a key role. In accordance to the expectation of the industry, employees at Ryanair work overtime, on Sundays and even during statutory holidays (Amos & Pearse 2009). Furthermore, the industry has deployed female workforce to work during late hours as per the requirements of the service industry. It is due to these requirements that the act on employment right greatly impacts Ryanair human resource management.

Conclusively, same opportunity is a regulation that every body should be treated equally. Ryanair airline has adopted equal opportunity policies. The industry executed a performance similar to pay strategy. This aids in assisting in control of employee compensation costs. Regardless of the reduced labor costs, employers can still earn an extra wage hinged on their working potential. This designates a symbol of fair opportunity (Marchington & Wilkinson 2006). The industry has further acquired multi-cultural employees, resulting from the expectations of the services offered. 

3.1 Person Specification and Job Description for Airline Client

Job report is the legal agreement which chronicles the job (Marchington & Wilkinson 2006). Job description contents of involves job identification, job duties, job summary, working conditions, and relation to other jobs, materials and tools as illustrated in the scenario below.

Service Agent

Company         -Ryanair

Department     -Service Attendance

Post Title         -An Agent of Customer Service

Post Synopsis

The duty of customer service agent in airline services is to help customers fulfill their travelling plans. Customer service agents personally manage the inquiries regarding to flight information, reservations and lost luggage among other duties.

Primary Responsibilities

-Helps with boarding, announcements, flights overbooking or delays.

-Checks selling tickets or preserves booked seats at the station.

-Handles boarding passes, passenger assistance and seat assignments.

-Locates lost luggage and checks in baggage.

Reporting Relationship

Customer Service Agent                                 Manager -Customer Service

Job Specification (Personal Profile)

  • The required customer agent ought to be 18 years or above.
  • Should have a diploma qualification as the minimum achievement in academics
  • Potential candidates must pass medical test and background check prior to employment
  • Should tolerate stressful conditions while sustaining a sense of professionalism.
  • Previous experience on customer service and the capability to a flexible working schedule is an added advantage.

Context Factors

Where                          – T terminal, call center

How                            – Using computer, telephone and booking system

 Whom                                    – With executive customer service and fellow staff

Approved by                                                   Agreed

3.2 Contrasts separating airline selection methods and other industries rendering services

The primary function of selection is to establish and employ the optimal credentialed candidates for an appropriate position. After critical literature review, selection process has several steps such as interviews, presentations, tests and psychometric tests (David 2009).

Divergent categories of locations need separate kinds of selection methods. Selection technique opted will rely on specific competencies required for the given position. At Ryanair airline, flight engineers and pilots need extra competencies to deliver their duties. Therefore, all the above listed techniques will have to be utilized in these two primary positions. Flight attendance has increased PR tasks, which do not need intense competencies to carry out their duties. Therefore, interview technique can be initiated when selecting flight attendance (David 2009).

            The process of selection however differs from one organization to another industry. Consequently, it also contrasts within the service industry itself. Consider for instance selection procedure varies from airline firms to accommodating hotels industry. Employees from an airline industry require specific knowledge, skills and attitude, which completely contrasts the qualifications needed in other organizations (Draft 2010). Employees such as flight engineers, pilots and traffic controller require specific competencies to function in their line of duties, which is entirely distinguished from other service industries.

4.1 Ryanair effects of training and development

Development and training are preeminent for an industrial flourish. It has several implications among such as motivation, safety and health in working environment, personal development and productivity. Our primary concern is however why Ryanair should train their staff or better try evaluate the significance of development and training at for Ryanair industry (Luthans 1995). Some of the reasons as to why training and development is essential in this industry includes;

Profitability; training and development promulgate to improved profitability and increased positive attitudes towards positive orientation. This is very especially crucial for Ryanair since it attains its profitability through low cost strategy. Productivity; by increasing the productivity of Ryanair employees through training and development makes it easier to attain its long term objective by obtaining competitive advantage through the provision of low cost services (Johnson & Scholes 2011).

 Quality; when it comes to achieving competitive advantage, work-life and quality of work is paramount. At Ryanair, training and development ensures quality is maintained. Employee skills development; training and development assist in widening the scope of job knowledge and employee skills in every level. This moulds the employee intellect and the overall personality of employees, hence contributing to development possibilities to enhance the industry (Luthans 1995).

Cultural industry; development and training generate, advance and encourage industrial environment that values diversity and development opportunities among employees (Johnson & Scholes 2011). It assists in culminating the intellect culture within the service industry. Attitudes; training and development further aid in developing leadership skills, motivation, positive attitudes, loyalty among other elements that positively impact the success of Ryanair. Team spirit; team spirit is very vital in airline industries. Training and development builds a sense of team spirit and team work, thereby providing a positive working environment.

4.2 Recommendations and conclusion

The strategic plan of Ryanair industry is to achieve combative benefit through low cost with no added advantage. This should therefore be kept in mind when giving recommendations. The HRM in airline industries involves motivation, team development, conflicts resolution, job satisfaction, communication, personality development and change management among other functionalities. These human resources should be evaluated at total minimum cost within Ryanair airlines.

The strategic plan of a business is to establish plans of future operations and a scheme that demands for new talents and skills. Since the primary strategy of Ryanair is to low cost the airline service and to merge and acquire in future, Ryanair human resource should be implemented accordingly. The relations of employee are directly linked to job satisfaction, motivation and employee productivity, which are very essential in airline industry. Therefore, it is paramount to sustain a healthy workforce relation in all airline industries. Employment rights act and employee relations act have been enacted to preserve the rights of both the employee and employer. Ryanair should therefore adhere to these regulations when implementing its no frill and minimized cost strategies.

Reference List

Amos, T & Pearse, N.J 2009, ‘Human Resource Management’, Juta and Company L.T.D.

Armstrong, A 2008, Strategic Human Resource Management: A Guide to Action, Kogan Page Publishers.

Beardwell, L. et al. 2004, Human Resource Management a Contemporary Approach’, 4th ed. Prentice Hall, Harlow

Bohlander, G. & Scott, S 2010, Principles of Human Resource Management, South Western Cengage Learning

Bruce, A 2006, How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Work Place, McGraw Hill Professional

Callaway, PL 2006, The Relationship of Organizational Trust and Job Satisfaction: An Analysis in the U.S. Federal Work Force, Universal Publishers

Cascio, W.F 1986, Managing Human Resources, McGraw Hill, New York

David, D 2009, Factors Affecting the Performance of Employees in an Organization, Business and Finance Article

Draft, R 2010, New Era of Management, -South Western Cengage Learning

Johnson, G & Scholes, K 2011, Exploring Strategy, 9th ed. Prentice Hall

Luthans, F 1995, Organizational Behavior, McGraw Hill, New York

Marchington, M & Wilkinson, A 2006, Core Personnel and Development, IPD Publishing, London