Complete Thesis HRM and Emirates Airline

RESEARCH TITLE
The Role of Human Resource Management in Business Growth – A Study on Emirates

Airlines
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Table of Contents
Abstract:...........................................................................................................................................3
1.0. Introduction...............................................................................................................................4
Identification of Company...........................................................................................................5
Background of the Study:............................................................................................................5
Problem Statement...........................................................................................................................9
Aim of the Study:.............................................................................................................................9
Research Questions........................................................................................................................10
Research Objectives.......................................................................................................................10
Significance of the study:..............................................................................................................10
Chapter Two – Literature Review.................................................................................................11
2.0. Human Resource Practice of Emirates Airlines..................................................................11
2.1. Human Resource Management and Company Operations.................................................17
2.2. Emirates Airlines HRM’s Input during COVID-19............................................................21
2.3. Business Growth and HRM Function.................................................................................22
2.4. Emirates Airlines Human Resource Management and Business Growth...........................25
Chapter Three – Research Methodology.......................................................................................28
3.0. Introduction:........................................................................................................................28
3.1. Target Population and Sampling:........................................................................................29
3.2. Sampling Techniques..........................................................................................................29
3.3. Data Collection Method:.....................................................................................................29
3.4. Tools for Analysis...............................................................................................................30
Chapter Four – Data Analysis........................................................................................................30
4.0. Introduction:........................................................................................................................30
4.1. Section A - Questions related to Respondent’s Demographics:.........................................31
4.2. Section-B (Questions related to Descriptive Variables).....................................................34
4.3. Correlation Analysis...........................................................................................................45
Chapter Five – Conclusion............................................................................................................46
5.0. Conclusion:.........................................................................................................................46
5.1. Recommendations:..............................................................................................................49
5.2. Practical Implications:.........................................................................................................51
References:....................................................................................................................................52
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Abstract:
The present chapter is designed to examine the impact of Human resource practices adopted by
the Emirates airlines and to analyze the overall growth in relation with human resource
management. The researcher combined qualitative and quantitative research methods in this
study. Questionnaires are used to find answers to research questions in Spanish. Secondary data
was used to identify factors that influence overall business growth. The study has been found that
HRM provides a clear picture of how the organisation might gain a competitive advantage and
contribute to its overall success. Companies such as Emirates Airline have been found to be able
to deal with human resource difficulties in a strategic manner, involving a variety of HR
management strategies and policies. This enables employees to contribute to providing high-
quality service even if the company is experiencing both internal and external issues.
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1.0. Introduction
Human Resource Management (HRM) is a set of organisational operations aimed at attracting,
developing, and keeping a productive workforce. HRM's goal is to increase an organization's
productivity by maximizing the efficacy of its personnel. Human resources' basic objective will
be to acquire, develop, and retain people; align the workforce with the business; and be a
valuable asset to the company (Gubman, 1996).
A well-managed human resources department can make a huge impact on the overall business
performance of a firm. It's because human resources deal with the needs of the employees whose
satisfaction and welfare affects the productivity and growth of the business greatly. Automated
human resources have always been at the top of their game, for instance. Their easy onboarding
processes and technological procedures in handling their employees' concerns produce great
results. Employment concerns are always urgent no matter the scale of the issue (Jiang, et al.,
2012). Human resources with poor management are at risk of receiving these reports late because
they lack the system to get them as early as possible. No business can afford to have those delays
in this department these days. People are now more knowledgeable about their rights in the
workplace, as well as what treatment they deserve. So, if the human resources department is
having trouble dealing with employee difficulties, it will be difficult for the company as a whole.
Many firms have a hard time pointing out the problems between their employees or in each of
them (Bratton and Gold, 2017).
It's important to get to the bottom of that early on, or else the company might experience
setbacks that are hard to get over. Only human resources can track these micro problems in the
employment aspect. Without the proper automation tools and management assistance in this
department, the business might keep running on mediocre employee performance instead of
having improvements in that area. Basically, it's the employee performance that's at stake in
human resources management. The employees are the gears of the overall business performance,
so that always needs great attention (Armstrong, 2020).
Many studies have stressed the role of human resource management in organisational
development since the early 1960s. It has been observed that Schultz, (1961) identified a strong
correlation between organisational productivity and human talents, as well as the ability to
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accomplish organisational growth through human capital investments. Human resources will
play a vital role in addressing numerous issues in the twenty-first century, according to current
research (Li, Wang, and Zhang, 2011). The importance of human resource management and
human resource strategies in contributing to Emirates Airlines' overall success will be discussed
further in this study.
1.1. Identification of Company
Emirates Airlines is the largest airline in the United Arab Emirates, as well as the country's flag
carrier. Emirates, based in Dubai, United Arab Emirates, is the Middle East's fastest expanding
airline. It is the world's most profitable airline industry. Emirates Airlines is a global airline with
one of the newest aircraft fleets and over 400 international accolades for excellence (Graham,
2010). The firm flies four of the ten longest non-stop flights from the Middle East to other
regions of the world, demonstrating its dominance. Emirates Airline operates flights to more than
150 locations in more than 80 countries worldwide.
1.2. Background of the Study:
Over the last 20 years, the management of people within organizations has been a more widely
recognized essential topic for researchers and practitioners. Human resources are increasingly
being recognized as a vital component of an organization's potential to achieve financial success.
As a result, businesses are focused on improving employee engagement and organisational
commitment to become more employee-centric (Kramar, 2014).
It is critical for businesses to implement a human resources management (HRM) system that
maximizes employee productivity because it gives them a competitive advantage in today's
global market economy, when technology, financing, and other resources are more readily
available. Firms have increasingly realized the potential for their employees to be a source of
competitive advantage. Using people to gain a competitive edge necessitates paying close
attention to the techniques that best exploit these assets. It has been observed that properly
planned Human Resources management strategies can improve company performance. Human
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Resource Management techniques, according to related theories and supporting assumptions,

