BA employs about 13,000 cabin crew staff and half of them planning to take industrial actions against the management due to changes of pay structure, travel concessions charges, failure to restore staff travel arrangements, disciplinary action taken against staff.
Millions will see their wages are going to be frozen or benefits cut while strike persists at an airline, half of them expecting that rises in basic salary from February 2011. Therefore existing cabin crew expect a new top-up payment to ensure receive a minimum amount in route allowances, if the salary increment has been raise them up. The company keeps having a high turnover of staff as it is using the method of Scientific Management towards its staff which is not appropriate for an airline company. It expects the cabin crew and pilots to work more to earn more, regardless their ability, health and fitness. However this leads to demotivate, stress, and tired staff. That was the most tremendous and worst industrial action and BA cabin crew expected to bring the airline to its knees. (Despite strike/Richard Scott, BBC News) Because they know that planes cannot run without them. And also Christmas BA strike which have ruined the holidays and holiday makers for thousands of travellers. According to diversity strategy BA manage diversity within company and motivating its staff is to promote them rapidly. Age, disability, flexible working, gender equality, harassments and bullying, racial equality, supplier diversity, religion and belief and sexual orientation will not be affected. (BA Strike ballot-BBC)
However unlikely the management will be influenced by any walkout with British Airways posting record losses would be £ 401 million in 2009.(deliberately wasting money) Therefore some cabin crew directors began widely criticizing management during flights; about 20 employees were suspended following that debacle. Therefore the management has understood that the most and common reason for the cabin crew staff demotivation because of the management strict disciplinary actions and change of employee contracts against the company present employment rules and regulations of the British Airways. The British Airways staffs are often lowly motivated. As mentioned earlier the staff turnover is high due to an ever present notion that ‘I don’t belong here’ The managerial system is accused by staff as focusing excessively on economic gains especially in the argument that the more a worker gives to the company the more money he/she earns. In regard to market values of the services offered by carriers and the prevailing economic conditions, British airways has embarked on a salary review programme which considers variety of factors unlike the past criteria based on the amount of work done.
Under the management of Keith Williams the feeling of aloofness and separation that demotivates a number of British Airways cabin crew has reduced. The chief executive officer appreciates the pivotal role of the staff in operations of the carrier.while offering assurance of commitment to negotiation rather than the costly litigations. Intimidations and threats of job loss have in the recent past created an uncertainty that demotivates the staff. Following last year’s sacking of 18 crew members and disciplinary action on 70 others. To avert this trend the management has offered assurances of solving disputes before they blow out to public industrial wars. The British Airlines staff especially the cabin crew work in conditions that require constant attention; this has always slowed their productivity. The management is giving in to the pressures of industrial actions thus psychological and personal safety of the workers are slowly arousing concerns in the management. The economic implications of workers loss of motivation and subsequent industrial actions are too much for the carrier and therefore a solution to these challenges is explored by the management.
British Airways Efforts to solve motivation problems
A result of staff demotivation over conditions of work BA has embarked on aggressive strategy to reverse this situation this includes;
Fair recruitment from internal and external sources.
Diversity in age, race to promote integration
Disability programmes for its staff and customers. work balance through flexible working hours and providing maternity leave.
Introduction of gender equality programmes
Recruitment and selection
The company focus on recruiting employees from a wide background to ensure that it reflects the diversity. This is seen in the company policy not to discriminate potential employees on the basis of colour religion, race or ethnicity. This allows the employees to work with diverse individual creating a sense of worthiness; this is reinforced by the strict company policy against bullying and harassment.
The interests of the entire carrier and the potential employee are considered in a credible selection process. The carrier is usually out to hire only the essential qualities for the carrier’s objective. The interviewed is treated with dignity and a fair ground is ensured. This has an effect on the workers motivations to meet the company’s objectives. All British Airways recruitments are compliant with equal opportunity law and directives of both the British Psychological Society (BPS) and the chartered institute of personnel and development (CIPD)
The carrier’s interest is in competencies related to their objectives. This is revealed by rigorous assessments that include; interviews to establish communicative abilities, research missions to find facts regarding potential assignments in case of hiring-this reveals one’s interactive skills, psychometrics test to test arithmetic and communication abilities, role-plays and team activities.
Impacts on staff motivation
BA staff are some of the best remunerated and well taken care of. Through the union the employees have been able to negotiate for better working conditions, this has been enhanced by the newly constructed facilities at the London Heathrow airport that has automated most of the processes.
The result has been increased employee motivation and increased the output of staff. This has reduced the exposure of the company to losses due to industrial action. While this may not be entirely achieved the company has made significant progress towards harmonizing the employee benefits so as all the employees are motivated across the board.
The company religion and beliefs policy which encourage tolerance has ensured that even those who subscribe to different religious and beliefs, fee motivated to work within the company as they are not discriminated.
Conclusion
Tourism and hospitality sectors in all over the world have identified corporate business strategies to profit up organisation business growth and success. Motivating employees is a key issue which helps to thrives the organisation toward success. Though there are more motivational theories some them are using among highest and reputed organisations and other organisations issues able to apply in situation continuously as it has reached the highest level of the employee work place satisfaction.
According to this case study British Airways have identified the employee motivation and recruitment and selection process, training and development issues. Also companies must be able to identify what are the best way to do recruitment and selections, by practicing the best method will able to collect for the company unless it would be caused to high staff turnover.
Companies need to understand and examine the best options to deal with their employees and how to motivate them to retain the existing staff by rewarding and up lifting.