netrashetty
Netra Shetty
AMR Corporation (NYSE: AMR) is a commercial aviation business and airline holding company based in Fort Worth, Texas, United States.[1] Formed in 1982, as part of American Airlines's reorganization, its name derives from American Airlines's ticker symbol on the New York Stock Exchange. AMR Corporation is one of the very few larger passenger and legacy carrier airline businesses, which have not become insolvent or had to file for Chapter 11 reorgnization bankruptcy during its corporate history, indicative of its success as an airline based corporate and business entity. In addition to American Airlines, AMR owns TWA Airlines LLC, (formerly Trans World Airlines) and regional airlines American Eagle Airlines, successor to Simmons Airlines, and Executive Airlines by way of AMR Eagle Holdings Corporation. Chautauqua Airlines flown in conjunction with American Airlines marketing brand, known as AmericanConnection, are independent of AMR Corporation's divisions and subsidiaries, but do operate in conjunction with them in order to provide seamless connections to AMRs two principal airline holdings. AMR's and AA's Chairperson, President, and CEO is Gerard Arpey
An HR strategy will add value to the organisation if it:
o articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and
o identifies fundamental underlying issues which must be addressed by any organisation or business if its people are to be motivated, committed and operate effectively.
The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously.
The second area should be about identifying which of these plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:
o workforce planning issues
o succession planning
o workforce skills plans
o employment equity plans
o black economic empowerment initiatives
o motivation and fair treatment issues
o pay levels designed to recruit, retain and motivate people
o the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims
o a grading and remuneration system which is seen as fair and giving proper reward for contributions made
o wider employment issues which impact on staff recruitment, retention, motivation etc.
o a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people
o career development frameworks which look at development within the organisation at equipping employees with "employability" so that they can cope with increasingly frequent changes in employer and employment patterns
o policies and frameworks to ensure that people development issues are addressed systematically : competence frameworks, self-managed learning etc.
The HR strategy will need to show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals.
In addition, the HR strategy can add value is by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment, which are likely to have a major impact on the organisation, such as:
o changes in the overall employment market - demographic or remuneration levels
o cultural changes which will impact on future employment patterns
o changes in the employee relations climate
o changes in the legal framework surrounding employment
o HR and employment practice being developed in other organisations, such as new flexible work practices.
Finding the right opportunity to present a case for developing an HR Strategy is critical to ensuring that there will be support for the initiative, and that its initial value will be recognised by the organisation.
Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build "early or quick wins" into any new strategy.
Other opportunities may present the ideal moment to encourage the development of an HR Strategy:-
o a major new internal initiative could present the right opportunity to push for an accompanying HR strategy, such as a restructuring exercise, a corporate acquisition, joint venture or merger exercise.
o a new externally generated initiative could similarly generate the right climate for a new HR strategy - e.g. Black economic empowerment initiatives.
Position Analysis Questionnaire (PAQ) This is one of the most sophisticated and yet easily administered techniques to analyze job. These elements are of a worker-oriented nature, meaning that they characterize or imply the human behaviors that are involved in various jobs. 3.2.7 Strategies for Designing and HRD Program HRD philosophy that states unequivocally that effective human resource development can improve performance (i.e. change behavior, produce results, increase productivity). This provides a framework for the HRD program. It also provides a common objective for each of the members of the HRD staff of Descon Co. on which to focus their efforts. 3.2.8 Job Time Study Time study is a work measurement technique for recording the times of performing a certain specific job or its elements carried out under specified conditions, and for analyzing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance. 3.2.9Characteristics of Effective HRD Managers HRD managers must have the ability to plan HRD activities that foster training, development and education. These activities should be targeted at the needs of
employees, supervisors, line mangers, customers and nonemployees of the organization. 3.2.10 Work Study and employee productivity Work study is the systematic examinations of the methods of carrying on activities the effective use of resources and to set up standards of performance for the activities being carried out. Work study then aims at examining the way an activity is being carried out, simplifying or modifying the method of operation to reduce unnecessary of excess work, or the wasteful use of resources, and setting up a time standard for performing that activity.,
An HR strategy will add value to the organisation if it:
o articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and
o identifies fundamental underlying issues which must be addressed by any organisation or business if its people are to be motivated, committed and operate effectively.
The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously.
The second area should be about identifying which of these plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:
o workforce planning issues
o succession planning
o workforce skills plans
o employment equity plans
o black economic empowerment initiatives
o motivation and fair treatment issues
o pay levels designed to recruit, retain and motivate people
o the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims
o a grading and remuneration system which is seen as fair and giving proper reward for contributions made
o wider employment issues which impact on staff recruitment, retention, motivation etc.
o a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people
o career development frameworks which look at development within the organisation at equipping employees with "employability" so that they can cope with increasingly frequent changes in employer and employment patterns
o policies and frameworks to ensure that people development issues are addressed systematically : competence frameworks, self-managed learning etc.
The HR strategy will need to show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals.
In addition, the HR strategy can add value is by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment, which are likely to have a major impact on the organisation, such as:
o changes in the overall employment market - demographic or remuneration levels
o cultural changes which will impact on future employment patterns
o changes in the employee relations climate
o changes in the legal framework surrounding employment
o HR and employment practice being developed in other organisations, such as new flexible work practices.
Finding the right opportunity to present a case for developing an HR Strategy is critical to ensuring that there will be support for the initiative, and that its initial value will be recognised by the organisation.
Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build "early or quick wins" into any new strategy.
Other opportunities may present the ideal moment to encourage the development of an HR Strategy:-
o a major new internal initiative could present the right opportunity to push for an accompanying HR strategy, such as a restructuring exercise, a corporate acquisition, joint venture or merger exercise.
o a new externally generated initiative could similarly generate the right climate for a new HR strategy - e.g. Black economic empowerment initiatives.
Position Analysis Questionnaire (PAQ) This is one of the most sophisticated and yet easily administered techniques to analyze job. These elements are of a worker-oriented nature, meaning that they characterize or imply the human behaviors that are involved in various jobs. 3.2.7 Strategies for Designing and HRD Program HRD philosophy that states unequivocally that effective human resource development can improve performance (i.e. change behavior, produce results, increase productivity). This provides a framework for the HRD program. It also provides a common objective for each of the members of the HRD staff of Descon Co. on which to focus their efforts. 3.2.8 Job Time Study Time study is a work measurement technique for recording the times of performing a certain specific job or its elements carried out under specified conditions, and for analyzing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance. 3.2.9Characteristics of Effective HRD Managers HRD managers must have the ability to plan HRD activities that foster training, development and education. These activities should be targeted at the needs of
employees, supervisors, line mangers, customers and nonemployees of the organization. 3.2.10 Work Study and employee productivity Work study is the systematic examinations of the methods of carrying on activities the effective use of resources and to set up standards of performance for the activities being carried out. Work study then aims at examining the way an activity is being carried out, simplifying or modifying the method of operation to reduce unnecessary of excess work, or the wasteful use of resources, and setting up a time standard for performing that activity.,
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