influence employee attitudes and actions (Aswathappa, 2013).
Khan (2010) claims that human resource management is an unappreciated asset in any
organisation. It offers value to the organization's performance and ability to deal with turbulence
when it is integrated into the operational system. HRM that is effective aids in the development
of human resources into high-quality, efficient workers, allowing the company to gain a
competitive advantage through its people. Inefficient employees, on the other hand, might raise
labor costs and lower output. In order to stay competitive, grow, and diversify, a company must
ensure that its employees are competent, placed in appropriate roles, properly trained, managed,
and committed to the company's success. HRM's purpose is to maximize employees'
contributions in order to optimize productivity and effectiveness while also achieving individual
(such as having a difficult job and receiving recognition) and societal (such as achieving optimal
productivity and effectiveness) (such as legal compliance and demonstrating social
responsibility). Human resource dimensions or practices such as performance appraisal, reward
systems, training, and recruitment have a significant impact on organisational performance and
contribute to the positive relationship between human resource management and organisational
success.
Çalişkan, (2010) examined that the organisations all across the world are striving to improve
organisational performance, regardless of their size or industry. Managers in the organisation
evaluate performance by, for example, comparing it to a benchmark. They investigate and assess
their findings before designing controls to help the company operate better. The business
manager of a commercial firm is accountable for the company's financial success, which sets it
apart from other types of businesses. The performance and achievements of an organisation are
held accountable to the business's owners by the organization's management. This is typically
demonstrated in the management accounts that are generated and presented to the Board of
Directors at their annual meetings. Managers can only perform well and justify their authority if
they deliver the predicted economic outcomes, such as the long-term profits they hoped for.
Operational research is frequently used by management to improve profit, yield, utilisation, and
performance. The management of an organisation typically develops a measuring system to
define change goals and assess the organization's performance, which includes the use of training
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and development, removing internal roadblocks and improving internal controls, engaging
people within organisations, participative management style and feedback mechanism, quality of
work, and performance benefits and evaluation. One of the most essential ways to improve
organisational effectiveness is to use these techniques. Increased organisational performance can
contribute to timely company success, whether in a stable or unpredictable environment. This is
crucial since people despise occupations that offer little diversity in their work and are
excessively repetitive, leading in intentional reduction or reduced effectiveness. As a result, these
strategies are applicable to both small and large organisations, regardless of whether they operate
in a stable or volatile environment.
Bertillo, et al., (2013) focused on British Airways' management strategy to refocus its short,
medium, and long-term strategic goals on improving customer service through streamlined
recruiting, selection, training, and promotion processes. British Airways is one of the world's
largest, most advanced, and quality-driven airlines, principally serving Europe and North
America. Human resource management methods, which are recognized among the best in
recruitment, selection, training, and promotion systems, are one of the airline's strongest assets.
People look to this approach to produce one of the most comprehensive customer service training
courses. The strict standards required in the hiring processes are the strength of British Airways'
training programme, contributing to the unrivalled British Airways quality of customer service in
the industry. This, however, comes at a high cost to the airline. Excellent training improves the
human capital's competitive advantage, but it also drives transfers to competitors with stronger
offers. Furthermore, British Airways will have to dig deeper into its pockets to cover the
increased costs of training, development, and promotions. However, in these sectors, the
strategic focus will most likely be on diversifying the pool of applicants among the most favored
feeder countries. This will deliver workforce at a lower cost, yet with the same high character-
based qualifications. Other Commonwealth countries and host countries with flight reciprocity
can be included to the search. Diversification is believed to help both employees and the
organisation as a whole. As a result, British Airways is in the midst of its path to a global
expansion through human resources management strategy in the airline business. Improving
human resource management processes is a step in the right direction.
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Cania, (2014) studied that the organizational performance is becoming increasingly crucial,
particularly in a market that is becoming more competitive and dynamic. Organizational
performance is measured using a variety of metrics. It ensures the company's capacity to stay
competitive in a global market. Human resources are typically employed to implement
performance metrics. Human resources are crucial to an organization's market competitiveness.
These human resources must be successfully managed in order to achieve the organization's
intended performance. Human resources must be handled strategically, with their strategy
matched with that of the organisation. The focus of this research was on the role of human
resource strategic management in achieving organisational performance. This research was based
on both primary and secondary sources. Organizations are seeking to increase their market
competitiveness by managing their human resources to attain the required organisational
performance. Cost reduction, attaining sales targets, expanding the number of customers,
increasing market share, improving product quality, developing innovative products, and
improving efficiency are just a few of the objectives. In order to achieve these performance
indicators, human resources are crucial.
Diaz-Fernandez, et al., (2015) investigated the association among the human resource (HR)
practices and innovative performance in the Spanish manufacturing industry. The authors have
been focused on innovativeness in particular, examining how various human resource
management (HRM) policies, such as training investments, favor this capability and whether it is
also influenced by the usage of full-time and/or temporary personnel. The researchers proposed
the assessment of these associations by using the Spanish Survey of Industrial Strategic
Behaviour to analyse these correlations. The authors concentrate their longitudinal research on
the years 2001-2008, which saw Spain's strongest economic growth in decades. According to the
data, the most innovative companies are also the most competitive in terms of added value.
Furthermore, while there is a large and favorable link between the usage of full-time workers and
innovation, the function of temporary workers remains uncertain. Finally, it has been examined
that the investments in new technology, languages, and data processes had no effect on
innovation. The study concludes with a discussion of some of the authors' takeaways from these
prosperous years, as well as the impact of HRM investments on businesses. This study illustrates
that there are two goals that managers should strive for. On the one hand, they should
concentrate on innovation as a means of improving company performance. Managers, on the
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other hand, should spend in specialized training in order to create more inventive and lucrative
businesses.
De Brito and De Oliveira, (2016) examined the relationship between human resource
management (HRM) and organisational performance from both a theoretical and empirical
standpoint. The importance of HRM for resource development and its impact on business
success is discussed theoretically. The researchers used empirical methods to examine
publications about such links that were published in Brazilian academic journals. The findings
revealed a scarcity of research at this area. Only 16 (0.6%) of the 2,469 papers examined the
relationship between HRM and organisational performance. In comparison to financial and
efficiency variables, the researchers discovered a dominance of individual HR practices, which
do not address HRM as a system, and operational performance indicators. According to the
research, the majority of studies reveal a positive association between HRM practices and
performance. Moreover, the researchers raise several methodological concerns, such as the
difficulties of isolating HR practices from their context, the failure to evaluate the timing of this
link, and the comparison of organizations from various industries.
1.3. Problem Statement
The global aviation industry endured a devastating crisis in 2009, with over a dozen airline
bankruptcies, shrinking airline networks, and reduced service levels. As a result, it had a
detrimental influence on the Middle East aviation industry, which was already suffering from the
global recession as a result of the GCC countries' lower oil prices. Despite the worldwide
recession, the Middle East's air travel, tourism, and aviation industries continued to develop.
Because of the rising growth and demand in the Middle East aviation business, competition
among competitors has intensified, posing a challenge for Emirates Airlines.
Therefore, the present research might help the organisation take the appropriate actions in the
areas where it needs to focus more. This research aims to discover the various approaches used
by Emirates Airlines to overcome competition from competitors in the aviation industry by
utilising human resource practises as a sound model of effective human resource management
and proper strategic planning that resulted in business growth. In both a practical and theoretical
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sense, this study will assist management in learning more about employee happiness, its
relationship to organisational performance, and how it affects the firm's overall growth.
1.4. Aim of the Study:
To highlight the impact of Human resource practices adopted by the Emirates airlines and to
analyze the overall growth in relation with Human resource management.
1.5. Research Questions

 What are the Human resource practices adopted by Emirates Airlines?
 How does Emirates airlines incorporate human resource management into its operations
for enhanced organizational performance?
 How business growth is reflected in Emirates airlines?
1.6. Research Objectives

 To identify the different Human resource practices adopted by Emirates airlines to gain
competitive advantage over its rivals.
 To analyse the organizational performance in regards with the Human resource
management.
 To analyse the impact of Human resource management on the overall growth of Emirates
airlines.
1.7. Significance of the study:
The present study is designed to examine the role of human resource management in business
growth, where the researcher has chosen the Emirates Airlines. This research will help the
chosen company to improve its HRM activities in order to improve its business growth. The
aviation business has evolved from who has the best advertisements, has a worldwide standing,
is prestigious, or has the most luxurious offices to who creates novel goods, manages risks, is IT-
friendly, has excellent customer relationship management, and keeps customers coming back. To
achieve these goals, Emirates Airlines will require workers with specialised skills and
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competencies, as well as the appropriate attitudes and behaviours. The optimal use of human
resources determines organisational performance, which includes effectiveness, efficiency,
success, and development. Regardless of technology, the aviation industry is primarily a labor-
intensive service industry. As a result, Emirates Airlines will not be able to maintain
performance unless human resource management is prioritized, because technology is simply a
supplement to human effort, not a replacement. Employees will be required to provide a
competitive advantage for Emirates Airlines. Because no substantial change is possible without
effective human resource management, businesses must increasingly focus on exploiting human
resources to differentiate themselves in a competitive context. It is well acknowledged that
human resources holds a unique and delicate position in the aviation business; as a result, a study
of this sort will aid chosen Emirates Airlines in understanding the impact of HRM on
organisational performance. In the context of Emirates Airlines, this study will provide relevant
HRM strategies, policies, processes, programmes, and practices, as well as possible outcomes. It
will also provide information on how Emirates Airlines might use "best fit" principles as a
strategic response in the near future. The greater community will gain from increased aviation
industry performance since it will raise the living standards of the majority of the informal sector
that deals with them and contribute considerably to UAE’s economic growth. This research will
encourage policymakers and implementers to pay close attention to HRM practices and HRM
strategies' importance in accomplishing organisational goals. The academic significance of this
work is that it adds to existing HRM ideas, serves as a reference for people working on similar
subjects, and allows others to conduct additional research on HRM and organisational
performance. The findings and recommendations will give a firm foundation for Emirates
Airlines to manage their human resources effectively, as well as an opportunity for the selected
company to improve performance with their current personnel. The study will also contribute to
the understanding of HRM concepts in the aviation industry and act as a reference for future
research.
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Chapter Two – Literature Review
2.0. Human Resource Practice of Emirates Airlines
Strategic human resource management refers to a formidable combination of a company’s

