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Essay / Research Paper Abstract
This 17 page paper looks at the Irish airline RyanAir and considers the way in which they may develop a strategic HRM approach in order to leverage the value from the employees. The paper looks at the firm and the way in which they compete as well as the existing HR practices and then looks at the way a plan for use of strategic HR may be developed in order to increase the value created by the employees, including researching existing views and needs. The bibliography cites 20 sources.
Page Count:
17 pages (~225 words per page)
File: TS14_TEryanHRplanf.rtf
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Unformatted sample text from the term paper:
are always under some form of pressure, competitive forces change and firms have to adapt to the changes. A key resource is the employees with human resources playing an important
role. Human resource management has the potential to be used strategically, and in industries where there are many challenges the ability to develop human resources to aid in competitive strategies
can be the difference between success and failure. One airline that appears to have been successful when many others have struggled in the Irish low cost air crier RyanAir, however,
the apparent success and ability to retrain profits when many others are suffering losses should not lead to compliancy. The aim of this paper is to consider the way in
which a HR Plan may be developed for RyanAir looking at the relevant issues. 2. Organizational Background Ryanair can be seen as a success story. They have grown from a
family business founded in 1985 which saw an opportunity to compete in a market that was in effectively a monopoly, to the company that was floated in 1997 and is
now quoted on the stock market, and has grown to the position where it has both diversified as well as taken the market leader position for flights between the
UK and Ireland. The company has archived this by careful strategic management, looking at both emergent strategy as well as carefully planned
strategy. At all stages there has been a recognised need to maximise resources, meaning both the air fleet as well as the human capital, as well as increase market presence
with the aim of being a market leader in Europe as a low cost air carrier (Ryanair, 2010). The initial plan for the airline was for the company to compete
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