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Introduction

A developing company in the field of renewable energy, Green Air, places a strong emphasis on sustainability in all aspects of its operations. Attracting, keeping, and growing a talented staff; building an inclusive and diverse workplace; and successfully managing performance and employee engagement are just a few of the human resource (HR) difficulties the organization is currently confronting. These difficulties get more complicated as Green Air grows internationally, necessitating the organization's adjustment of its HRM procedures to other contexts and markets. In order to address these HR difficulties at Green Air, this article will analyze current HRM theories and methods that are pertinent to the organization's situation.


Modern People Management Nature

At firms, especially Green Air, the product market significantly influences HRM strategy (Boxall, 2013). The ability of the workforce to retain a dominant market position and foster business growth is essential in highly competitive industries (Pfeffer, 2016). The competencies of Green Air's staff are crucial to its performance since it competes in the aviation sector, which is known for its intense competitiveness (Stahl et al., 2012). The significance of matching HR practices with market demands has increased as a result of the rising demand for specialized skills such as teamwork, technical expertise, and a focus on providing excellent customer service (Becker & Gerhart, 1996). Due to this, Green Air's HRM strategy must concentrate on efforts for employee training and development that aim to create the appropriate staff competences (Swart et al., 2014).

By providing distinctive goods or services, organizations can draw in customers using differentiation and innovation methods (Porter, 1985). These tactics heavily rely on an organization's human capital because staff members play a crucial role in fostering innovation and service excellence (Schuler et al., 2018). Aligning HR strategy with the organization's overarching business goals is a crucial component of modern people management (Wright & McMahan, 2011). This comprises developing HR procedures to aid in the accomplishment of goals across multiple business functional areas (Cascio & Boudreau, 2016). For instance, extending its route network or improving the customer experience may be part of Green Air's business plan. As a result, HRM procedures must be modified to support these objectives by hiring people with the required abilities, putting in place pertinent training plans, and making sure there is a strong culture of service excellence (Wright & Snell, 1998).

Also, businesses must modify their HRM practices to take into account new strategic objectives, operational needs, and workforce changes as they grow and develop, frequently as a result of globalization, mergers, acquisitions, or diversification (Gupta et al., 2017). In response to its company strategy or market conditions, Green Air may experience structural changes, needing modifications to its HR policies, procedures, and practices to ensure continuing performance (Björkman & Stahl, 2016). Regulations governing the labor market, such minimum wage rules, limitations on working hours, and anti-discrimination laws, have an impact on HRM practices, including recruiting and selection (Bartram et al., 2015). By imposing various labor market traits, legal frameworks, and cultural contexts on firms, national business systems have an impact on HRM practice (Whitley, 2007). These aspects, as well as the availability of skilled labor, the level of employment protection, and the existing values and norms in the nations where Green Air conducts business, must be taken into account by HRM strategies used by the company (Meyer & Peng, 2016). According to Harzing and Pudelko (2016), this adaptation makes sure that the company's HRM practices take into consideration and make use of the distinctive characteristics of national business systems, enhancing its overall competitiveness and success.


HRM Fundamentals And Current Practice

Implementing and managing rewards and performance is a critical component of modern human resource management. To recruit and keep exceptional individuals, fair and competitive remuneration systems must be created, which has an impact on overall organizational performance (Gerhart & Rynes, 2003). According to Milkovich et al. (2013), pay schemes should balance external competitiveness, which reflects labor market realities, with internal equity, which rewards people based on the value of their jobs. Pfeffer & Veiga (1999) frequently refute this idea, claiming that work conditions and organizational culture are far more important in motivating performance than compensation alone. In order to ensure a dynamic and productive staff, Green Air should therefore establish compensation systems that uphold external market competitiveness while retaining internal equality.

In contemporary HRM practice, performance management systems significantly contribute to employee motivation and engagement (Aguinis et al., 2018). According to research, effective performance review procedures are associated with improved employee performance and satisfaction (DeNisi & Murphy, 2017). However, Culbertson et al. (2013)'s research shows that typical appraisal systems, which involve repeated reviews and evaluations, might result in skewed assessments and demotivation. Comparatively, Deloitte has implemented a continuous performance management method that includes frequent feedback, goal-setting, and development plans (Buckingham & Goodall, 2015). This strategy aligns with Green Air's demand for a flexible, dynamic workforce by streamlining HRM procedures and emphasizing continual employee progress.