workforce and its targets. It allows organizations to introduce innovation within their folds, using
which they can gain a comprehensive competitive advantage over their rival corporations. It also
helps companies in developing a unified organizational culture, privy to their core values and
determined targets (Armstrong, 2019). Emirates Airlines, one of the leading aviation companies,
has worldwide operations that are effectively steered by its apt leadership, built on the principle
of strategic human resource management. The company is considered to be amongst the
optimally staffed companies in the UAE. The company maintains an ideal number of employees
within its ranks to ensure the smooth continuity of its functions, both at domestic and
international levels. For the year 2019-20, the company had a strong workforce of 48,503
employees, with 43.2 percent of them have engaged in international operations. However, the
covid hit downsizing has led to a 29.2 percent redundancy in the company’s total number of
employees, taking it to 34,344 (Annual Report, 2021).
Fig 1.
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(Source: Annual Report, 2021)
For adept management of such a huge number of employees, Emirates Airlines employs the long
cycle performance management system that not leads to clear expression of targets but also
results in inclusivity and culture of acceptability. The performance management cycle involves a
never-ending loop of performance evaluation; one that is based on stringent planning, an
uncompromising regime of checks and balances, and a strict scale of parameters using which
managers assess the performances of the employees (Helmold and Terry, 2021). The main aim is
for the airline’s management to have a constant check over the performance of its workforce,
enabling it to pinpoint shortcomings which are then compensated through tiresome training and
drills. Moreover, the cycle also helps managers to ensure that the individual goals of every
worker are strictly in line with that of the company. Resultantly, this enables the employees to
remain proficient in their work and focused on their approach. The company’s HR system is
strongly placed on seven founding pillars, a brief detail of which is given is below:
i. Competitive Hiring Process

The right man for the right job is a necessary ingredient for the success of an enterprise.
If an employee’s educational background, work experience, and skillset does not match
the requirements of the job, it can lead to a wide range of issues not just for the employee
but for the company as well (Storey, 2007). Therefore, Emirates Airlines has forged a
competitive hiring process as a part of its strategic human resource management plan to
bring highly capable individuals within its folds. The company carefully picks its
employees from a large talent pool, created with the help of online advertising, print
media, and business development firms. Online advertising is one of the major sources
using which the company fulfills human resource needs. The airline company has
maintained a thriving online presence through its business website as well as using other
online crowdsourcing platforms. It posts regular updates about its recruitment drives over
the internet, allowing it to receive applications from all corners of the world. It is worth
noting that the company charts down a strict list of skills required out of the potential
applicants. So, it has a sound hiring process that helps it attract the best talent available in
the marketplace. Accordingly, it gets a fervent competitive advantage over other
companies in the industry, coupled with far-reaching for the enterprise.
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ii. Diversity and Culture

Diversity is the second name of competitive advantage. An organization having workers
with diverse cultural, ethnic, and religious backgrounds will always be put at an
advantage when compared to its competitors (Nankervis et al., 2011). Emirates Airlines
has a strong force of more than 34,000 people, performing duties for the company in
different corners of the world. This large group of individuals is attracted from almost
160 different countries, leading to the introduction of prolific workplace diversity in the
company. Workplace diversity helps the company with its international operations as its
employees are stationed on approximately 160 destinations spread out across 85 nations.
The richness of the airline’s diversity results in an uncomplicated organizational culture
that again comes out a benefit for it. Due to the simplicity of its culture, the company
finds it easy to manage people who dispense their duties in every part of the planet.
iii. Inclusive Decision-Making

Inclusivity of decision-making is of utmost importance because it helps the decision-
makers formulate a broad-based perspective of things and then develop policies that are
holistically inclusive (Boxall and Purcell, 2008). Emirates Airlines’ human resource
system ensures that each of the company’s employees enjoys a complacently embracive
office environment – one where workers can work to the maximum of their potentials.
Accordingly, employees feel encouraged to participate in the routine decision-making by
sharing ideas with the managers; and then clicking ideas are then shared with the
decision-making elite. Consequently, the concerns, reservations, and views of the
workers are reflected in the company’s policy-making which not only helps the airline
with its operations but also results in the creation of a satisfied workforce which is ready
to give its best for the business. This inclusivity of discussion during the policymaking
and policy implementation phases allows the workers and managers to sit together and
analyze a proposed policy document from a diverse range of aspects, allowing both
parties to assess the associated risks and gains. Resultantly, the company’s human
resource is faced with very little complications in the dispensing of their duties since a
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majority of them are timely shared with the management, which then genuinely strives to
reach an acceptable solution.
iv. Culture of Reward

Motivation is the key to make a team work hard and Emirates Airlines is leaving no stone
unturned to adopt this method in its human resource management. The company’s
management is responsible for performing periods performance reviews of different
members of staff; varying criteria have been designed to undertake performance
evaluation of the employees belonging to different departments of the company. The high
achievers are rewarded in the shape of financial compensation, travel benefits, and
speedy promotions through the hierarchical ranks. The culture of rewards is extremely
important to uplift the performance of an organization’s employees as they feel motivated
to reflect quality in their work (Eshtrefi, 2021). The culture develops an equitable system
wherein every employee is rewarded according to his/her effort and hard work – high
achievers get to bag more benefits whereas low achievers are rewarded less (Hsieh and
Chen, 2011). So, Emirates Airlines has aptly benefitted from its own unique culture of
rewarding its employees based on their performance.
v. Continuity of Training
Honing their skills and remaining up-to-date with the latest knowledge is pivotal for a
company’s employees. A managerial perspective on the importance of on-job training
dictates that workers should be continuously subjected to training to allow them to learn
new skills and become invaluable assets for the company (Schindler et al., 2011).
Emirates Airlines has designed a rigorous on-job training mechanism for its employees,
requiring them to learn new skills and remain informed with the modern developments in
the industry. As a matter of consequence, both the company and employees benefit from
the regular updating in the skills of the workers. It is important to note that personnel
development is a key element in general human resource policies. Companies prefer to
ensure that the learning curve of their employees undergoes a peak of continuous
improvement, and for this purpose, they are subjected to numerous training during their
careers. Emirates Airlines has a unique system of subjecting its workers to frequent
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technical and non-technical jobs that allows its employees to develop a multitude of
creative attributes necessary for their peaking performances. So, the concept of regular
training is an important element of the airline’s human resource management.
vi. Succession Planning

Talent management is one of the key principles is modern human resource management.
Companies maintain a thriving pool of talented individuals to choose from at the hour of
need. This helps enterprises formulate effective succession plans using which they can
easily promote an employee against a higher seat and then find a recruit against the
vacating seat (Estedadi and Hamidi, 2015). Emirates Airlines has also followed the suit in
forming a succession plan for its employees. New individuals are hired against vacating
seats, either due to promotion, or otherwise; bringing in the best of the best recruits
within the ranks of the airline. This has helped the company in ensuring the presence of
highly motivated individuals within its ranks, allowing the top management to carefully
select individuals for their future roles. The process of succession takes is also a key
aspect of the airline’s human resource element as it has helped the company remain filled
with brilliant minds, ready to play a role in the company’s defting progress.
vii. Modernization of HRM Practices

