Name of the student: Subhasree Karmakar
E-mail: subhasree281295@gmail.com
Phone: 8902697223/9073274719
Area of Specialization: HR
Project Title:
Work of an Aviation HR in Covid 19 Era- Guide, motivate and perform smart work not hard work
Introduction: Motivation can be described in several ways, including the following two:
· the reason, or reasons, one has for acting or behaving in a particular way – these reasons could also be called motivations, or motivating factors or triggers, and
· the general desire or willingness of someone to do something – this definition is probably connected more closely with an attitude (positive or negative) than any specific “motive”.
Other words that can often be used in the same context as motivation, or motive, include: incentive, stimulus and impulse.
Motivation is goal orientated; sometimes “towards” the specific object of our goal, and sometimes, less specifically, just generally “away” from our current situation. At a basic human level, we may be motivated by hunger to go and make a sandwich, or by coldness to put on a jumper. Both of these actions are specifically goal orientated. However, if we were in an uncomfortable situation, e.g. a noisy environment, or we felt under-confident within a group, then we may just be happy to be anywhere else – it wouldn’t really matter. At the basic level these two different scenarios can be compared with the “Carrot and the Stick” respectively; we move towards things we like and away from things we don’t.
Within the aviation environment, motivation can be considered as an on-going process that includes:
· initiating, or activating, motivation – how we get started (often achieved by imagining a successful end result).
· guiding motivation – how we use feedback to measure our progress and ensure we are travelling in the right direction.
· persisting motivation – how we overcome obstacles and cope with setbacks (re-setting the end goals if necessary).
Each of these motivation processes can be modulated by “intensity”. Intensity determines how much energy and urgency we put into achieving our goal, and how many obstacles we are prepared to overcome. Intensity is governed by our evaluation of importance – how important do we consider the task to be. It is this last point that organisations and managers (motivators) need to consider when motivating a workforce – persuading employees of the importance of a goal.
In determining the importance of motivation in aviation we need to ask the questions:
· what goals are we trying to achieve, and
· how do we want employees to achieve these goals – i.e. in what manner.
The first goal above can be considered as something specific that can be measured when achieved, and the second is less well-defined, but can be “observed” i.e. we can “see” if someone is working professionally, or safely, with discipline and focus, care and attention.
Clearly the range of goals is broad, from the simple - fitting a component in accordance with the instructions, to the complex - completing a shift in air traffic control without endangering any aircraft. So, for the purposes of this Article, and purely as an example, it may be useful to consider the following two goals, one specific and the other more general:
· all employees following standard operating procedures (safety rules, task instructions, job-cards etc), and
· all employees communicating, behaving and working safely.
In other words, what motivates employees to: follow or break the rules, and work safely?
2b: Objectives:
An initial assessment of the impact of COVID-19 on the global world of work says the effects will be far-reaching, pushing millions of people into unemployment, underemployment and working poverty, and proposes measures for a decisive, co-ordinated and immediate response.
“Airlines are fighting for survival in every corner of the world” stated IATA Director General, Alexandre de Juniac. Overall, IATA estimates that the coronavirus outbreak will lower airline revenues by $252 billion in 2020, and a similar situation arises for airports. The ACI Europe assessment of the impact of the pandemic is for a loss of up to 900 million passengers in Europe in 2020, representing a €20 billion hit in revenues.
Nearly all airlines have cut capacity drastically. Lufthansa has grounded 95 per cent of its fleet, while Ryanair has ceased operation until June. Flybe went out of business and the rescue of Condor – the German leisure carrier – has turned even more into a tour de force. As a consequence, airports are being forced to suspend terminal and runway capacity. Frankfurt has closed one of its four runways, Manchester Airport has consolidated operation into one terminal, and London City Airport is closed until the end of April. So far it is unclear how long communities will stay less connected as the drop in travel demand may last for months.
The objective of the research is to make sequenced pathways for smooth functioning of the aviation industry post the Covid 19 crisis.
Hypothesis: the basic aim of this study is to find out ways of working smartly in the Aviation industry as an HR, post Covid 19 crisis.
At a time of great uncertainty and rapid change in many industries, aviation stands out as one of the fastest growing and most dynamic sectors in the global economy. With the industry landscape shifting constantly, the momentum of this change looks set to accelerate in size and scope, calling for a new generation of air transport leaders. To stay ahead of the game, airline CEOs need to be able to think in possible scenarios and rapidly adapt their business models to changing market conditions while providing their organizations with clear guidance. Most importantly, they will need to ensure that they have the right leadership qualities on board and that they adopt appropriate talent management practices.
According to a survey of key decision-makers in human capital across the worldwide air transport industry conducted by Egon Zehnder together with IATA in October 2011, the overwhelming majority of respondents do not feel able to predict the management skills required in the future. Moreover, 56 percent believe that the existing internal pool f talent is not sufficient in size and quality to supply future leaders who possess the competences described above. While quality of leadership has become an important differentiating success factor in the air transport industry, many players are still struggling to master the pivotal management mission of identifying and developing leadership talent. To bring about necessary changes, HR leaders should prepare for a role in the co-driver seat.
2c: Methodology planned:
Data Source: the most fundamental data source would be the consumers of the aviation industry. Methods implemented by the aviation industry will be channelized so as to recover the losses due to sudden but prolonged suspension of business. Post the crisis, the consumers availing the service will be the 1st hand data source for finding out the loopholes, if any, and their views on the changed work techniques and strategy implementation.
Another data source would be the employees working in the aviation industry, be it ground staff, cabin crew, or pilot. Since the employees of the company are also stakeholders in that company, their views should also be taken into consideration, keeping in mind their regular interaction with the consumers, who are the major stakeholders of a business.
Methods of data collection: The method of data collection should be of a questionnaire format where the consumers and employees can mark each question according to the marking scheme mentioned. Also, they should be motivated in such a way, so that they willingly accept the offer of presenting their views. Also, the consumers can be provided questionnaires while they are travelling or they are waiting for their flights in the lounge.
Analysis: the analysis will be done in a cautious manner, and views of all consumers and staffs should be considered. Since they are the backbone of the industry, their views cannot be aside. The views can help in the betterment of the aviation industry, so that it can come back and stand on its feet once again as it used to.
Expected outcomes: All the views should be scrutinized by the team of strategy implementation, and necessary steps can be taken. If a consumer feels that something is not up-to-mark, they can write about that in the questionnaire and the problem can be solved. But the solving also needs the attention of the higher authorities so that they can find out suitable implementation methods to roll the stone.
Bibliographical Reference:
· Aswathappa K, Human Resource management texts and cases- McGrawHill Education
Subhasree Karmakar MBA
Manager HR
AirCrews Aviation Pvt Ltd
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