Introduction Approaches to human resource management (HRM) are those strategies that allow influencing the operational performance of companies and regulating such employee indicators as dedication, diligence, and productivity. In the aviation industry, maintaining an appropriate human resources control policy is crucial due to the high responsibility for the tasks performed. At the same time, it is believed that the financial background of the company may affect its approaches to personnel management and the introduction of effective interaction techniques. Theoretically, the pricing strategies of airlines can correlate with the principles of employee-oriented work and influence specific practices promoted by the management, but in general, these impacts are insignificant and cannot be considered a priority. The purpose of this study is to determine the weak relationship between airlines’ pricing policies and their activities concerning HRM and to prove that, regardless of costs, competent control may be effective with different budgets. Such aspects will be examined as HRM approaches in low-cost airlines, relevant practices in large national air carriers, the impact of high personnel management costs and the relationship between companies’ incomes and employees’ productivity. Assessing these criteria may confirm the proposed thesis of a slight correlation between personnel management strategies and airlines’ pricing policies. Approaches to HRM Strategies in Airlines with a Budget Business Model The involvement of employees may require specific activities and costs, and airlines promoting budget business models adapt to such conditions. In order for low-cost carriers to be able to provide high-quality services, they need to maintain workers’ high motivation, but such an indicator as commitment does not depend on the final profit of the organisation (Huang, Rundle-Thiele & Chen, 2019). An opportunity to create an effective interaction system between the management and subordinates is achieved not only due to financial incentives but rather an increase in the company’s market credibility and valuable employee retention practices. Typically, low-cost airlines that are recognised by customers base their activities on increased attention to the needs of passengers, which is also reflected in a positive attitude towards service employees (Kalawilapathirage, Omisakin & Zeidan, 2019). The financial responsibility of such carriers is less stringent, which, in turn, allows the management to focus on internal strengthening and improving the corporate culture (Lange, Geppert, Saka-Helmhout & Becker-Ritterspach, 2015). This, in turn, creates a favourable environment for promoting effective methods of influencing personnel. Regardless of a pricing policy promoted by a particular airline, its resources are sufficient to conduct basic analytical research and determine the degree of subordinates’ productivity and commitment. HRM practices in low-cost airlines are rather a knowledge but not a profit mechanism (Hansen, Güttel & Swart, 2019). As a result, a small number of hierarchy levels helps maintain high organizational productivity due to a close manager-subordinate interaction (Sengpoh