JetBlue Airways Summary
The JetBlue airways were founded in 1999 by David Neeleman, the main objecting behind establishing this new airline was to combine a sense of innovation and technology for the air travel satisfaction to customers. Neeleman described the airlines as the customer advocates and claimed it had the purpose of making air travel accessible to all and bringing down the travel cost which had been highly exaggerated by the competitors.
Initially, the airways, which rose to be the best start up in the US aviation industry, was started with $130 million as the initial capital. It is the airline's company that first tried the paperless operation in most of its functions and succeeded. it was trying new strategies in a tough season where most of the US airlines were struggling to remain standing, and others had collapsed because of bankruptcy. Experts criticized JetBlue claiming it has no chance of surviving because 51 other airlines had collapsed and only two were in operation. The airways which have its hub in the John F. Kennedy international airport is now one of the best-established airlines in the world. Currently, the airlines have over 40 planes and will be hitting a staff population of 5000 soon. This essay aims to highlight some of the human resources behaviors, strategies, and practices that relate to the JetBlue airways case.
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National Equal Employment Opportunity Law
The equal employment opportunity law is meant to bring diversity to the employment and open more opportunities to sections of the community who had been underprivileged in the past. Some of the people that have benefited with this law include women, minorities, and people living with disabilities. The case of diversity was adhered to in the hiring of the top managers at the JetBlue airways hiring. The vice president was a woman, and he was in charge of hiring other personnel into the company. There was also equal employment opportunities in the sense that the people employed came from different regions. Some were from Arizona, Connecticut, and New York while others came from Manhattan.
There are various equal opportunity laws that apply to the JetBlue airways scenario. One of the employment laws that apply in this airlines scenario includes the Lilly Ledbetter fair pay act of 2009. This act is meant to eliminate discrimination using pay. The law dictates that it any paycheck that unfairly pays workers less than the expected amount is discriminatory and is open for legal suit; in this sense, the JetBlue airways have been working to hire workers and giving them what they want. Their pay plans and policies have been highly customized to meet this objective. The company has customized its human resources strategy to have tailored jobs, pay and benefit packages. Unlike their competitor companies, the JetBlue Company is providing medical benefits and personal time off in addition to the conventional holidays. Those working during holidays are offered double pay.
The company discourages equal pay because it views this law as discriminatory and claims people’s needs are not similar; though the equal pay act of 1963 claims that an employee should not be paid less money because of their gender. Sometimes it may not be applicable in real life situation. Sticking to it might be discriminatory in the sense that some workers might be having more needs that the others. Offering equal pay would make human resource tasks to be simpler, but it would not save to solve the employee needs.
The other laws and policies that govern the hiring process are the Title VII of the civil rights act of 1964. The law is meant to prohibit employers from discriminating in hiring, firing, promoting, compensating in terms, conditions, or privileges of employment by race, color, sex, religion, or national origin. The company is outing effort to employ qualified people from different races, backgrounds, religious affiliation, and color. The company is trying to provide equal employment across all level. The company is also in adherence of rehabilitation act of 1973 that demands that a company should not fail to hire people by their disability (Connolly Jr, Connolly, & Feinstein,2017).
Recruitment Efforts
Internal Recruitment Methods
The jet blue company aims to have a value based recruitment environment. Though it the company aims to hire the best people and then go ahead to treat them like they are part and parcel of the company. To deliver on this objective the company has designed fair compensation plans, benefits programs, great two-way communications, terrific training, career growth opportunity and a safe fun environment to work in.
Some of the common methods used in the internal recruitment include job posting and job bidding. The job posting is meant to inform the present employees of the employment opportunity that have arisen in a company. The job biding and the other hand is used to get the right employees who have skill take up senior positions and ranks. Considering the JetBlue is the value based company it utilizes this two methods to have its well-fitted employees take higher roles. When there is a vacancy in supervisory or other senior ranks communication is made among the workers. However, the company tries to avoid promoting employees who are not good performers and are of undesirable behaviors. Critical interviewing to study behaviors is used, and the company discourages employee’s referral a means of recruitment (Collins, & Mossholder, 2017).
External Recruitment
Mostly the JetBlue airlines utilize the media advertising as their recruitment channels. Through this process, the available job vacancies are advertised to the public, and the applicants send in the applications. A rigorous sorting process is ten followed to select suitable candidates, interviewing is later done on the candidates who might take up the new posts the human resources department reports that it does not concentrate on taking people who have been in the aviation industry, but it rather adapts good candidates who can fit the available positions. Behaviors skills and being a good fit are some of the elements that eh company goes for.
Benefits and Effects of the Recruitment Methods
One of the major benefits of the recruitment methods employed by the JetBlue Company includes having a diverse workforce; sourcing employees from industries that are not necessarily aligned with aviation. This means the company has high chances of getting diverse workforce. This is an advantage in the recruitment process because they are not coming with predetermined intimations and motivations. The workforce is fresh and willing to learn new ideas. If all the workers were from the aviation industry, they would come with the old ideas form p[previous companies and this would not be good for the JetBlue company. It would equal to bringing old mistakes ad challenges that are haunting competitor companies.
The method of job positing ad job biding allows the employees with favorable skills and behaviors to acquire new senior roles and responsibilities, this means promoting their decision-making abilities, and it would be a good chance to bring the employees into new challenges and tasks and providing opportunity to evaluate their capabilities. Promoting them to senior employment levees would mean better remuneration for them. It would be promoting their career life and personal progress. It also serves as a means to advance employees motivation (Dmitrieva et al., 2014).