Employee voice mechanisms are helpful for organizational decision-making because they give workers a way to communicate with management and share ideas, worries, and opinions (Wilkinson et al., 2010). These strategies have a considerable impact on employee engagement, satisfaction, and retention, according to research by Holland et al. (2012). However, in light of the possibility for manipulation raised by Farndale et al. (2011), it is crucial to make sure that employee voice methods are dependable, transparent, and genuine. Regular employee surveys, town hall meetings, or open-door policy are a few examples of ways Green Air could implement these tools to give staff members a voice in organizational decision-making.

According to Thunnissen (2016), in order to attract and hold on to top talent, firms should combine succession planning, leadership development, and employee engagement efforts. This strategy supports Pfeffer's (2001) idea of the "war for talent," highlighting the significance of luring and keeping the top talent. In contrast, Collings et al. (2011) argue for a more expansive understanding of talent management and critique the restricted concentration on managerial talent. Green Air should think about adopting a comprehensive strategy and investing in procedures that accommodate workers with various abilities, potential, and professional aspirations.

Globally, technology has changed HRM practices by providing new tools and possibilities to improve employee development and engagement and optimize business operations (Bondarouk et al., 2017). In order to allow more efficient HR activities, such as payroll, performance management, and recruitment, firms are rapidly adopting HR technology solutions, such as Human Resource Information Systems (HRIS) (Stone et al., 2015). Although these systems have many benefits, Marler & Boudreau (2017) point out some potential drawbacks, such as the possibility of data breaches and the marginalization of employees who are less tech-savvy. The use of technology can aid in the engagement and growth of employees. Coates (2019), on the other hand, advises against relying only on technology-based learning due to potential effects on worker engagement and motivation.



Critical HRM Issues

Making ethical decisions is crucial in modern HRM, especially when businesses deal with heightened scrutiny and demands from multiple stakeholders, such as clients, staff members, and shareholders (Winstanley & Woodall, 2000).

For Green Air, balancing the interests of many stakeholders is a major problem when making HRM decisions. Ulrich & Dulebohn (2015) assert that HR managers must make sure that choices take into account the interests of several stakeholders in addition to the organization's values, legal obligations, and goals. However, Stahl et al. (2012) contend that resolving moral conundrums in HRM is challenging since giving one group's demands priority may conflict with that group's objectives. Nevertheless, this difficulty offers Green Air chances to create and put into practice HR policies displaying its dedication to morality, CSR, and transparency. The company could strengthen staff loyalty and trust, improve customer attractiveness (Bhattacharya et al., 2008), and boost shareholder confidence (Brammer et al., 2007) by cultivating a reputation for ethical activities.

The ethical concepts of equity, fairness, and transparency in decision-making must guide HRM processes (Gatewood et al., 2016). When it comes to hiring and choosing employees, reviewing their performances, and managing their pay, these concepts are very important. Although biases and discrimination may unintentionally occur in HR decision-making, Cascio & Boudreau (2016) warn that this could lead to unfair treatment. Green Air should employ fair hiring practices, performance management strategies, and pay plans based on well-defined standards in order to reduce these risks (Fernández-Aráoz et al., 2009). The company can also think about implementing analytics- and technology-based HR solutions, which could help reduce subjective biases and increase decision-making transparency (Marler & Boudreau, 2017).

In the workplace, fostering diversity and inclusion is said to promote employee engagement and satisfaction, which in turn boosts output and profitability, according to Yang & Konrad (2011). However, Nishii & Mayer (2009) assert that managing diversity calls for overcoming preconceptions and encouraging an inclusive culture that respects differences, enabling workers from a variety of backgrounds to successfully contribute to the success of the organization. In order to effectively address diversity issues, HR policies and practices, including performance reviews and incentive programs, must be free of prejudices that can unintentionally disadvantage particular people or groups (Avery & McKay, 2006). The firm will need to continuously monitor, review, and improve its HR policies and processes in order to respond to changing workforce demographics and market needs if it is to develop an all-encompassing and proactive strategy to managing diversity at Green Air.


Conclusion

The critical HR difficulties that Green Air encountered have been highlighted and placed within the context of pertinent literature. These difficulties include integrating technology into HRM practices,  managing rewards and performance effectively, seeking employee involvement and ensuring appropriate resource allocation, addressing ethical issues and achieving diversity within the organization, and more. The conclusions drawn from the literature analysis can direct Green Air's present HRM procedures and serve as a research-driven basis for further investigation in this area, thereby enhancing the organization's success.