Engineering Airline Maintenance - Assignment Example

Running head: Airline Maintenance Outline: How can an Engineering Airline Maintenance Organisation identify existing or new staff to take on managerial responsibilities? Include in your discussions the merits of internal allocation of responsibilities as against recruitment of new staff into managerial positions. How can an Engineering Airline Maintenance Organisation identify existing or new staff to take on managerial responsibilities? Airlines are companies that offer air transport to customers in form of passenger services or freight. Airlines vary in terms of their size, with big airlines having a variety of airplanes and the small airlines having few planes. However, for airlines to operate effectively, they must have to maintain their planes, which are the key to their returns. Therefore, there is need for an airline maintenance organization contracted by an airline. The airline entrusts the maintenance organization with the responsibility of ensuring the aircrafts are worthy of operating. According to Hines (2003), the maintenance organizations are required to assess the competence and qualification of aircraft maintenance employees and the results can either confirm the need for training or not. Nevertheless, when the organization is seeking for an employee, who will match the managerial responsibilities, it can choose to either recruit internally or externally from a pool of candidates. When an organization decides to recruit externally, there are a number of steps involved. According to Roberts (1997 p3), the main purpose of selecting candidates, is to match them with the organization’s responsibilities, hence consideration of competence of the candidates is important. The first step in attracting candidates for particular position is through advertising, whereby, an organization can choose from a variety, newspapers, internet, or posters among others. The interested candidates respond via curriculum vitae or application letters. The organization then proceeds to sort the quality qualified CVs from the low quality ones and shortlist the qualified candidates. The qualified candidates are then invited for the interview, at a certain date, time, and venue. During the interviews, the employees are expected to answer the question confidently and correctly; the interviews determine the capability of a candidate to take up the required roles. According to Holbeche (2009 pp 175), after the interview are conducted, feedback should be given to the unsuccessful and successful candidates. It is important to recruit new talent in to the organization, as they contribute towards new ideas; however, the skills and experience have to fit to the assigned role. In this case, of the managerial responsibility, experience is necessary in this position. After the organization has recruited the preferred manager, it is its duty to retain him, through motivation (Holbeche, 2009 p 181). The new employees have to also undergo induction and training process to fit in the organization, hence ensuring effectiveness in their new role. However, the external recruitment is considered very expensive as compared to internal recruitment (Great Britain, 2005 p4). External recruitment is associated with the advantage of acquiring high skilled employees, hence contributing to new ideas in the company. Internal recruitment involves existing employees who apply for a vacant position internally; the organization can inform the employees on the positions available via, newsletters or through the internet (Schermerhorn, 2010 p 293). According to Dzibiri (2009 p 115), when recruiting is internal, there is low rate of turnover, while job satisfaction increases. Internal candidates can be well evaluated, as they have worked for the organization for some time. In addition, employees have a sense job security and the organization provide for them an opportunity for advancing. Internal recruitment is also cheap and job positions are quickly filled as compared to external recruitment, which requires a long process. According to Kleynhana et al (2009, p92), when recruiting internally, all employee’s records must be updated over the years, so as to give a record of the skills attained over the years, thus assisting the management in selecting the favorable employee for the managerial position. Secondly, it is also easier to negotiate with the internal employees in terms of payments, as they are familiar with the management. The airline maintenance organization can opt to use job posting or job bidding methods of internal recruitment. Job posting involves the process of informing employees on a job position, while job bidding entails allowing employees who have the right requirements to apply for the vacant position. These two methods create a feeling of value to the employees, as they feel that their interests are considered. Internal recruitment also incorporates employee referral whereby other employees recommend another employee that they consider suitable for the job. Nevertheless, internal recruitment is said to be a form of promotion especially for the position of a manager, as an increase in salary or even a transfer to another branch accompanies it. This airline maintains ace organization should consider both existing employees, employee referrals and former employees in case of an internal recruitment. However, the main advantage of considering existing employees for the position of a manager is the fact that these employees have enough experience while working for the organization, hence understanding it polices and objectives. However, this method may result to hard feelings towards the appointed employees by those not