The last core principle of Emirates Airlines’ human resource management is the
application of modern tools and technologies. Modern human resourcing involves the
introduction of state-of-the-art programs using which managers can effectively monitor
the progress of their workers. Efficient software is available that allows companies to
manage employee records, oversee their office timings, assign day-to-day duties and
record their input. Moreover, the modernization of human resources also requires
enterprises to frequently study useful data analytics regarding their employee
performances. These analytics then help the top hierarchy in pointing out those areas
which require necessary managerial assistance for removing bottlenecks that hamper an
elevated level of output. Emirates Airlines is one of those companies that are steering the
future path of novel human resource management, involving effective use of information
systems, data management techniques, and an incorporation of data analytics into core
human resource functioning.
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So, a powerful partnership between a company's employees and its goals is strategic human
resource management. It allows businesses to incorporate innovation into their operations,
providing them a considerable competitive advantage over their rivals. It also aids businesses in
establishing a cohesive company culture that is aware of their fundamental values and well stated
objectives. Emirates Airline is one of the world's most well-known airline businesses, having a
global presence that is well-managed by its suitable leadership using strategic human resource
management concepts. The firm is regarded as one of the largest staffing firms in the United
Arab Emirates. Emirates has a long-cycle performance management system that not only
expresses goals clearly, but also fosters a welcoming and accepting atmosphere. The
performance management cycle entails a never-ending cycle of performance evaluations based
on meticulous planning, a strict system of checks and balances, and a set of indicators against
which managers evaluate employee performance (Helmold and Terry, 2021).
It is a fact that building a compact human resource policy carries considerable weight when it
comes to gaining a competitive advantage in the market. Human resource scientists believe that
the reshaping of organizational human resource function due to the introduction of intelligent
tools in this field has given birth to a formidable race between companies for gaining a strategic
edge over their rivals. In the absence of a sound HRM function, companies lag behind their
market competitors that lead to a reduction in efficiency and lowering of performance (Delery
and Roumpi, 2017). However, Emirates Airlines has developed certain guiding principles for the
pertinent positioning of the company in the highly competitive airline industry. In a small period,
the company has become one of the leading airline companies in the world. This wide-scale
success comes down to its highly effective human resource function which not only focuses on
selecting quality individuals to work for the company, but also makes sure that these individuals
undergo a path of continuous betterment for the rest of their lives. Apart from these, the airline
has also ensured strict adherence to these elements helps the business formulating a unique
human resource policy for itself. Accordingly, the company enjoys a strategic advantage over its
rival companies in the area of human resource management. A strict mechanism of hiring,
diversity of ethnicities and cultures, inclusivity of decision-making, a system of rewards and
bonuses, a tradition of on-job training, and presence of a strong succession plan, when coupled
with a cyclic system of human resource management, lets Emirates Airlines perform better when
compared to any other rival airline.
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2.1. Human Resource Management and Company Operations
Emirates Airlines manages a thriving workforce regime to streamline its operations for enhanced
organizational performance. Appropriate structuring of a corporation’s employees is amongst the
core postulates of human resource management because it leads to an enabling organizational
culture, necessary for effective growth of not just the business, but employees too. The principle
of employee satisfaction is a core aspect of increasing workplace productivity, built on an
elevation in individual performances, steering the company's direction towards its desired
objectives. Moreover, a well-managed lot of employees also results in bringing to the
organization’s vision, allowing the workforce to put in a combined effort to reach the
corporation’s ultimate purpose. Apropos the idea of strategic human resourcing, business
analysts can dwell around the idea of manpower structuring using critical human resource
metrics, allowing them to gather information corresponding to workforce impact on the
company’s growth initiatives (Waxin and Bateman, 2016). In case of non-conformance or
lackluster results, analysts can easily pinpoint the fluttering areas of human resources which the
company can improve upon, accordingly. Another aspect of strategic human resource
management that plays a vital role in boosting the performance of the organization is the
development of cost-effective policies for the smooth functioning of the business. The cost-
effectiveness of the strategies leads to the inculcation of a vigilant employee base, necessary for
improving the efficiency of a given business. It is solely up to the human resource department of
a company to ensure that its employees, being suitable for the given job, develop a deep
understanding of the expected roles (Harzing and Pinnington, 2010). The same features have
enables the Emirates Airlines workers to form a strong commitment to their work since they feel
being relied upon, and trusted to vigilantly perform a certain duty, thereby allowing the company
to take strategic advantage over its competitors in terms of management of operational output. A
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brief overview of different ways with which Emirates Airlines’ human resource team helps its
operations side is given below:
i. Workforce Optimization
Emirates Airlines has one of the most optimized workforces thanks to a valuable input
rendered by its capable human resource department. The company’s HRM function has a
pivotal role in maximizing all individuals’ industrious outputs, ushering high levels in the
baseline performance of the enterprise. The airline has successfully harnessed the benefits
of HR development by inculcating a culture of unending learning. The company’s
leadership continuously relies on input from its human resource function to add
improvements to the structural framework. For this, the top management seeks value
addition in respect of employee feedback. It allows the company’s decision-making elite
to recognize leadership qualities in the targeted employees, according to which the
company can steer its procedural priorities (Nataraja and Al-Aali, 2011). This is an
inestimable service that the company’s HR functions offer towards its business
operations, helping it constantly reach the heights of success. Apart from the service
management function, the company’s HR function also helps in managing workforce
retention for the continuous flow of operations. For example, during the recent covid
crisis, Emirates Airlines’ human resource function collaborated with its operations teams
to determine the effectual personnel requirements due to flight redundancy.
ii. Service Quality

The Emirates airline has earned its name amongst the airline companies owing to its
quality service and customer satisfaction. The company has been running good business
for many years and the credit goes to its service providers and management team, most
importantly the human resource team which is capable of recruiting the most professional
and cordial staff members. The company has career opportunities for multiple sectors
such as technical including pilots, engineers, and crew members; and non-technical staff
such as media managers, customer service providers, and some with special roles. The
important task of human resource management is to ensure that all employees in the
company are competent to do the task assigned (CHUANG and Liao, 2010). They have
the professional and technical skills required to do the job. They have qualities of a good
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employee such as punctuality, discipline, and compliance. They should also possess a
good rapport with other people to maintain a good working environment. These are the
key qualities that should be present in any employee. Human resource managers, in
addition to recruiting capable employees, also have the task of retaining their staff. To do
so, the HR team keeps its people motivated for the job. They also ensure that the
problems amongst their staff are resolved by the department. Other motivating factors
such as incentivization, a reward for good work, and chances of getting promoted are
always there for employees to work with. The purpose of all this is to ensure that
Emirates Airlines maintains its position in the market. The human resource management
of Emirates tries its best to link the promotion of its people to the promotion of its
business. With this, the aim is to provide for its employees the best facilities according to
their job description. The purpose to do so is to ensure better service delivery by staff in
all fields.
iii. Differentiated Focus

In any company, there are two kinds of employees. One of them is those who supervise
their branch and ensure that the staff working under their command is doing its best and
working according to its optimum potential. The second kind of employee is those who
are working under the managers. Both have their domains and job descriptions (Jerome,
2013). The responsibility of the HR department of Emirates Airlines is to ensure that
managers and non-managers have the qualities required for their job. The business of the
airline lies mostly in its service delivery to customers; hence the managers need to ensure
that the staff is cordial with the customers. Human resource managers take a regular
update on the performance of their staff. All rewards and bonuses given to the staff are
customarily given on their performance. In addition to that, all such incentives as pay rise
and promotion should only be based on merit. When an employee is awarded beyond
their merit and performance, the people working alongside, who deserve a better place in
the company are demotivated and cannot perform with motivation. The performance of
any company can also be enhanced through the regular training of its employees (Dhar,
2015). As the airline is based on both technical and non-technical workforce, the training
imparted to the staff should also be both technical and non-technical. On the technical
side, the people working as pilots or engineers should be regularly updated on the latest
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techniques, use of latest machinery, with the ongoing technological advancements and
other such things. On the non-technical side, the employees need to be updated on how to
ensure customer satisfaction, better service delivery, and resource management. On the
other side, the human resource department should also ensure that the supervisory staff of
all branches are well trained and know how to manage the employees working under their
supervision. This delegation of power and technicalities is important so that management
is effectively done on the ground level.
iv. Modern HRM Tools for Staff Efficiency

