Emirates Airlines

Emirates Airlines, which was founded in 1985 with the support of the Royal Family of Dubai, has over the
years grown to become the largest carrier of the Middle East. Emirates, apart from being the largest
carrier of the region, also finds place amongst the 10 top global airlines in terms of sales and passengers
(Airliner World, 2010). The airline flies to more than 100 destinations in 65 countries. The organization has
shown constant growth in sales and profits over the years, the only exception being 2009, when the
impact of the global recession resulted in a sharp drop in its profits (Airliner World, 2010).

Emirates Airlines operates in one of the most competitive business sectors of the world. Whilst the airline
sector has grown steadily over the last two decades, it has constantly faced various economic and other
challenges (Gulf News, 2007). The sector has witnessed the entry of numerous airlines across the world
and has become increasingly competitive with the passing of years. Sharp spikes in the price of oil have
time and again disturbed the economies of airlines operations, even as the entries of numerous low-cost
players have prevented industry participants from increasing their fares (Gulf News, 2007). The industry
went through extremely difficult times in the aftermath of the September 11 attacks in New York, the
consequent fall in local and international air traffic leading to the closure of numerous airlines. The
ongoing economic depression has also hurt the fortunes of most carriers; the industry has recorded losses
of billions of dollars in 2008 and 2009 and expects to just about breakeven in 2011 (Airliner World, 2010).

Emirates are one of the very few airlines who have managed to achieve profits during the recession, even
though the amount of its profits dropped very substantially. The airline is very well known for its quality of
service and for its efficient operations (Emirates Airlines, 2010).

1.  

1.Mission statement and objectives

Emirates airline’ mission is to deliver the highest standards of service quality to support business in the air
transportation industry and to achieve complete customer satisfaction through innovation and refinement
of service levels. Emirates airline want to be the best in every venture Emirates undertake, to
meet their customers’ expectations profitably, contribution of the success of Dubai incorporated, and to
make the city the new global aviation center for the 21st century. Emirates airline aim is the quality, not
quantity, and since taking those steps onto improving its aviation industry. Nowadays Emirates has
influence into travel and tourism industry in the global because Emirates commitment to the highest
standards of quality in every aspect of its business. Emirates airline’s objective is positioning Emirates
airline as a global airline and the carrier of choice to the Gulf countries, the Middle East and beyond

Emirate’s vision is to become one of the world’s leading lifestyle brands.This vision leads all the activities
of Emirates to support for the aim of “Lifestyle brand”. In 2015, the “Hello Tomorrow” marks Emirates
evolution to become lifestyle brands. This campaign also mentioned about the new words related to
travel is “globalista”. Itsupports this vision, as the globalistas is travellers who think travel is vital part of
their lifestyle.

.
  Figure 00 : Figure 5: Hello Tomorrow Campaign

The brand as symbol

For Emirates, it is the symbol and color in Emirates logo makes it has strong position in customer’s mind.
The brand name is written in calligraphic Arabic, shown the brand as country attributes as well. The using
of color with the two main colors: red and white, in Emirate brand logo also make it reminded easier. Red
reflects prosperity, self-confidence, passion and leadership. The white color depicts nobility, elegance and
purity. Moreover, Emirates also using the color from United Arab Emirates flag to identify their brand
recognition.
Figure oo Emirates' Logo Figure 13: United Arab Emirates 

Compare to other competitors: Qatar Airline and Etihad Airline Brand, the using of symbol as brand
identity of Emirates and Qatar is more memorable than Etihad. Both Emirates and Qatar are showing the
unique, and easy to recognize. It is shown clearly by the following image:

Moreover, the symbol attribute also is

shown by the Emirates ‘crews – the most
recognizable Emirates ambassadors. The
outfit of Emirates’ crews shows clear the
brand identity as stylish, good looking
and glamorous.

2.2. HR Management and Performance Appraisal

Definition

Definition of performance appraisal:

Management of the people on work is mainly apprehensive with the managing interaction between what
are the indoor people human competence, inclinations and needs, how the quantity and quality of
‘output’ and the satisfaction that people can get from their jobs.
According to ACAS 2003 [i] ‘Appraisals is the frequently evidence an assessment of an employee’s
performance, potential and development needs. The assessment of people is a prospect to obtain an
overall sigh of work content, heaps and level, to look back on what is achieved during the reporting
period and agree objectives for the next.

Employee performance appraisal is critical for any organization. It helps the management to track
employee performance which is directly linked to organizational growth. It helps in boosting employees’
motivation, productivity, and commitment to the organization.

What is Performance Appraisal?

Performance appraisal is an annual process that involves the setting of clear quantifiable goals and
objectives and assessing individual performance. It evaluates the employee’s performance and
productivity against the pre-determined set of objectives for that year. It also helps to evaluate
employee’s skills, strengths, and shortcomings and motivation. The results of this performance appraisal
process determine the employees' wage raise and promotion.

