Jet Blue Case Study Essay Example for Free

Jet Blue Case Study EssayThis essay leave behind examine in detail the human resource strategies, policies, and practices that were developed by Ann Rhoades who was the Executive Vice President of People at JetBlue Airways. Ms. Rhoades was very innovative with the development of the new HR policies, which up to that time had never been implemented by any other startup airline organization. Along with the strategies, policies, and practices, there were ve core value that were withal established. These value provided an overarching vision for JetBlue Airways in order to direct all organization activities whether internal or external. The five core values were safety, caring, integrity, fun, and passion, which from JetBlue Airways management outdoor stage was that if employees were happy then that would lead to greater successful recruitment and greater employee retention rates, which would potentially reduce or eliminate the likelihood of a sum of money organization attempting to unionize the company.Three National Equal Employment Opportunity LawsJetBlue Airways hiring practices were compliant with the equal avocation opportunity laws, which included the following Title 7 of the Civil Rights Act of 1964 Title VII , which prohibits employment discrimination based on race , colouration , religion , sex , or national gillyflower Title VI of the Civil Rights Act of 1964 Title VI, which prohibits against exclusion from participation in, denial of benefits of, and discrimination under federally assisted programs on ground of race, color or national origin. Equal Pay Act of 1963, which protects men and women who perform to a large extent equal work in the same cheek from sex-based wage discrimination. (The U.S. Equal Employment Opportunity Commission, 2009) The hiring practices that were established by Ms. Rhoades were based upon five values, which were safety, fun, caring, integrity, and passion. These values were the cornerstone of JetBlue Airways hi ring philosophy.With that being said, JetBlue Airways new employment model from the time the organization was formed was to focus on selecting particular employees that would best fit into the companys core values as opposed to focusing on the employees skills and experience. This innovative approach could create a work environment that would promote a higher level of satisfaction amongst the employees and staff, but would also create a working environment that would be more than uniform, which would mean that all employees would have similar work characteristics and behaviors. However, this process of hiring requires a greater subjectivity. By Jetblue Airways own admission, they used a targeted selection process to identify employees who were most likely to t. In addition, JetBlue provided customized employment packages intended to ensure boilers suit equity in treatment (The case study of JetBlue Airways Starting from Scratch, 2001).For example, when JetBlue Airways crackinged an employment package for ight attendants, there was a preference toward college students. This preference in hiring college students was app arent because JetBlue Airways come toered more in the way of nancial compensation and lower indirect benets. In addition, JetBlue Airways also offered a variety of unique and innovative pay and compensation packages for their pilots, ramp workers, and fine agents, which were tailored around the employees needs rather than the needs of the organization.JetBlue Airways Internal Recruitment MethodThe main(prenominal) focus of an internal recruitment process inwardly an organization is to fill vacant positions that become open over time and or to promote an employee in lieu of seeking a candidate international of the organization, which saves the organization from paying the training costs associated with the training of new employees. However, JetBlue Airways internal recruitment method was to recruit known veterans of the industry from com peting airlines. For example, David Neelman CEO of JetBlue Airlines originally worked for southwestern Airlines as their executive vice president, so Mr. Neelman developed working relationships with many in spite of appearance Southwest Airlines and subsequently recruited those same people to JetBlue Airways as his management squad much(prenominal) as Ann Rhoades.JetBlue Airways External Recruitment MethodExternal recruitment by an organization can be through a variety of mediums such as advertisements, recruitment agencies, and personal recommendations. The advantage of external recruitment for an organization is that it can create a larger pool of applicants from which the organization can discern the best candidate from. JetBlue Airways followed the traditional route of advertising in a newspaper. The advertisement for reservation agents was placed in a Salt Lake City newspaper, which resulted in a waiting nominate of twenty five hundred applicants. The outcome of JetBlue A irways recruitment process both internal and external was very successful, which was attributed to Ann Rhoades experience in human resources. Furthermore, the strategies used by JetBlue to attract employees created a very robust and experienced management team and as aforementioned a waiting list of twenty five hundred applicants.Personnel SelectionMany organizations utilize a meter interview selection process which consists of a pre-established interview questions in order to measure the applicants skills and qualifications. However, JetBlue Airways conducted an interview process for their mechanics and pilots that was very unique. The process of interviewing the pilots was based upon JetBlue Airways five values that were translated into specific un delectable and desirable behavioral situations. Interview questions were then posed in respect to the pilots past behavior and how that particular behavior correlated into his or her s pass awayping point making process, which was ver y unique considering a pilot must make snap decisions every day within a very chaotic environment.Furthermore, octuple interviewers were used in the interview process the reasoning for the multiple interviewers was that if a pilot were to be