Organizational performance depends directly on effective human resource management.
Effective human resource management is done through modern tools these days. One
such tool is the human resource information system (Berber et al., 2018). The HR
department of Emirates works through planning and strategizing about its employees.
The staffing is done as per the needs of the business and they are kept motivated to do the
job effectively. To do so proper organization of workforce is done and specific directions
are given to every worker. The performance of the workforce is checked regularly, their
performance is gauged effectively, communication mechanisms are developed and
rewards and other incentives are given accordingly as per merit and performance of
employees. The history and record of all employees are done by using human resource
data management tools which is an important factor for effectively organizing staff. This
is done by keeping a record of demographics of all employees, their previous work
history, their complaints if any, their performance analytics which will enable the
planners to effectively strategize the workforce. Human resource data analytics is another
important tool often employed by organizations to add to their performance (Aral et al.,
2012). The company ensures its optimum performance by ensuring that the performance
of employees is up to the mark. To ensure that, a human resource data analytic tool is
employed to weed out those who do not perform well. This tool effectively gauges
performance by setting certain KPIs and benchmarks. The data is analyzed on how the
employee has worked on the responsibilities assigned to him. By doing so, the company
can recruit better talent available in the market. Moreover, better employees mean better
performance of the company and better organizational performance.
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2.2. Emirates Airlines HRM’s Input during COVID-19
The testing times of the pandemic have turned out to be a yardstick for assessing the role of
Emirates Airlines’ human resource department in improving the company’s operations. Apart
from sensitizing the management about the need of protecting jobs for the effective running of
the airline, the HR function also started issuing guidelines and providing training to all strata of
workers on ways to effectively deal with the covid. Human resource teams, in cahoots with the
operational management, issued several necessary guidelines for the company’s workers,
ensuring their safety and well-being. Moreover, the responsibility of setting parameters to alter
work procedures according to changes requirements of time also fell upon the shoulders of the
company’s human resource team. Several guidelines were issued regarding wearing protective
gear, training about strict adherence to SOPs, and implementation of instructions on necessary
social distancing at work (Haak-Saheem, 2020). Furthermore, another feather in the cap of
Emirates Airlines’ human resources is their awareness that covid, and associated restrictions,
take a great degree of a toll on the mental and physical health of its employees. So, mitigate the
negative effects of such circumstances, the human resource function of the company introduced
various physical activities for the workers. Moreover, it also engaged in creating general
awareness amongst the members of the staff through various workshops on mindfulness. These
initiatives of the airline’s human resource management are highly laudable in ensuring the well-
being of its employees, ultimately leading to the effective running of the company’s operations.
Moreover, with the help of the human resource team, the operations side of the company became
enabled to bring parity to the available staff as per the flow of work. Moreover, the airline’s
human resource team also helps the operational end by analyzing and recommending various
development steps for proportionate maintenance of the workers. For instance, the airline’s
human resource team carried an in-depth evaluation of the impact caused by covid 19 on the
company’s workforce. This led to an injecting of approximately 11.3 billion UAE dirhams into
the company’s financial pipelines, ensuring the job preservation of a majority of the employees.
This initiative was backed by the formation of a special unit within the company’s human
resource function which was assigned with the task of finalizing a recovery project, for the
company and its workers alike. Consequently, the airline was able to continue with its operations
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even during times of palpable economic crisis caused by the pandemic (Serrano and Kazda,
2020). The services of Emirates Airlines’ human resource team have proven to be lifesavers not
just for the enterprise, but also for thousands of its employees rendering their services in all
corners of the world.
2.3. Business Growth and HRM Function
Business growth is the sole purpose for which an enterprise strives hard and invests countless of
its resources. It is a necessary element for the company’s ongoing survival. It also helps
organizations attain new assets, retain promising workers and expand their operations by funding
in novel interests. Moreover, business growth also tantamounts to an improvement in the
company’s performance and happens to be a prerequisite to long-term profits. It is taken to be a
vital element for a business in terms of exploring new opportunities, expanding the range of its
merchandise or adding new services to the line, taking on new markets, and increasing sales.
However, this accompanies an undeniable increase in the number of workers that a company
employs, adding to the business’ demands out of its human resource function. The expansion of
business takes effect with an optimal increase in its employees, leading to an increase in
recruitments, training, performance monitoring, remuneration, and career progression. In the
absence of an experienced human resource, companies find it difficult to hire talented individuals
for their new projects that lead to complications for the adopted ventures, thus putting the
business growth investments at a risk (Anwar and Abdullah, 2021). Hence, an effective human
resource is a compulsory element when it comes to business growth. Agarwal (2012) highlights
some of the reasons that reflect the importance of a company’s human resource when it comes to
its business growth:
i. Candidate Suitability
Investing in a new venture is always a risky business, but companies are compelled to
explore new opportunities to ensure positive growth. They are required to take make
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novel investments to ensure business growth that would ultimately translate into an
increase in profits. However, they are also faced with the challenge of hiring the right
man for the right job. Companies are always in a fix to recruit new people for their new
franchises, often working under the direct supervision of the company’s experienced lot.
In the absence of a skilled workforce, businesses cannot sustain their new initiatives in
the face of new market complexities coupled with impelling challenges posed by the
existing businesses in the area. So, companies must hire the most suitable candidates at
all times to ensure that their new investments remain afloat despite being threatened with
a multitude of complexities. Here, human resource management has a crucial role in
determining that only those candidates are selected by the company which best
complement the needs of the job they are recruited against.
ii. Challenges of New Market

Penetrating a new market is always an asking task and requires the exhibition of a great
degree of skills from the employed staff so that business can withstand the hardships of
the new market. Customers are often reluctant to go for a new brand, replacing the
existing ones; and for this purpose, the responsibilities come down to the staff for
effectual marketing, branding, and promotion of the products and services. However,
businesses often lose out on their business growth projects because there exists little
coordinative oversight of the company’s HRM, followed by doing the useful to overcome
the looping flaws in the former’s strategic planning. Whereas, those enterprises whose
human resource ensures the recruitment of talented individuals, give access of necessary
training for the recruits, and keeps a constant oversight over the output of the workforce,
tend to do a lot better at their new ventures despite being faced with numerous new
market challenges.
iii. Necessary Training for Culture Stabilization

A trained staff is an invaluable asset for an enterprise because they understand the
dynamics of the business and can easily adjust to its pilling demands. Without the
provision of relevant training, mismanagement accrues which not just threatens the new
ventures but also puts the survival of the parent company at stake. This is because
companies tend to invest a lot of their resources into new startups, and cannot allow them
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to fail. So, the provision of relevant training to the company’s recruits is vital for its
business growth. Secondly, companies prefer to ensure a degree of homogeneity in their
organizational culture which is often threatened by the new market; therefore, the
provision of relevant training is a necessity. It again comes down to the human resource
element of a business to make arrangements for adequate training of its employees,
employed into new ventures in a new market. These training prove beneficial not just in
improving the individual’s working capacity but also paves way for homogeneity of the
greater organizational culture. Moreover, the provision of training also allows the human
resource function to hunt out talented individuals from the new lot that can play a big
managerial role in the company’s future endeavors.
iv. Streamlining of Operational Complexity

Multinational corporations operate in different parts of the world, forcing them to face
numerous operational complexities. Businesses want to streamline operational
complexities by introducing technically enabled individuals who can collaborate and
reach out probable solutions to the issues facing a company. Whereas, the absence of an
aware workforce lands businesses into myriads of operational complexities due to a lack
of clarity in terms of goals and the means to reach them. The human resource department
of an organization can help with the elimination of operational issues by taking adequate
steps for performance improvement, personal development training programs, and
conflict resolution measurements. Moreover, the human resource team can also engage
with members of the operations function to design certain key performance indicators
(KPIs) or determine a few objectives and key results (OKR) for each member of the staff.
2.4. Emirates Airlines Human Resource Management and Business Growth
The airline’s human resource department has a bigger role than just hiring and firing people. It
works on the established principle of organizational growth, formulating policies and
restructuring employees to reach the company’s goal of business growth. In the pre-covid era,
the company was added 36 aircraft to its existing lot, thereby expanding the scope of the
company’s operations and marching realization towards its ultimate aim of business expansion.
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By the end of 2016, the company had a total fleet of 255 aircraft, providing services in six
continents of the world (Kamarudeen and Sundarakani, 2019). To sustain such a wide spectrum
of operations, the company’s reliance on its human resource management is unsurprising.
Alanezi and Al-Zahrani (2020) explain some of the areas where the effects of Emirates Airlines
human resource department towards the company’s business could be visibly acknowledged:
i. Business Network Enlargement

Network enlargement is unanimous to business growth because an increase in several
products/services, consumer markets, and employee demand would ultimately help the
organization increase profits. So, business network enlargement is one of the many areas
where Emirates Airlines' human resource department has played a vital role in the
company’s business growth. For Emirates Airlines, positive growth in its business would
relate to an increase in its aircraft fleet, travel destinations, customer markets, and the
number of employees to sustain such an increase in operations. Accordingly, the
company’s growth involved the recruitments and training of new employees to work on
new destinations and also to accommodate newly added aircraft. For example, the
company became the largest A380 operator in the world by the end of 2016. Similarly,
the company also launched its passenger operations in seven stations whereas eight new
stations were provided with A380 services. Similarly, the aircraft company added one
more international cargo destination in the existing numbers, taking the ideals of business
growth to their maximum. However, to sustain such vastly spread operations, the
company’s human resources effectuated the hiring and training of a large number of
candidates from all parts of the world. Moreover, it also undertook necessary actions to
promote a high number of its existing due to their outstanding performance. The
promoted individuals were assigned managerial and supervisory roles at the newly
introduced destinations whereas newly recruited and trained staffers were required to
work under their learned guidance. So, the airline company’s human resource function is
central to designs of expansion and business growth.
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ii. Customer Experience Signification