selected. Nevertheless, this mode of recruitment may also yield to lack of seriousness of employees while dealing with the selected manager as they regard him as “one of their own,” therefore expect him to be lenient on them, even on crucial matters. Internal recruitment also contributes to the loyalty of the employees. Nevertheless, Kleynhana et al (p198) elaborate that internal recruitment is associated with the challenge of new vacancies arising, when the immediate position is filled. In addition, all employees feel that they have a right to a certain position, despite their level of qualification. Merits of internal allocation of responsibilities as against recruitment of new staff into managerial positions Internal recruitment takes place within an organization, whereby, the existing employees get a chance to apply for the vacant position, in this case a managerial role. The main advantage of internal recruitment is that, the organization gets to save, especially through advertising, as they only will advertise for the position, internally. An already existing employee has the experience of working with other staff members, hence efficiency is guaranteed. The existing employees will only require short period of training, as they are familiar with the operations of the organization. When an existing employee assumes the managerial role, it could be viewed as a promotion by the rest of the staff members, hence works as a motivator to the staff members. A new employee may be excellent according to his qualification, but he may fail on operational basis, as opposed to an existing employee, who is already familiar with the organization. However, internal recruitment is associated with disadvantages, such as; the organization has to find replacement for the promoted personnel. A limitation of new ideas may occur as the existing employee is only familiar with the organization operations, hence incapable of challenging the organization (The times 100, n.d). In addition, the newly appointed employees may tend to relax due to the fact that they are used to the working environment and culture. Resentment may occur from other capable employees, thus killing their morale (Dzibiri, 2009 p 116). Employers normally gain credits for the development of their employees, through career advancement or promotions and internal recruitment grants employees this advantage (Jackson, et al, 2008 p201) Existing employees get a chance of advancing their careers, due to promotions. In addition, internal recruitment is viewed as a way of saving money that could be used for advertising for the vacant positions. Internal advertising is done through the notice boards, or via an organization’s internet, hence very cheap and effective (Agarwal, 2011). In addition, when an exiting staff is promoted to a managerial position, he can effectively manage the rest of the staff, since he has related to them for a long time. A new employee may make higher demands, in terms the salary, as he is capable of introducing new ideas. Conclusion It is evident that both internal and external methods of recruitment are effective; however, for the organization to acquire a wide range of ideas, external recruitment wins in these areas. However, it is considered expensive because of advertising, while internal recruitment of exiting employees is rather cheap, since it only requires internal advertising. Reference List Agarwal, A. 2011. Internal Recruitment - Advantages and Disadvantages Explained. (Online). Retrieved from http://ezinearticles.com/?Internal-Recruitment---Advantages-And-Disadvantages-Explained&id=1663907 (accessed July 13, 2011). Dzimbiri, L. 2009. Organisation and Management Theories: An African Focus Integrating structure, people, Processes and the environment for human happiness. Berlin: Cuvillier Verlag Publisher. Great Britain. 2005. Recruitment and selection, Volume 9 of Management Extra. Elsevier Publisher. Retrieved from: http://books.google.com/books?id=tlPCOjyTMLUC&pg=PA1&dq=the+recruitment+and+selection+process.&hl=en&ei=lAkcTqjQF8ns-gahu_XsCA&sa=X&oi=book_result&ct=result&resnum=7&ved=0CEkQ6AEwBg#v=onepage&q=the%20recruitment%20and%20selection%20process.&f=false (accessed July 13, 2011). Holboche, L., 2009. Aligning human resources and business strategy. Edition 2. CT: Butterworth-Heinemann Publisher. Jackson, S. R. et al. 2008. Managing Human. Edition 10. OH: Cengage Learning Publisher. Kleynhans, L. et al. 2009. Human resource management: fresh perspectives. Cape Town: Pearson South Africa Publishers. (Online).Retrieved from: http://books.google.com/books?id=dbB3OOBY7qUC&pg=PA85&dq=THE+PROCESS+OF+INTERNAL+RECRUITMENT&hl=en&ei=jCAcTrnlDsWSOqDupaMJ&sa=X&oi=book_result&ct=result&resnum=4&ved=0CD8Q6AEwAw#v=onepage&q=THE%20PROCESS%20OF%20INTERNAL%20RECRUITMENT&f=false (accessed July 13, 2011). Roberts, G., 1997. Recruitment and selection: a competency approach Developing practice. CIPD Publishing. Schermerhorn, J., 2010. Management. Edition11. NJ: John Wiley and Sons Publisher. Retrieved from http://books.google.com/books?id=rk4xL2XNrocC&pg=PA293&dq=THE+PROCESS+OF+INTERNAL+RECRUITMENT&hl=en&ei=eyAcTs7KDYOdOt_S0awJ&sa=X&oi=book_result&ct=result&resnum=6&ved=0CEcQ6AEwBQ#v=onepage&q=THE%20PROCESS%20OF%20INTERNAL%20RECRUITMENT&f=false. The times 100. N.d. Recruitment, selection, and training. (Online). Retrieved from: http://www.thetimes100.co.uk/theory/theory--recruitment-selection--349.php (accessed July 13, 2011). Tony H., 2003. Proving the Competence of the Aircraft Maintenance Engineer. UK Aviation Training Association. (Online). Retrieved from: http://www.raes-hfg.com/reports/04nov04-EMSG/Competencies%20%28IASS2003%29%28Hines%29.pdf (accessed July 13, 2011). Read More