selected for hire then all interviewers must reach a consensus rather than an average. The interview process for the mechanics was very similar to that of the pilots, but slightly different in that the mechanics were interviewed with one of the five JetBlue Airway values as the focal point of the interview. The one value was integrity, which a logical approach considering the safety of passengers and the mechanical reliability of an airplane is dependent the mechanic to do what is ethical.Performance Appraisal SystemThe concept of performance judgments have been around for over sixty years and it is a method by which a supervisory program evaluates the job performance of a subordinate in a formal structured environment. This review takes the f orm of a periodic interview either trucking rig annual or annual basis in which the work performance of the subordinate is examined and discussed. Weaknesses and strengths in performance are identified and the supervisor outlines opportunities for the subordinate to emend in those identified areas. The three factors that influence a performance appraisal system include the following The appraisal should be based on standard Employee should have input into development of the standard Appraiser should be someone who has observed employees work 360-Degree Feedback Evaluation360 degree feedback is an employee development feedback mechanism that is derived from employees within the company. This includes managers, coworkers, and ancillary staff, which is considered to be internal within the organization. In contrast, external feedback is derived from the customers and suppliers. It also known as multi-rater feedback system because it is concluded from several groups within and outsid e the company. The main reason for using the 360 degree feedback is to ascertain how you are thought of. In addition, to make the results more objective rather than subject there is a sluggish party that is involved. Lastly, 360 degree feedback provides the best insight into employee performance than any other appraisal method.The three advantages of using the 360 degree feedback include the following 1. As the result of carry out the 360-degree appraisal need to have a lot of people to do the evaluation for the staff, it whitethorn include the staff in the company, from the top (manager) to the bottom (colleagues), even some external sources such as the customers. If it is conducted well, this can give the employee a more comprehensive and accurate view for the evaluation and also it is tidy for the staffs self-development. It is more comprehensive than other appraisal methods since they may only need the manager to do the evaluation.2. It increases the credibility of the apprai sal result. Since the 360-degree appraisal methods need a lot of people to finish it, as mentioned before it may include of the manager also other staff, it can reduce the dirty of the result. It is because it contain everyones point of view, not only the manager or any single staff, then they cannot give some comments that immortalize the evaluated employee is very good or not, then help the staff easily get to promote to higher position or make the staff lose the job. It can show that this appraisal can help to increase the credibility of the appraisal result. 3. The feedback from the peers can help to enhance the staffs self-development.Not every appraisal methods will also include the feedback from the peers, that may only judge by the manager, so it is not easily show the real performance of the staff since the manager may not observe the performance of the staff in every single minutes and they may only have a blurred impression of the staff. ( group P The advantages and di sadvantages of 360-degree appraisal in the hospitality industry, 2007) JetBlue Airways utilized the 360-degree appraisal as a means to measure the needed training and development of its employees. In addition, 360-degree appraisal was also utilized as means of ensuring that employees were adhering to JetBlue Airways values. The dimensions that were rated in the appraisal process reflected the five values.Factors Determining Employee CompensationEmployee compensation must be plum and equitable to the employee and must be tied directly to the employee job evaluation, but there are two important factors that can skew the rating, which in bowl over will reduce the compensation for the employee. The two factors are job subjectivity and rapidity with wich the job fundamentally changes, which can create an innaccurate and unreliable evaluation. The following are four factors that are essential in determining financial compensation for an employee Skill/Know How Effort Responsibility Work ing ConditionsDiscretionary Employee BenefitsMany organizations offer discretionary benefits to their employees. However, there are the smaller organizations that are unable to offer discretionary benefits because of the inability to afford them, so in lieu of benefits they offer a higher starting salary or may provide compensation in other ways such as more days off per year or bonuses. Furthermore, discretionary benefits are reduced for part time employees. The three most common discretionary benefits that an organization offers to their employees are health insurance, gainful time off, and retirement plan. JetBlue Airways offered medical benefits, personal time off rather than the traditional holiday and 401 K, which was the retirement plan. These benefits were provided to their full and part time employees.ConclusionIn Summary, JetBlue Airways is an organization that prides itself on taking care of their customers, but they also go to great lengths to ensure that their employee s are also taken care of by fling them the highest pay in the industry and other tailored benefits, which translates into a happy employee. Would you like to work for JetBlue Airways?Referenceshttp//www.eeoc.gov/facts/qanda.htmlGittel, J. H., OReilly, C (2001). JetBlue Airways Starting from Scratch. Boston Harvard Business schoolhouse Publishing. Pp. 1-14 (78-91). http//project.shtm.polyu.edu.hk/wiki/index.php/Team_P_-_The_advantages_and_disadvantages_of_360-degree_appraisal_in_the_hospitality_industry