After hospitality, the second most demanding industry in terms of customer service is
aviation. Travelers expect comfortable and luxury services out of their air travel, and
Emirates Airlines while successfully recognizing the fact has steered its business to
become more customer-focused. The company stresses the importance of customer
experience and customer satisfaction, and it has carried out several investments for this
purpose. The airline has been injecting large sums of money for customer service
improvements, which include the introduction of new products and services and also
involve top quality service assurance by the company employees. To the extent of
employees, the human resource tries to ensure that those workers who are in direct
contact with the customers should be well trained in terms of customer management to
elevate the level of experience and satisfaction for the latter. Moreover, the airline
company has also been injecting large sums of money to improve its customers’ on-
ground experience by offering them health clubs, baristas, and champagne experiences.
For this, the company avails the services of highly trained individuals through its human
resource department.
iii. Upraising Brand Appeal

An increase in brand appeal is tantamount to an increase in business growth because the
more people desiring to acquire the services of a company, the more the profit. As more
people get to know about the top-notch quality of a company’s products and services,
their demand in the market would increase, thus pushing the company to expand the
scope of its operations. Accordingly, the human resource teams are spurned into action
leading to an increase in recruitments and training. Emirates Airlines has gone on to
become more than just an airline company. It has developed into a global brand with
which a high brand value and novel customer experience are associated. All this has been
possible due to the company’s worldwide operations, carried out by its trained staff with
oversight of the company’s human resources. The company’s marketing team, in
collaboration with its human resource function, availed the services of a leading media
house company to film the company’s operations in different parts of the world. The end
product turned out to be a global sensation for the company as viewers were allowed to
see the never-seen-before aerial footages of the company’s aircraft. So, again the
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company’s human resource department played a vital role in building the brand’s image
and popularity, coherent with its business growth designs.
A company's growth is the only aim for which it works. It is a requirement for a business's
survival. It also helps a firm to extend its operations by acquiring new assets, recruiting potential
employees, and financing new interests. Business growth also leads to improved performance,
which is a prerequisite for long-term profitability. It is seen as key for companies to explore new
opportunities, increase their product range, add new services, enter new markets and increase
sales. However, it is also undeniable that it increases the number of workers employed and the
talent required by the company. Whereas, network enlargement, brand recognition, and customer
satisfaction are the three yardstick areas of business growth. Emirates Airlines has skillfully
increased its network portfolio, developed a recognition for itself, and is vying to do everything
it takes to elevate the experience of its customers. The company’s human resource function has
been at the forefront of all these developments, participating to its fullest to help the company
expand. The human resource department has continuously been on its toes to hire new people,
train them, and then launch them into the field to serve the company.
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Chapter Three – Research Methodology
3.0. Introduction:
This research paper aims at examining the instance of Emirates Airlines and investigate the
efficacy of their human resource policies in terms of the company's overall business success. The
research techniques employed for the proposed study will include qualitative and quantitative
approaches. Questionnaires would be utilized to gather information for research topics.
Secondary data would be used for identifying factors impacting overall business growth.
3.1. Target Population and Sampling:

Emirates Airlines has been chosen as a target organization, and information on human resource
management methods may be obtained with the assistance of human resource managers and
workers who have worked for the business for the previous decade or more. The primary goal of
gathering data is to gain an organization's viewpoint on human resource practices and their
influence on the organization's development and performance throughout the crisis. This
would give extensive knowledge that would be beneficial for the proper assessment.
3.2. Sampling Techniques

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a. Primary Data:
Primary data is the data gathered by mailing questionnaires to human resource managers,

workers, and other middle-level managers who have worked for Emirates Airlines for over a
decade or longer. The responders were given a questionnaire with 25 questions. The sample size
was 50 to 100, and the sampling technique was random sampling. The responses to the
questionnaire will offer us a conclusion on the issue and a clear understanding
regarding Emirates Airlines' human resource policies and the ways in which they contributed to
the development of their company.
b. Secondary Data
Secondary data for this research has been gathered via websites, books, newspapers, and articles.
3.3. Data Collection Method:

Questionnaires have been used in this research as the research tool. Respondents were given
questionnaires to fill out for expressing their thoughts on Emirates Airlines' human resource
management practices. For this research, both primary and secondary data are employed to
achieve a definite result.
3.4. Tools for Analysis
 Pie diagram or Bar diagram.
 Tabulation
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Chapter Four – Data Analysis
4.0. Introduction:
This chapter is based on primary data acquired using a survey questionnaire in order to
investigate the role of human resource management in business growth, with the Emirates
Airline as the case study. The survey questionnaire was issued to employees of the chosen
organisation who are available for various positions. The survey questionnaire contains a total of
15 questions, the first four of which are connected to the demographics of the respondents and
the remaining questions are linked to descriptive characteristics. The respondents were given a
total of 120 questionnaires, all of which were filled out completely.
4.1. Section A - Questions related to Respondent’s Demographics:
4.1.1. Table 1 - Age of Respondents:
Cumulative
Frequency Percent Valid Percent Percent
Valid 20-25 19 15.8 15.8 15.8
26-30 26 21.7 21.7 37.5
31-35 22 18.3 18.3 55.8
36-40 23 19.2 19.2 75.0
above 40 30 25.0 25.0 100.0
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Graph 1:
Both of the above table and graph shows that from the total number of 120 respondents, majority
of them with 25% were having an age of above 40 years. On the other hand, 21.7% of the
respondents were having an age group of 26-30 years, 19.2% were having an age group of 36-40
years, 18.3% were having an age group of 31-35 years, and 15.8% were having an age of 20-25
years.
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4.1.2. Table 2 - Monthly Income of Respondents

Cumulative
Valid 15,000-30,000 17 14.2 14.2 14.2
31,000-50,000 21 17.5 17.5 31.7
51,000-70,000 24 20.0 20.0 51.7
70,000-100,000 26 21.7 21.7 73.3
above 100,000 32 26.7 26.7 100.0
Total 120 100.0 100.0
Graph 2:
From the above table and graph, it has been observed that from the total number of 120
respondents, majority of the participants with 26.7% were having monthly income of above
100,000. Whereas, 21.7% were having monthly income of 70,000 to 100,000, 20% were having
51,000 to 70,000, 17.5% were having 31,000 to 50,000, and only 14.2% were having 15,000 to
30,000 monthly income.
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4.1.3. Table 3 – Gender of Respondents

Cumulative
Valid Male 54 45.0 45.0 45.0
Female 66 55.0 55.0 100.0
Total 120 100.0 100.0
Graph 3:
of them with 55% were female and 45% of the respondents were male.
4.2. Section-B (Questions related to Descriptive Variables)

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4.2.1. Table 4 – Company is first-to-market in new product and service introduction.
Cumulative
Valid Strongly disagree 21 17.5 17.5 17.5
Disagree 22 18.3 18.3 35.8
Neutral 24 20.0 20.0 55.8
Agree 30 25.0 25.0 80.8
Strongly agree 23 19.2 19.2 100.0
Total 120 100.0 100.0
Graph 4:
respondents, majority of the participants with 25% were agreed with the statement that Emirates
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Airlines is often first-to-market in new product and service introduction. Whereas, 20% were
remained neutral, 19.2% were strongly agreed, 18.3% were disagreed, and 17.5% were strongly
disagreed with the statement.
4.2.2. Table 5 – Team and individual objectives must be aligned with business objectives
and strategy of the organization
Cumulative
Disagree 20 16.7 16.7 36.7
Neutral 21 17.5 17.5 54.2
Agree 28 23.3 23.3 77.5
Strongly agree 27 22.5 22.5 100.0
Total 120 100.0 100.0
Graph 5:
It has been depicted in the above table and graph that from the total number of 120 respondents,
majority of them with 23.3% were agreed with the statement that team and individual objectives
must be aligned with business objectives and strategy of the organization. On the other hand,
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22.5% were strongly agreed, 20% were strongly disagreed, 17.5% were remained neutral, 16.7%
were disagreed with the statement.
4.2.3. Table 6 – Organization consider part of Training as a part of Organizational

