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The Potential Approaches to Overcome Human Resource Challenges in Green Air
In the context of GA’s current situation, some core HRM concepts and contemporary practices that can be critically assessed include employee motivation theories, stakeholder theory, workforce diversity and inclusion, recruitment and hiring strategies, and employee engagement and well-being.
One aspect of motivation theories that can be applied to GA’s problems is the expectancy theory by Fudge and Schlacter (1999). This theory suggests that employees are driven to act in a certain way based on the expectation that their efforts will lead to a desired outcome, and this outcome will be rewarding. In the case of GA, the company can use the expectancy theory to increase the motivation of employees by clarifying expectations and establishing a strong connection between individual and organizational goals. This approach may help GA to temporarily maintain employee motivation while they work on improving the compensation packages.
Another core HRM concept relevant to GA’s situation is stakeholder theory, which highlights the need for organizations to manage relationships with various stakeholders effectively (Thornock, 2016). In GA’s case, the relationship with trade unions has been challenging due to conflicts over pay and working conditions. These tensions could have been better managed through a more proactive approach to communication, negotiation, and conflict resolution involving all relevant stakeholders.
The concept of diversity and inclusion in the workplace is also critical for GA. Due to the mixed fleet crews, employees with different levels of experience, contracts, and backgrounds are working together, which could lead to conflicts or misunderstandings. It is essential for GA to foster an inclusive work environment that acknowledges and accommodates employees’ differences while promoting a sense of belonging and collaboration.
A relevant contemporary HR practice for GA is developing a strong recruitment and hiring strategy. As GA faces potential workforce shortages, they will need a comprehensive plan to attract and retain qualified employees with skills that match the organization’s needs. This recruitment strategy could include targeted job postings, campus hiring, increased employee referrals, and the use of technology such as social media and online job portals. GA could also consider offering competitive training programs and development opportunities to entice prospective employees.
Finally, employee engagement and well-being should be a top priority for GA’s HR team. The current low morale and dissatisfaction among employees is affecting the quality of service provided to customers, further damaging the company’s public image. GA needs to engage its employees by addressing their concerns, providing support, and creating an environment that promotes a healthy work-life balance. Such efforts can improve employee satisfaction, increase productivity, and thus boost the organization’s overall performance.
In sum, GA’s HR team should critically assess and implement appropriate HRM concepts and contemporary practices to address the critical issues of employee motivation, stakeholder relations, workforce diversity and inclusion, recruitment and hiring, and employee engagement and well-being. By proactively addressing these challenges, GA can create a positive work environment that ultimately leads to improved organizational performance and customer satisfaction.

Recommended Solutions
In light of the aforementioned HR issues faced by GA, several recommended solutions can be proposed to help the airline address its current challenges, improve employee morale, and strengthen its public image.
First and foremost, GA should consider engaging in open and transparent dialogue with its employees and the trade unions representing them. Maintaining strong communication channels, actively listening to employees’ concerns, and being transparent about the organization’s goals and challenges can help build trust and facilitate constructive negotiations (Baraldi and Radaelli, 2020). Collaborative problem-solving efforts with trade unions can lead to mutually beneficial agreements on issues such as pay, working conditions, and employment contracts, ultimately fostering a positive work environment.
Revisiting GA’s compensation packages is another solution that merits consideration. While the current financial situation may prevent immediate changes to employee compensation, GA could develop a comprehensive plan outlining adjustments to be made once the organization’s financial health improves (Purcell and Hutchinson, 2007). This strategy may include offering more competitive salaries or restoring some of the benefits and rewards that employees previously enjoyed. By presenting a well-defined plan for the future, GA can regain its employees’ trust and reinforce commitment to the organization.
Additionally, GA should consider implementing measures that promote employee engagement and overall well-being. This may involve offering greater flexibility with working hours, ensuring that employees have a healthy work-life balance, and providing resources for mental and physical health support (Kahn, 1990). By fostering a supportive work environment, GA can improve employee morale, reduce absenteeism, and enhance productivity.
To address the potential workforce shortage and recruitment challenges, GA needs to develop a strategic approach to recruiting and retaining talent. Armstrong and Taylor (2020) suggest adopting a multifaceted recruitment strategy that incorporates targeted job postings, partnerships with educational institutions, employee referral programs, and the utilization of social media and online platforms. Additionally, offering continuous learning, development, and growth opportunities within the organization can make GA a more attractive employer, ultimately aiding in the recruitment of new employees.
Lastly, GA should strive to improve its public perception by delivering exceptional customer service and addressing customer complaints efficiently. To achieve this goal, the organization must invest in training and development programs aimed at enhancing employees’ customer service skills (Zeithaml et al., 2006). Empowered and motivated employees are more likely to contribute to an improved customer experience which, in turn, can positively impact GA’s public image.
In conclusion, by implementing these recommendations, GA can address its HR challenges, improve employee morale, and enhance its public reputation, paving the way for organizational success and growth in an increasingly competitive market.