i want to do a presentation. Please, in at least 1000 words, give me what to say to exhaustively explain the “Recommended Solutions” section in the following document.

21068311’s Part:

Introduction:  

Green Air (GA) is the second-largest airline in the United Kingdom. The airline, which has its headquarters in London, operates short, medium, and long-haul flights all over the world, with most of its flights departing from Heathrow Airport. GA was founded in 1980 to compete with National Airways, the then-state-owned airline. Beginning with a fleet of only 12 planes, the firm has grown to a fleet of 272 planes and travels to an impressive 191 destinations. In addition, GA was a founding member of the OneStar alliance in 1997, when it decided to work closely with four other worldwide airlines.

Historically, GA was seen as a highly appealing job that provided competitive pay and benefits, particularly when compared to other UK airlines. However, the growth of the business in the United Kingdom, as well as increased worldwide rivalry, has altered the nature of work and leadership strategy. Nonetheless, GA has a dedicated client base and is one of the most recognised UK companies.

Overview of HR issues:

Staff acted in 2005 when the contracts of 780 employees were not extended, and they were replaced with agency employees. Strike action was narrowly avoided in 2007 as the corporation reversed suggestions for pay freezes. Although these issues were formally settled, they appear to have had a long-term detrimental influence on employee morale and public perception. In 2018, a strike was called in reaction to poor working conditions for flight attendants. 

Flight attendants have always worked in a defined group or team, with the same contracts and awards. However, to be more flexible, several flights began using’ mixed fleet crews,' which meant that flight attendants were frequently working with different colleagues with different tenure and, as it turned out, separate employment contracts. Prior to 2015, employees were discovered to be on contracts with substantially better remuneration packages and shift arrangements. According to Unite the Union, some flight attendants employed after 2015 on newer contracts are on 'poverty wages,' with many sleeping in their cars between shifts and struggling to afford gasoline, housing fees, and food. Another concern has been the rigorous sick policy imposed on all flight attendants. Employees do not receive sick pay over the legal minimum. Because they cannot afford to take time off without compensation, flight attendants have been forced to work while unwell. The strike action launched in 2018 did not settle these concerns and is one of the longest ongoing contentious in recent times in the UK.

There is also a broader issue of low morale within the firm. Even though many of the conflicts have been resolved, employees continue to express unhappiness in the most recent annual employee survey. Sick leave policies, a lack of authority over working hours, and poor compensation are listed as major motivators. The leadership team is afraid that if they do not adjust, they would have employee shortages throughout the firm, reducing the number of flights that can be flown and eventually preventing them from recouping the losses of the previous years.

Another issue that the leadership team has noticed is the company's negative public impression. Many consumers have complained about extended delays, bad service, and a lack of customer assistance. While this isn't exactly a people management issue, it might be influenced in part by low morale. A negative public reputation is also likely to hinder their capacity to recruit persons to apply for GA jobs. They have never had problems recruiting people to the organisation and, as a result, do not have a solid recruitment plan. 

20055540’s part:

Understanding Contemporary People Management:

According to the case study, In the past, especially in comparison to other UK airlines, GA was thought of as a very attractive company that offered excellent benefits and employment contracts. Nevertheless, prior to 2015, the employees were discovered to be engaged under contracts that offered significantly more favourable compensation and shift patterns. But nonetheless, the growth of the sector in the UK and the increase in global competitiveness have altered the nature of work and leadership tactics at GA.
However, there are three trade unions representing the employees at GA, the company might need to place a higher priority on effective communication and negotiation with these groups in order to preserve positive work relations. Stakeholder theory highlights that any group or person has the potential to have an impact on or be impacted by the company's goals (Thornock, 2016). Nonetheless, in the case of GA, Due to the dissatisfaction of one of the stakeholders which is the workforce, the company may have to negotiate with these unions on various employment issues, such as pay and working conditions, and there might be potential for confrontation between the unions and the management. 
Moreover, the ‘mixed fleet crews’ concept which was designed for extra flexibility faced a strike in 2018 due to unfair working contracts of flight attendants. Additionally, it is mentioned that after 2015 these contracts started to drive their holder's pay states as described by Unite the Union as ‘poverty pay’ which means that employees in GA are currently suffering from the current living expenses situation, and according to both Maslow’s Hierarchy of Needs (Maslow and Lewis, 1987) and the described situation of the employees in the case study, even the psychological needs are not being met as Many were discovered sleeping in their cars in between shifts and having difficulty paying for food, accommodation, and petrol.
It has been suggested as well in the case study that due to the pandemic, many employees’ contracts have not been renewed and the company is suffering finically, resulting in a lack of flight attendants as flights resume their pre-pandemic levels and they might not be able to provide the same rewards and advantages for employees as in the past even if they want to start recruiting now, which could make it more difficult to recruit new employees. As an HR consultant, I would recommend applying the expectancy theory which is based on the idea that individuals are driven to act in a particular manner by the belief that their efforts will result in a desired consequence and that this outcome will be rewarding (Fudge and Schlacter, 1999). GA can benefit from this theory for a while until they regenerate high profits again to offer the workforce better contracts.
Lastly, Poor employee morale and a poor image of the company among the general public are two serious issues that the GA leadership team must deal with. The low morale is a result of several things, including the sick leave policy, a lack of autonomy over working hours, and low compensation, which led to employee dissatisfaction. Labour shortages could result from this, which would hinder the business from recovering its losses from the previous several years. However, a poor reputation can make it more difficult for the business to recruit candidates to fill open positions.
Connections between Organization and People Strategy:
As mentioned in the introduction, Green Air is an airline that operates short, medium, and long-haul flights worldwide, with a majority departing from Heathrow Airport in the UK. The airline flies to 191 locations worldwide and operates a fleet of 272 aircraft. As one of the original OneStar alliance members, GA works closely with four other international airlines. GA offers air travel services to a variety of clients, including vacationers and corporate users. Customers are not the only stakeholders in GA; moreover, there are shareholders, employees, trade unions, regulatory authorities, suppliers, and the areas where the airline operates.
As mentioned above, when GA started operating back in 1980, they used to offer their employees worthy rewards and employment contracts and that used to be a very attractive offer for many candidates. This strategy might be the employee-oriented strategy which is a management philosophy that places a high value on the satisfaction and well-being of employees as a way to achieve organizational success (Ludwikowska, 2022). However, now the situation has changed, and the employees are not satisfied at all with the company due to the reasons mentioned above. Meanwhile, the workforce shortage during the pandemic period has likely had a significant impact on the organization's people strategy.
Critically Assessing Core Concepts and Contemporary Practices in HRM:
According to the given context, previously when the company was operating competitively in the industry, they were generating enough profits which placed them in a position to propose demanding offers to the employees in the sector. This means that one of the company’s core concepts is to provide a comfortable life for their workforce and this strategy is used to place their workforce at least in the safety area of Maslow’s Hierarchy of Needs as they used to have financial stability and personal security (Hale et al., 2019). Nevertheless, before 1980 flight attendants used to face many restrictions before getting hired and only females used to be hired and be called “air stewards”, but then males stared to join after the unions and equal rights between men and women started in the 70s and turn what they are called to “flight attendant” as it is meant more respectful for the profession. Then until 9/11, they started to be called “cabin crew” which reflects that the first priority is safety. Yet, after the pandemic, many cabin crew members have lost their jobs (Green, 2022) and one of GA’s problems now is the shortage of workforce and weakness towards applying their previous strategy which was to offer decent salaries and rewards to attract candidates and they know that this is problematic.
However, their contemporary practices in human resources management in GA are affecting the airline's brand image because the management is not caring about their employees' satisfaction in terms of providing sick pay when needed, low pay and a lack of control over working hours. This can ruin their image in front of their future candidates which they need after the pandemic. Furthermore, the negative public perception of the company is another issue. Several customers have complained about delays, poor service, and a lack of customer help. Even while this isn't specifically a people management issue, low morale could be a factor.
Apply theory and ‘real-life’ practice:
First of all, the company should provide their line managers with training programs related to the current concerns and issues faced by the company. The human capital theory is one of the theories that can address this problem, by providing training on leadership styles and how can they affect the workplace environment for example, or courses about HRM policies that satisfy the workforce and other stakeholders. The human capital theory suggests that investing in the workforce’s sets of skills, providing them with extra education and caring for them can reflect a positive impact on the company’s success overall. The theory can base an influence on also the houses of the employees because educated parents will most probably work hard on passing knowledge to their children (Becker, 2009). Furthermore, this theory can carry GA’s employees through the love and belonging stage in Maslow's Hierarchy of Needs because the workforce will feel more belonging if they see that the company is trying their best to satisfy them and meet their needs. Thus, the line manager might start implementing the expectancy theory which was suggested above.
Secondly, the airlines should work on fixing their brand image after the management team has highlighted the negative public opinion brought on because of the long delays, poor service and lack of customer support. This means that the human capital theory should not only be applied to line managers but also to all staff so the company can make sure that they are well-represented.
Thirdly, the company should resolve the problems linked to the unions and employment contract unfairness. Dealing with unions is important to the company in order to establish and maintain appropriate communication channels, handle issues and concerns, and support a pleasant and productive work environment for employees. Nevertheless, applying the social exchange theory in the workplace might affect the situation since it is developed in fields such as psychology and sociology to aid business owners in understanding the stakeholder's decisions and actions. The mechanisms humans employ to establish and uphold relationships with family, friends, co-workers, and strangers are explained by this theory. In essence, social exchange theory is a cost-benefit analysis that weighs the benefits and drawbacks of starting or maintaining a relationship (Indeed for employers, 2023). People's behaviours in various contexts and within a variety of relationships are explained by the social exchange theory. 
However, in the case of GA, the HRM team should apply this theory to satisfy both the employees and trade unions. For e.g., Reviewing the sick leave policy and considering offering sick pay above the minimum legal requirements will encourage cabin crew to take sick days off while they are ill without having to worry about pay, which will aid in preventing the spread of disease and protect them from flying in terrible health. In this way, the employees might feel respected and appreciated which covers the esteem stage in Maslow's Hierarchy of Needs. On the other hand, effective communication between parties is an important aspect of the social exchange theory (Lambe, Wittmann and Spekman, 2001), which is why the company should build trust and commitment with trade unions and ask them to ensure fairness and consistency, a detailed analysis of the flight attendants' current employment contracts should be conducted. In order to retain employees and boost morale, the assessment should take into account the flight attendants' union's suggestions into account to provide more appealing rewards packages and shift patterns.
Lastly, the company should consider applying recruitment strategies to address the issue linked to the employee shortage due to the pandemic, but they know that they cannot offer the same benefit and rewards to their potential employees as they used to do before, which might lead the situation into a crisis if the airlines stopped operating because of their weakness toward attracting new candidates.
Understanding Critical HRM Concerns:
The provided approaches for enhancing the airline's human resource management procedures are not only sensible but also supported by pertinent theories and quality standards. They deal with important issues including improving communication, managing diversity, making ethical decisions, and salary and benefit policies. The social exchange theory, for instance, underlies the advice to collaborate with unions to settle disputes and enhance staff communication. According to this theory, having good working relationships with both employers and employees can improve organisational results. The expectancy theory also supports the suggestion to create a recruitment strategy that emphasises competitive pay and benefits. This theory contends that workers are motivated to perform when they feel their efforts will be justly compensated.
The suggested theories are most probably going to enhance the airline's general performance and aid in the accomplishment of its strategic goals. Increased productivity, greater job satisfaction, and reduced turnover rates can all result in improved communication and staff morale, which can save the airline’s costs. The reputation and customer satisfaction of the airline can be enhanced by addressing diversity issues, making it a more desirable option for travellers. Similarly, attracting and retaining highly skilled staff through competitive compensation and benefits packages can result in improved customer service and a competitive advantage in the industry.
However, according to the SWAT analysis theory, the pandemic is considered to be the greater threat to the company as they are struggling to bounce back as strongly as it used to be. they are suffering from employee shortages and applying recruitment strategies might not solve the problem because they are suffering financially as well. SWOT analysis is a useful tool for examining an organization's Strengths, Weaknesses, Opportunities, and Threats. which serves in increasing the efficiency of preparing and carrying out a project (Sabbaghi and Vaidyanathan, 2004).



 




20046492’s part:
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.

Conclusion
In conclusion, the challenges faced by GA highlight the critical role of effective human resource management in maintaining employee satisfaction, fostering a positive work environment, and sustaining a competitive edge. Through open communication and collaboration with trade unions, revisiting compensation plans, promoting employee engagement and well-being, adopting strategic recruitment approaches, and investing in customer service training, GA can address the multifaceted issues that currently affect the organization. By proactively tackling these challenges and prioritizing the well-being and satisfaction of its employees, GA can pave the way for success in an increasingly competitive market while enhancing its public image and solidifying its position as a leading global airline.