Strategy
Cumulative
Disagree 27 22.5 22.5 36.7
Neutral 22 18.3 18.3 55.0
Agree 26 21.7 21.7 76.7
Strongly agree 28 23.3 23.3 100.0
Total 120 100.0 100.0
Graph 6:
of them with 23.3% were strongly agreed with the statement that organization consider part of
training as a part of organizational strategy. On the other hand, 22.5% were disagreed, 21.7%
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were agreed, 18.3% were remained neutral, and 14.2% were strongly disagreed with the
statement.
4.2.4. Table 7 – Training session helps to improve the efficiency of work
Cumulative
Disagree 21 17.5 17.5 39.2
Neutral 17 14.2 14.2 53.3
Agree 34 28.3 28.3 81.7
Strongly agree 22 18.3 18.3 100.0
Total 120 100.0 100.0
Graph 7:
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respondents, majority of the participants with 28.3% were agreed with the statement that training
session helps to improve the efficiency of work. Whereas, 21.7% were strongly disagreed, 18.3%
were strongly agreed, 17.5% were disagreed, and 14.2% were remained neutral with the
statement.
4.2.6. Table 8 – Management carefully select and employ people who are well suited for the
job
Cumulative
Disagree 19 15.8 15.8 41.7
Neutral 24 20.0 20.0 61.7
Agree 19 15.8 15.8 77.5
Strongly agree 27 22.5 22.5 100.0
Total 120 100.0 100.0
Graph 8:
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of them with 25.8% were strongly disagreed with the statement that management carefully
selects and employ people who are well suited for the job. On the other hand, 22.5% were
strongly agreed, 20% were remained neutral, 15.8% were agreed, and other 15.8% were
disagreed with the statement.
4.2.7. Table 9 – Selecting high quality employees can lessen the turnover rate
Cumulative
Valid Strongly agree 22 18.3 18.3 18.3
agree 32 26.7 26.7 45.0
Neutral 19 15.8 15.8 60.8
strongly disagree 22 18.3 18.3 79.2
disagree 25 20.8 20.8 100.0
Total 120 100.0 100.0
Graph 9:
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respondents, majority of the participants with 26.7% were agreed with the statement that
selecting high quality employees can lessen the turnover rate. Whereas, 20.8% were disagreed,
18.3% were strongly agreed, 18.3% were strongly disagreed, and 15.8% were remained neutral
with the statement.
4.2.8. Table 10 – Performance Appraisals are Effective for the Company
Cumulative
Valid agree 21 17.5 17.5 17.5
neutral 28 23.3 23.3 40.8
strongly agree 26 21.7 21.7 62.5
Disagree 22 18.3 18.3 80.8
Strongly disagree 23 19.2 19.2 100.0
Total 120 100.0 100.0
Graph 10:
majority of them with 23.3% were remained neutral with the statement that performance
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appraisals are effective for the company. On the other hand, 21.7% were strongly agreed, 19.2%
were strongly disagreed, 18.3% were disagreed, and 17.5% were agreed with the statement.
4.2.9. Table 11 – HRM establishes a clear connection between performance and rewards
Cumulative
Valid agree 25 20.8 20.8 20.8
Neutral 21 17.5 17.5 38.3
strongly agree 29 24.2 24.2 62.5
disgree 25 20.8 20.8 83.3
Strongly disagree 20 16.7 16.7 100.0
Total 120 100.0 100.0
Graph 11:
of them with 24.2% were strongly agreed with the statement that HRM establishes a clear
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connection between performance and rewards. Whereas, 20.8% were agreed, 20.8% were
disagreed, 17.5% were remain neutral, and 16.7% were strongly disagreed with the statement.
4.2.10. Table 12 – Managers/supervisors are accountable for effective implementation of

HRM.
Cumulative
Valid strongly agree 29 24.2 24.2 24.2
agree 20 16.7 16.7 40.8
Neutral 23 19.2 19.2 60.0
disagree 23 19.2 19.2 100.0
Total 120 100.0 100.0
Graph 12:
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respondents, majority of them with 24.2% were strongly agree with the statement that managers
and supervisors are accountable for effective implementation of HRM. On the other hand, 20.8%
were strongly disagreed, 19.2% were disagreed, 19.2% were remained neutral, and 16.7% were
agreed with the statement.
4.2.11. Table 13 – Organization is engaging people to meet its goal
Cumulative
Valid strongly agree 26 21.7 21.7 21.7
agree 23 19.2 19.2 40.8
Neutral 25 20.8 20.8 61.7
disagree 21 17.5 17.5 100.0
Total 120 100.0 100.0
Graph 13:
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majority of them with 21.7% were strongly agreed with the statement that organization is
engaging people to meet its goal. Whereas, 20.8% were remained neutral, 20.8% were strongly
disagreed, 19.2% were agreed, and 17.5% were disagreed with the statement.
4.3. Correlation Analysis
Correlations
HRM establishes a
clear connection
Organization is between
engaging people to performance and
meet its goal rewards
Organization is engaging people to Pearson Correlation 1 .236**

meet its goal Sig. (2-tailed) .009
N 120 120
**
HRM establishes a clear connection Pearson Correlation .236 1
between performance and rewards Sig. (2-tailed) .009
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

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The above table shows the results of correlation analysis that has been conducted among the
variables that how organization is engaging people to meet its goals and HRM established a clear
connection between performance and rewards. The above table shows that there is a positive
moderate correlation among the variables. The figure 0.009 in the above table shows that
correlation is statistically significant at the 0.01 level.
Chapter Five – Conclusion
5.0. Conclusion:
This chapter concludes the findings of data analysis and found that all of the three research
objectives have been attained. This chapter summarizes the findings of research objectives and
gives recommendations along with practical implications.
Research Objective 1 - To identify the different Human resource practices adopted by

Emirates airlines to gain competitive advantage over its rivals:
From the findings of data analysis, it has been observed that the researcher objective 1 has been
achieved. The findings of data analysis shows that the financial muscle of an organisation, as
well as the leadership structure in place, are critical for the successful implementation of plans
that are critical for high productivity. Effective and efficient leadership structures are required for
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any organisation to succeed in implementing a strategy. Leadership is critical to a company's

success because it instils a motivating culture and favorable attitudes in employees so that they
can work toward achieving their goals. A proper leadership team is required to give directions
and provide supervision functions in order for a full workforce to engage in activities toward a
common goal. Moreover, high-performance work practices, particularly high-commitment HR
practices, have been shown to influence organisational outcomes through altering employee
behaviour and attitudes. These behaviours and attitudes, in turn, have an impact on employees'
inclinations to leave.
The Emirates Airline employs a variety of management strategies. For example, a cost-cutting
plan forces workers to put more effort into manufacturing, whereas an innovation strategy
requires workers to participate in a variety of high-quality production systems that allow them to
create clever and viable products and services. As a basic production input, innovation involves
freethinking and the development of new ideas within the company, allowing management to
select the most viable ideas for implementation. There are comprehensive performance reviews
and staff motivating programmes in place at Emirates Airline. These systems are primarily
concerned with the firm's long-term results as well as its long-term aims and objectives. Stock
options and bonuses are among the benefits provided by compensation and remuneration
schemes. The company's fundamental purpose remains the development of a cooperative culture.
Research Objective 2 - To analyse the organizational performance in regards with the

