Management Research Project
Singapore Airlines has a history of more then 60 years. It started out as Malayan Airways which began operating scheduled flights between Singapore and Kuala Lumpur in an Airspeed Consul plane in 1947. After 26 years, Malayan Airways was renamed MSA in 1963 and it split into two airlines, Malaysia Airlines and Singapore Airlines. It is from this moment that Singapore Airlines commenced its independent operations. It began with 5 Boeing B707s and 5 Boeing B737s, now it has over 150 most advanced planes flying to 90 destinations over five continents.
Singapore Airlines to date, ranked top 10 international air carriers in the world. It has won the “airline of the year” in the airline industry, rewarded by the Airline Transport World, in its 34th Annual Airline Industry Achievement Awards. How is it possible that Singapore Airlines is so successful in its industry and achieving competitive advantages above others? This has been achieved by the stringent selection of crew, crew resource development and employees. Singapore Airlines Group has more than 29,000 employees. This large workforce comprises a diverse mix of people who bring a range of skills, attributes and personalities to the workplace. Therefore, Singapore Airlines need a structure that enables people to work and deal with one another in a co-ordinated and co-operative way as they work towards the goals of the business.
Singapore Airlines focus on the human resource side of the company and these human resource management strategies are put to play. They are extensive training and retraining, formation of successful service delivery teams, empowerment of the front line and staff motivation. All this are in line with the company’s goal of service excellence and cost effectiveness.
Crew resource management is the main aspect of the company’s competitive edge. As airlines operate in a competitive environment, a key area of competition for them is the quality of customer service. Customer service helps to
Singapore Airlines to date, ranked top 10 international air carriers in the world. It has won the “airline of the year” in the airline industry, rewarded by the Airline Transport World, in its 34th Annual Airline Industry Achievement Awards. How is it possible that Singapore Airlines is so successful in its industry and achieving competitive advantages above others? This has been achieved by the stringent selection of crew, crew resource development and employees. Singapore Airlines Group has more than 29,000 employees. This large workforce comprises a diverse mix of people who bring a range of skills, attributes and personalities to the workplace. Therefore, Singapore Airlines need a structure that enables people to work and deal with one another in a co-ordinated and co-operative way as they work towards the goals of the business.
Singapore Airlines focus on the human resource side of the company and these human resource management strategies are put to play. They are extensive training and retraining, formation of successful service delivery teams, empowerment of the front line and staff motivation. All this are in line with the company’s goal of service excellence and cost effectiveness.
Crew resource management is the main aspect of the company’s competitive edge. As airlines operate in a competitive environment, a key area of competition for them is the quality of customer service. Customer service helps to
References: 1. Heracleous, L., Wirtz, J., & Johnston, R. (2004).Cost-effective service excellence: Lessons from Singapore airlines. Business Strategy Review. 2. Singh, K. (1984). Successful strategies-the story of Singapore airlines(SIA). Pergamon Press Ltd. 3. Chan, D. (2000). The story of Singapore Airlines and the Singapore Girl. MCB UP Ltd. 4. Heracleous,, L., Wirtz, J., & Pangarkar, N. (2008).Managing human resources for service excellence and cost effectiveness at Singapore Airlines. Emerald Group Publishing Ltd. 5. Wirtz, J., & Johnston, R. (2001). Singapore airlines: What it takes to sustain service excellence – A senior management perspective. NUS Business School. 6. The Airline Transport World home page 7. Noe R.A., Hollenbeck J.R., Gerhart B. & Wright P.M. (2009), Human Resource Management: Gaining A Competitive Advantage, 7th Edition McGraw.Hill International Edition.