Personnel Selection
Personnel Selection Interview Process for Mechanics and Pilots at Jet Blue
At JetBlue pilots and mechanics with great attitudes and portray appealing behaviors have the chance of being selected; in the selection process, the human resource focuses on looking for value. The interview processes aimed to analyze how the candidates responded to some challenging situation that would have made them conflict with policies and requirements of their companies. The interviewing panel is composed of some interviewers. Hiring requires that the multiple interviewers arrive at a consensus to prove that the candidate is fit to serve the company.
The company uses two type of two types of interviewing approaches; the unstructured and behavioral interview. The unstructured is quite open and gives the interviewer to probe the respondents. In the JetBlue case, the candidates are probed on their past conducts and response to challenging situations. For instance, the candidates are asked about the situation in which they utilized integrity in their career. Additionally, the company used behavioral interviews to assess the conduct and behaviors of the candidates on various challenging situations. Though it has been criticized for being a bad predictor of a job success, it could be used to determine which candidates are well positioned to serve in the company effectively.
Goal Of The Interviewing Process
The goal of the interviewing is to get employees of high caliber in relations to behavior, attitudes, integrity and social behavior. With the process, it is possible to identify the best candidates. The superior’s candidates would stand out and have a better chance of getting selected. Those with vile behaviors and not showing humanity in their conduct would be left out. for instance the human resources reports of leaving out pilots who were perceived to be arrogant. The junior technicians who showed indication of integrity were awarded employment. It also gives the interviewee an opportunity to show their real-life experience in different situations and how the responded to it (Breaugh, 2017).
Factors That Affect Performance Appraisal System
Performance appraisal system can be described as the tool that used by a company to evaluate the overall performance of the employees. Traditionally the managers had had the privilege of evaluating the junior staff's performance based on experience and memory they possess. There has been criticism that performance appraisal system is not motivating and is ineffective. They are said to put the senior officers at an advantage and this makes the junior officers uncomfortable and discontented. One of the factors is that there is appraiser discomfort which leads to dysfunctional behaviors. It f the system has a faulty design it will lead to improper administration and fail in giving employees the appropriate appraisal (Bracken, & Church, 2013).
Other factors that are interfering with the result is the appraisal system includes manipulation to the evaluation, personal biases and strictness and lack of objectivity. For instance, the system concentrates on factors that are hard to measure for instance the attitude, performance, and personality are hard to measure. The systems are strict in that the managers are sometime sorted hard on the employees; this makes it hard to give a lenient rating. The management might allow individual differences to come in the appraisal system the result might not be favorable. Other factors that affect appraisal systems include legislation, labor union, and corporate culture.
The 360 Degree Feedback Evaluation
This appraisal method has been utilized by major conies around the world and is seen to be successful. Some of its advantages include the fact that it offers a more comprehensive view towards the performance of employees. Thereof or it is free from bias and stereotyping. It is acclaimed of improving the credibility of performance appraisal and increasing responsibilities of employees to the customers. It is possible to collect opinions from the employees and make them applicable in the organizational environment. The other advantage is that is possible to have honest results with it especially when large numbers of staffs are involved in the evaluation.
How Jet Blue Has to Utilize the 360-Degree Feedback Evaluation
The company has utilized it to prioritize on the customer satisfaction including placing the customer at a central position and all the operations of the company revolve around them. The company is also investing in formal training and development. Having one on one conversation helps achieve better communication which is important in this kind of evaluation. The feedback is also used to sort and work on complaints. With this approach, all the organization’s employees, management, and stakeholders can provide rating and feedback on the evaluation plan.
Identifying Factors That Are Essential in Determining Financial Compensation
Some of the factors that affect financial compensation include the employees, the organization, and the job and labor market. Some elements look regarding the employee in the financial compensation includes job performance, skills, seniority, competencies, potential, experience, and influence (Gupta, & Shaw, 2014). In regards to the organizations, the factors include compensation policies and ability to pay. Lastly, the labor market can influence the compensation using compensation survey, expediency, cost of living and economy (Certo, 2015).
Discretionary (Voluntary) Employee Benefits
Identifying the Benefits
Some of the major discretionary benefits that organizations offer include payment for time not worked for, health care, life insurance, retirement plans, employee stock option plan and employee services however this benefits change with time as employees indicate a change in preferences.
Utilization Of Discretionary Benefits By The Jet Blue Company some of the discretionary benefits is paying workers to double if they turn up to work during holidays. The company is also paying medical insurance and retirement plans for its employees. There is also a focus on employee’s services in bid to retain and motivate them
References
Bracken, D. W., & Church, A. H. (2013). The" new" performance management paradigm: capitalizing on the unrealized potential of 360 degree feedback. People and Strategy , 36 (2), 34.
Breaugh, J. A. (2017). to Recruitment. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention , 12.
Certo, S. (2015). Supervision: Concepts and skill-building . McGraw-Hill Higher Education.
Collins, B. J., & Mossholder, K. W. (2017). Fairness means more to some than others: Interactional fairness, job embeddedness, and discretionary work behaviors. Journal of Management , 43 (2), 293-318.
Connolly Jr, W. B., Connolly, M. J., & Feinstein, J. (2017). A practical guide to equal employment opportunity . Law Journal Press.
Dmitrieva, N. V., Zaitseva, N. A., Kulyamina, O. S., Larionova, A. A., & Surova, S. A. (2014). Scientific and theoretical aspects of the staff recruitment organization within the concept of" Talent Management". Asian Social Science , 11 (3), 358.
Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review , 24 (1), 1-4.
