Boxall,Purcell and Wright identfied three domains of HRM, using the strategic domain and one other of your choice identify and critically evaluate the human resource strategy of an organisation with which you are familiar. 

The case of Turkish Airlines HRM strategic and international approach

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TABLE OF CONTENTS

  1. Introduction

  1. Overview  of Turkish Airlines

  1. Human Resource Problems Facing The Turkish Airways

  1. Human Resource Strategy of Turkish Airways

2.0 Conclusion and Recommendation

1.0 Introduction

Human Resource Management (HRM) is of strategic importance to all organisations. HRM do not only create competitive advantage for the organisation but is the force underpinning organisation’s success. No wonder, the way HRM practices and policies take shape also affects the employee’s experiences of work and the employment relationship.  Within the mainstream HRM literature, there is a long tradition of research arguing that in order to make an optimal contribution to firm performance, HRM policies and practices should be integrated both with firm strategy, so-called vertical strategic integration and with each other, so-called horizontal integration. Paul Ilsles best fit model attached in the appendix lay emphasis on this.

In present day organization, because any discussion about how an organisation’s succeeds or fails ultimately comes back to the way individuals are managed, academics and practitioners agree that as the dynamics of competition accelerates, people are perhaps the only truly source of competitive advantage. According to, Turner, Keegan & Hueman (2006:317), for an organisation to be effective and successful, the human resource management functions must be integrated into the various organisational strategy.

According to this model, the HRM functions its goals and aims, need to be aligned with the strategy of the organization. Here emphasis is both on the on projects and routine products and services and where the job requirements are well defined and stable.

Today, with the increasing researchers desires to demonstrate the importance of an effective human resource policy on organisation performance research has shifted from a micro level that previously dominated research interest to a more general, strategic macro level. The term human resource management is not new. It has been widely used by scholars and managers to refer to the set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work.

Jackson & Shuler (2002) referred to it as an umbrella term that encompasses (a).specific human resources practices such as recruitment, selection and appraisal and (b).formal human resource policies which directs and partially constrain the development of specific practices and in all, it comprise a system that attracts develops, motivates and retains those employees who ensure the effective functioning and survival of the organisation. Against this background this paper aims at evaluating the human resource management strategies of the Turkish Airlines. Part two of the paper presents an overview of Turkish Airlines with it human resource challenges. Part three presents the human resource management strategies of the airlines and the last section presents the conclusion and recommendation.

  1. Overview  of Turkish Airlines

According to the company corporate report (2007), Turkish Airlines, Inc is the main national airline of Turkey with head quarter based in .  The airline operates a network of schedules services to 123 domestic cities, serving a total of 155 airports. It destination flights include Africa, Europe, Asia and the United States. In addition, as stated in the (2007) company’s report, it operates a network of scheduled services to 123 international and 32 domestic cities.

According to the company’s statistics, in 2006 and 2007 it carried 17 million and 19.7 million passengers with total revenues of US$2.3 and US$3 , respectively (2007 company’s Report).To be able to serve the global market, the airline has around 12,000 employees.  Most of the employees are multilingual, coming from different countries with different ethnicity.

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The airline also operates scheduled services from 34 airports in Turkey though 25 of them handle domestic flights only. Turkish Airlines is the leader of domestic market with the help of its low-cost spin-off company AnadoluJet. Its rivals are Onur Air, Pegasus,  (half-owned by Turkish Airlines) and  (Company Report 2007).

1.2 Human Resource Problems Facing the Turkish Airways

Turkey Airline is the largest domestic flight company, a market leader in the country. As one of the market leaders in the flight industry, the company is highly reputed among customers and has established a high level of credibility ...

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