Executive Summary Stiff competition from rivals is a challenge for many aviation companies. To manage this problem, airlines have chosen to differentiate themselves on different platforms. Effective human resource management is one way that these companies have chosen to do so. Through an elaborate secondary research study, this paper investigates the human resource practices of Emirates Airline as a sound model of effective human resource management in the competitive aviation industry. The goal of this paper is to present an applicable human resource framework that other airlines could use to improve their human resource competencies, as a strategy of overcoming increased competition in the aviation sector. Introduction Many researchers have emphasized the importance of adopting prudent human resource practices in building a good team of working professionals (Warner 38-43; Cento 8). According to Sims (10-15), human resource management (HRM) involves the recruitment and management of workers in an organization. Relative to this assertion, Price says, “The focus of Human Resource Management is to attract, select, train, motivate and compensate employees, while making sure that they comply with employment and labor laws” (28). Based on this statement, Warner (38) says companies that do not have a proper set up of HRM are bound to suffer many operational problems. Consequently, successful businesses are those that have good human resource practices, while unsuccessful ones do not pay attention to these practices. While this statement underscores the importance of HRM in business, it is difficult to understand its full scope without comprehending its effects on an organization. This paper is a case study of the human resource practices of Emirates Airline. The company is a government-owned airline that operates under the Emirates Group (Murray 198). Its headquarters is in Dubai and it undertakes its operations from the city’s main airport. The airline is the biggest in the Middle East region (Murray 198-199). In line with its dominant status, the company flies four out of the ten longest non-stop flights from the Middle East to other parts of the world (Murray 198-199). Comprehensively, Emirates Airline flies to more than 148 cities in more than 62 countries around the world (Murray 198-200). Experts attribute part of the company’s success to its HR strategy (Murray 198-199). In fact, some of them suggest that other airlines should emulate its HR strategic plan. However, doing so requires an understanding of the tenets of its HR strategy. This is why this paper chooses to focus on this company. However, before doing so, it is crucial to understand the theoretical framework and models that underscore prudent HR management. Literature Review This section of the paper explores theories and models that underlie prudent human resource management. HRM models and theories are important in analyzing the human resource practices of multinational companies because they provide an analytical framework of doing so. Furthermore, they help to establish the variables and relationships that we should research if we are to understand effective HR practices. There are many different models and theories in HRM. However, this section of the pap