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Hospitality Industry

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Research Proposal

Theme: The impact of recruitment and selection process in organisation. A case study of Singapore Airline

Competitive advantage is a circumstance that put a firm in a strong business position compare to its rivals in the industry (Breaugh, 2008). While the hospitality industry is faced with by micro and macro environmental factors, such as overcapacity, business cycle, high risk profile, difficulty of offering unique products and intensive competition in the industry, few companies such as the Singapore Airline have managed to maintain their market position and stay competitive.
There are many factors that could be linked with SIA competitiveness in the market which include the ability to shifts between poles by offering quality services in a cost effective ways and its cost of operation can be compare to budget airlines in the industry. SIA focuses on differentiation by concentrating on innovation, excellence services and aligning functional strategies including marketing, human resource and operations with the company’s business level strategy (Heracleous and Panagarkar, 2008).
Background of Singapore Airline
Singapore Airlines can tracked back to 1947, when a Malayan Airways Limited (MAL) Airspeed Consul took off from Singapore Kallang Airport and the name was changed to Singapore Airline in 1972. The company have 5 subsidiaries which includes, SIA Engineering Company, SilkAir Pte Ltd, SCOOT, SIA Cargo, SATS, and Tradewinds Tours. As at March 2014, SIA’s total firm aircraft orders stood at 118 and its passenger aircraft fleet as at same time period comprised of 103 aircraft with average age of six years and nine months (SIA, 2014).

Figure 1 (SIA, 2015). SIA Cargo’s fleet comprised of nine Boeing 747-400 with average age of 12 years, SilkAir 16 Airbus A320s, six Airbus A319s and two Boeing 737-800 NGs and the average age of five

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