Jet Blue Case Study

Topics: Human resource management, Employment, 360-degree feedback Pages: 6 (1912 words) Published: January 16, 2013

Rod Denney

Western Governors University


This essay will 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 five core values that were also established. These values 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 Airway’s management viewpoint 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 union organization attempting to unionize the company.

Three National Equal Employment Opportunity Laws
JetBlue Airways hiring practices were compliant with the equal employment opportunity laws, which included the following: • Title VII of the Civil Rights Act of  1964 Title VII , which prohibits employment discrimination based on  race , color , religion , sex , or national origin • 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 establishment 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 hiring philosophy. With that being said, JetBlue Airway’s new employment model from the time the organization was formed was to focus on selecting particular employees that would best fit into the company’s core values as opposed to focusing on the employee’s skills and experience. This innovative approach could create a work environment that would promote a higher level of satisfaction amongst the employee’s and staff, but would also create a working environment that would be more 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 fit.” In addition, JetBlue provided customized employment packages intended to “ensure overall equity in treatment” (The case study of JetBlue Airways Starting from Scratch, 2001). For example, when JetBlue Airways offered an employment package for flight attendants, there was a preference toward college students. This preference in hiring college students was apparent because JetBlue Airways offered more in the way of financial compensation and lower indirect benefits. In addition, JetBlue Airways also offered a variety of unique and innovative pay and compensation packages for their pilots, ramp workers, and ticket agents, which were tailored around the employee’s needs rather than the needs of the organization. JetBlue Airways Internal Recruitment Method

The main focus of an internal recruitment process within an organization is to fill vacant positions that become open over time and or to promote an employee in lieu of seeking a candidate outside of the organization, which saves the organization from paying the training costs associated with the training of new employees. However, JetBlue...

Gittel, J. H., O’Reilly, C (2001). JetBlue Airways Starting from Scratch. Boston: Harvard Business School Publishing. Pp. 1-14 (78-91).
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