Human resource management.
attained. Human resource management (HRM) is the process of identifying, retaining, and
developing the best people for a competent workforce. It is one of the most challenging and
crucial responsibilities that any manager must undertake. It focuses on the human aspect of
management. Despite the fact that every organisation is made up of people who require its
services, developing their skills and talents, and motivating people to achieve higher levels of
performance in order to maintain their commitment to the organization's goals and performance
are all important factors to consider. HRM is thus vital to the company's success. Proper personal
or human resource planning, recruitment, and selection, as well as training and development,
48 | P a g e
employee motivation, performance review, and remuneration will all help the company achieve
its goals.
Human Resource Management plays a crucial part in ensuring employee satisfaction as well as
improving corporate efficiency and performance. It can also give the company a clear picture of
how to get a competitive advantage and contribute positively to the company's overall success. It
has been observed that companies including Emirates Airline can deal with human resource
challenges in a strategic way, where a variety of HR management practices and policies are
involved. This allows the work force to contribute in providing high-quality service, even if the
organisation faces both internal and external problems.
Human resource management practices is a unique approach to employment management that

attempts to achieve competitive advantage via the strategic development of well-dedicated and
competent employees using a combination of cultural, structural, and human resource strategies.
Employees will be able to participate effectively and fruitfully to the achievement of the
organization's goals and objectives if the human resource management practices is effective. It
motivates people to be dedicated to their jobs and encourages positive conduct that improves the
organization's efficiency. Employees will be discouraged from engaging in bad behaviour such
as organisational deviant behaviour and counterproductive behaviour if their human resource
management practices is effective. Human resource management practices is supposed to offer
value to the strategic use of workforce and that worker programmes have measurable effects on
the business. For the last few years, the study of human resource practises has grown in
relevance in the literature, particularly its impact on organisational performance (OP),
effectiveness, and employee commitment.
Research Objective 3 - To analyse the impact of Human resource management on the

overall growth of Emirates airlines.
achieved. It has been observed that human resource management is a crucial aspect for the
overall growth of Emirates Airlines. HR managers oversee strategies to guarantee that the
company meets its objectives, as well as contributing significantly to the corporate decision-
49 | P a g e
making process, which includes employee evaluations and projections based on business needs.
HR managers strive to cut costs wherever possible, such as in recruitment and retention. HR
experts are well-versed in employee perks that are likely to attract excellent candidates and keep
existing employees, as well as conducting efficient discussions with potential and present
employees. HR managers play an important role in strengthening employer-employee
relationships since they contribute significantly to training and development programmes. This
helps individuals develop within the organisation, which improves employee satisfaction and
productivity.
HRM has a broad and far-reaching scope because human resources are unquestionably the most
important resources in any organisation, as well as the easiest and hardest to manage. HRM's
goals include anything from determining personnel requirements to managing and retaining that
workforce. Human resource management is in charge of the effective creation and execution of
numerous policies, procedures, and programmes in this regard. It's all about maximizing the use
of knowledge, skills, creativity, aptitude, and ability that have been developed and managed.
Human Resource Management encompasses more than just managing and maximizing human
intelligence. It also focuses on managing employees' physical and emotional capital. The scope
of HRM is expanding with each passing day, owing to the complexities involved. HR planning,
hiring (recruitment and selection), training and development, payroll management, rewards and
recognitions, industrial relations, grievance handling, legal procedures, and so on are all covered.
In other words, it's about cultivating and managing happy professional relationships while
finding a balance between corporate and individual ambitions.
5.1. Recommendations:
In this era of continued successful evolution of technologies and technological advancements,

the human workforce is considered one of the most important organisational assets. Although
technology, along with automation, is replacing many labor-force-intensive activities, it has been
believed that human resources is not only the building block of progress but also responsible for
technology and its implications in the business world. Predefined leadership standards for all
functional areas of a business are required to compete with technology today. This aids in
50 | P a g e
identifying the explicit competencies (i.e., investigative, technological, learning, and skill) that
must be developed in order for HR management and company operations to continue to improve.
External factors, such as economic changes, can make it difficult for business management to
simplify operating capacities. Within Emirates Airlines, technology and innovation play a
consistent role in the majority of organisational cases. As a result, the economy plays a
significant role in an organization's growth and ability to attract and retain excellent personnel in
order to provide the technological infrastructure with the resources it needs to flourish.
Management will need to establish long-term strategies and anticipate change in order to be
successful.
It has been observed that the latest rising trend in technological infrastructure, as well as the
resulting economic developments, are a particular focus. Management must respond to this
changing circumstance in a flexible manner in order for the results to be effective and fruitful.
Economic fluctuations, as well as specific employment rules and other external concerns, have
an impact on the organization's capabilities development. Flexibility is required in the strategic
decision-making process to deal with economic fluctuations related to technology improvements.
5.2. Practical Implications:
The present study will make a prominent contribution to the HRM literature in a number of
ways. First of all, this study will help the researchers in future to get an excessive material
relevant to HRM. Moreover, the present study will facilitate the human resource department of
Emirates Airlines to improve their selection and retention activities. These findings support the
implementation of a high-commitment human resource system. If HR managers chose to use a
high commitment HR system, this could lead to a lower likelihood of turnover, possibly due to
enhanced affective commitment. Because turnover intention precedes actual turnover, it's
reasonable to assume that a lower turnover intention will result in lower actual turnover. In
addition, the findings of this study demonstrate the synergistic effects of employing a collection
of HR practices. As a result, managers should employ a high-commitment HR system rather than
individual HR approaches. If an organisation is unable to employ a high-commitment HR system
51 | P a g e
for any reason and can only use one HR practice at a time, the findings of this study indicate that
managers use involvement and communication.
Despite the good findings of this study, HR managers should remember that implementing a
high-commitment HR strategy is not necessarily a guarantee of great results. Without
considering the employee, HR procedures and processes might be employed for organisational
goals.
References:
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RESEARCH TITLE

The Role of Human Resource Management in Business Growth – A Study on Emirates

1.1. Identification of Company

1.2. Background of the Study:

Resource Management techniques, according to related theories and supporting assumptions,

1.3. Problem Statement

1.4. Aim of the Study:

1.5. Research Questions

1.6. Research Objectives

1.7. Significance of the study:

Chapter Two – Literature Review

2.0. Human Resource Practice of Emirates Airlines

Strategic human resource management refers to a formidable combination of a company’s

(Source: Annual Report, 2021)

i. Competitive Hiring Process

ii. Diversity and Culture

iii. Inclusive Decision-Making

iv. Culture of Reward

vi. Succession Planning

vii. Modernization of HRM Practices

2.1. Human Resource Management and Company Operations

ii. Service Quality

iii. Differentiated Focus

iv. Modern HRM Tools for Staff Efficiency

2.2. Emirates Airlines HRM’s Input during COVID-19

2.3. Business Growth and HRM Function

ii. Challenges of New Market

iii. Necessary Training for Culture Stabilization

iv. Streamlining of Operational Complexity

2.4. Emirates Airlines Human Resource Management and Business Growth

i. Business Network Enlargement

ii. Customer Experience Signification

iii. Upraising Brand Appeal

Chapter Three – Research Methodology

3.1. Target Population and Sampling:

3.2. Sampling Techniques

Primary data is the data gathered by mailing questionnaires to human resource managers,

3.3. Data Collection Method:

3.4. Tools for Analysis

 Pie diagram or Bar diagram.

Chapter Four – Data Analysis

4.1. Section A - Questions related to Respondent’s Demographics:

4.1.1. Table 1 - Age of Respondents:

4.1.2. Table 2 - Monthly Income of Respondents

4.1.3. Table 3 – Gender of Respondents

4.2. Section-B (Questions related to Descriptive Variables)

4.2.1. Table 4 – Company is first-to-market in new product and service introduction.

4.2.3. Table 6 – Organization consider part of Training as a part of Organizational

4.2.4. Table 7 – Training session helps to improve the efficiency of work

4.2.8. Table 10 – Performance Appraisals are Effective for the Company

4.2.10. Table 12 – Managers/supervisors are accountable for effective implementation of

4.2.11. Table 13 – Organization is engaging people to meet its goal

4.3. Correlation Analysis

Organization is engaging people to Pearson Correlation 1 .236**

**. Correlation is significant at the 0.01 level (2-tailed).

Chapter Five – Conclusion

Research Objective 1 - To identify the different Human resource practices adopted by

any organisation to succeed in implementing a strategy. Leadership is critical to a company's

Research Objective 2 - To analyse the organizational performance in regards with the

Human resource management practices is a unique approach to employment management that

Research Objective 3 - To analyse the impact of Human resource management on the

In this era of continued successful evolution of technologies and technological advancements,

5.2. Practical Implications: