Air Transportation Company Human Resources Policy
Air Transportation Company Human Resources Policy
Interpretation of Data
The data gives the view of the company’s labor force and departmentalization. From the spreadsheet, there are 11 departments with the total number of employees being 78. Some of the departments in the organization are viewed as vital like accounting and planning, while others play a supportive role like management (Bråthen, & Halpern, 2012). The other departments in the organization are Account service, logistics, and management, IT, Web development, and Manufacturing. There is also Sales, Finance and administration, human resources, and facilities and research. The company employees are entitled to a monthly salary that has basic pay, overtime, and bonus pay. The least paid staffs earn US $ 42,000 in salary while bonus pay is the US $ 2,000. The question that comes into mind is; what is the company’s recruitment policy on salary across departments and within departments? This seeks to unearth the underlying causes of similar salary scales among departments.
The data indicates a lack of a performance-based reward scheme since all employees earn similar bonus pay. Moreover, the highest performers with good scores are not properly rewarded. This has made the employees fail to take advantage of the overtime window to maximize their earnings (King, 2016). The qualitative data shows an overly staffed organization in some departments while others are less staffed. This increases room for laxity among staff. Access to primary data on the recruitment process will inform on the similarity of salaries within departments.
Conclusion and related outcomes
The organization can maximize the staff output by merging departments that are related, for example, accounting, planning, sales, and account service. When the department is merged, the efficiency will increase since performance-based metrics will be introduced and a rewards system (Bongomin, et al, 2020). This will prove vital even at a 10% budget cut since employees who fail to meet the target will be fairly terminated.
References
Bongomin, O., Gilibrays Ocen, G., Oyondi Nganyi, E., Musinguzi, A., & Omara, T. (2020). Exponential disruptive technologies and the required skills of industry 4.0. Journal of Engineering, 2020.
Bråthen, S., & Halpern, N. (2012). Air transport service provision and management strategies to improve the economic benefits for remote regions. Research in Transportation Business & Management, 4, 3-12.
King, K. G. (2016). Data analytics in human resources: A case study and critical review. Human Resource Development Review, 15(4), 487-495.