Main Objectives of Performance Appraisal

 Promotions
 Confirmations
 Training and Development
 Compensation Reviews
 Competency Building
 Improve Communication
 Evaluation of HR Programs
 Feedback and Grievances

Performance Appraisal Methods: Traditional and Modern Methods

Performance appraisal methods are categories into two types. Traditional and Modern methods. Though
each category has its own strengths and weaknesses. But there is no single appraisal method that is
universally used in the performance appraisal process.
Since one method may be suitable for one organization and non-suitable for others.

List of Traditional and Modern Methods

Traditional Methods emphasizes more on the rating of the individual’s personality traits, such as initiative,
dependability, drive, creativity, integrity, intelligence, leadership potential, etc. On the other hand, Modern
Methods are more inclined towards job achievement and evaluation of work results. Modern Methods suit
best for the organizations today, which is faced paced and relies on performance, results and employee
productivity.

2.2 What is Performance Appraisal?

Performance Appraisal involves the identification, measurement, and management of human performance
in organization [vii] as shown in the figure 1.1

Identification

Measurement

Management

2.2.1 Identification:

It means, determining areas of work a manager should examine when measuring performance.
The first step in performance appraisal process is to identify what is to be measured. It should be rational
and legally defensible based on job analysis. The process of identifying performance dimensions is very
much like job analysis process. The appraisal system should focus on performance that affects
organizational success rather than performance irrelevant characteristics such as race, age, or sex.

Identification of performance dimension is one of the most important steps in the performance appraisal
process. If it is missed, it will demoralize the employee because he will not be recognized in that
dimension. Also if an irrelevant dimension is included, employees may perceive the whole process as
meaningless.

2.2.2 Measurement:

The second part of appraisal is measurement of employee performance. It entails making managerial
judgements of how ‘Good’ or ‘Bad’ employee performance was or is. Good performance measurement
should be consistent throughout the organization. All managers in the organization must maintain
comparable rating standards [viii] .

Measuring employee performance involves assigning a number to reflect an employee’s performance on

the identified characteristic or dimensions [ix] .

Basically, measuring is to determine the level of performance by judging the quality, quantity, timeliness,
and/or cost effectiveness of the work against a set of standards. For example what has been
accomplished? It can also serve as a basis for deciding when those accomplishments deserve special
recognition.

It is difficult to quantify performance dimensions. E.g. ‘Creativity’ may be an important dimension of

advertising copywriter’s job, but measuring ‘Creativity’ is difficult. How one can measure creativity?

Is it by the number of ads written per year,

by the number of ads that win industry awards,

or by some other criterion?

These are some of the issues which mangers have to face when trying to evaluate an employee’s
performance.

2.2.3 Management:

Management is the overriding goal of any appraisal system. Appraisal is more than a past oriented activity
that criticises or praises workers for their performance in the preceding year, rather, appraisal must take a
future oriented view of what worker can do to achieve their potential in the organization. This means that
manager must provide workers with feedback and coach them to higher levels of performance.
Most business organisations carry out some form of employee performance appraisal. Such appraisals are
by and large conducted on a yearly basis with managers assessing and evaluating the performance of
their subordinates (Buono, 1998).

Gergely and Kovacs (2009), describe performance appraisal to be the estimation and evaluation of
performances of individual employees during specific time periods. Such assessment and evaluation help
in determining the suitability of evaluated persons for fulfilling their jobs and assignments (Gergely &
Kovacs 2009).

Performance assessments of employees are routinely undertaken by many organisations before such
employees are provided with greater organisational responsibilities or remuneration (Gergely & Kovacs
2009). The performance assessment process has two important dimensions, one of which is evaluative and
the other developmental in nature. Evaluation based on results represents the judgement of performances
of evaluated persons during specific time periods (Gergely & Kovacs 2009). Such judgements are made
after specific comparison of individual performance with previously specified job standards or objectives.
Evaluation for developmental purposes on the other hand attempts to investigate the possibilities and
potential of people to take on additional responsibilities (Gergely & Kovacs 2009). Such evaluations are by
and large connected to promotions or job reallocations. The main aim of such evaluation is to find the
direction in which the skills and knowledge of specific individuals have to be developed in order to
improve their performance (Gergely & Kovacs 2009).

2.3. Performance Assessment for the Flying Staff in the Airlines Industry

Members of the flying staff in the airline sector carry out some of the most important tasks of their
individual organizations. Whilst the successful operations of an airline is undoubtedly dependent upon the
combined efforts of employees on the ground and in the air, the flying crew have the paramount
responsibility of actually transporting organizational clients and making their experiences, satisfying,
comfortable and enjoyable (Baker & Dismukes, 2002). The efficiencies, capabilities and attitudes of
members of the flying crew are vitally important for customer satisfaction and customer retention.
Inefficiencies and inadequacies on their part can lead to customer dissatisfaction, with consequential
adverse results on company image, sales and profitability (Baker & Dismukes, 2002).

Optimising the performance of the flight crew is thus a major objective of all efficient and well run airlines
(Baker & Dismukes, 2002). Most such airlines pay great attention to the selection of their flying staff and
develop elaborate and specialised training programmes for their professional and personal development.
Performance assessments of such employees are carried out very regularly and enable organizational
managements to ascertain different facets of the personalities, skills and attitudes of flying staff (Baker &
Dismukes, 2002). Such performance assessments form the basis for promotions, work reallocations and
remuneration increases. Appropriately planned and conducted performance appraisals can thus certainly
increase the confidence and motivation of airline staff and enhance their performance and productivity
(Baker & Dismukes, 2002).

Emirates Airlines Performance Appraisal Method

Assessment Centre Method

The concept of assessment centre was introduced way back in 1930 by the German Army but it has been
polished and tailored to fit today’s environment. The assessment centre method enables employees to
get a clear picture of how others observe them and the impact it has on their performance. The main
advantage of this method is that it will not only assess the existing performance of an individual but also
predict future job performance. During the assessment, employees are asked to take part in social-
simulation exercises like in-basket exercises, informal discussions, fact-finding exercises, decision-making
problems, role-play, and other exercises that ensure success in a role. The major drawback of this
approach is that it is a time and cost intensive process that is difficult to manage.

Advantages of the assessment centre method:

 Enhance a participant’s knowledge, boost his/her thought process, and improve employee
efficiency

 Can be tailored to fit different roles, competencies, and business needs

 Offer an insight of the employee’s personality (ethics, tolerance, problem-solving skill,

introversion/extroversion, adaptability, etc.)

Question 3

A. Why Assessment Centre is Required

With globalization, the market is getting increasingly demanding and competitive. Organizations need to
line up their strategic aim with the market requirements to survive in this competitive environment.
It is a more accurate and standardized process which is used, chiefly by medium and large
organizations nowadays. It provides an opportunity for candidates to show their suitability for a role in
different ways and enables them to obtain a practical preview of what the employer expects from their
employees. It is one of the best methods to predict the future work performance of the candidate.
This method provides objective, uniform information to organizations about employees' managerial
abilities. Teams of trained executive assessors observe candidates in multiple simulations. Behavioral
observations are then systematically incorporated to arrive at ratings for appropriate managerial
competencies.Benefits of this method is :

B. Employee Development:
According to Dr. Charles Woodruffe, assessment centers are of value to employees: "Participants receive
high-quality feedback and the chance to discuss and build a development plan." He cautions that an
assessment center for promotion and a developmental center for employee development should not be
combined into one event, although, he says, "data from an assessment center can be used to construct
development plans for specific employees regardless of whether they were promoted or not." The follow-
up for those promoted can assist in getting them started on the right foot in their new position; similarly,
those who do not promote can improve in their current position and prepare for promotion later.

C. Fair Opportunity:
Research has found that applicants tend to find that Assessment centers are more face valid than
other assessment methods (Macan, et al, 1994). Thus, applicants believe that they have been given a fair
opportunity to display their skills and find that the exercises in an Assessment center are more
representative of the target job than a pencil and paper test or assessment.

D. Improving performance of an organization:

With the help of Assessment center the firm can use the data to scrutinize expected patterns and areas of
deficiencies of employees within the organization. Thus, the top management can conduct and arrange the
more useful and appropriate training programs to overcome the weak areas. This will enhance the
performance of different departments in the organization and subsequently, the overall performance of
the firm goes up. It’s an efficient way for big companies to

quickly sort the wheat from the chaff

and that’s why assessment centers
have become so widely used.
QUESTION 4

There are a number of reasons why the process does not work very well. But what can be done to
improve it?

In designing an effective performance management system, I abide by several key principles:

 Everyone should be treated the same, whether management  likes them or not.
 All actions should be transparent.
 Employees should know what they are expected to accomplish, and the
performance standards that are set for them should align with the organization’s
goals and objectives.
  Employees should receive frequent feedback so they know how they are doing. 
 All actions should be predictable, especially when employees are given frequent
feedback.
 There should be reliable consequences for every level of performance.

There are a few basic elements involved in building an effective performance management frame-
work, including:

Goal setting — You need to set goals the right way. They need to be meaningful and understood.
Employees should have context as to why these individual goals matter and how they are furthering
organisational objectives. Employees will care much more about their roles and be much more engaged
when they know — and truly understand — how their job matters. 

Goal setting should be a collaborative process. Where once goals trickled downwards from the
higher-ups in an organisation, modern companies are aligning goals upwards. So goal setting should
involve meeting with employees and being transparent about company goals, direction and obstacles.
Armed with this information, employees can create goals which complement organisational objectives
and make daily decisions to further these objectives. Furthermore, when employees are put in the drivers’
seat and allowed to develop their own goals (before having them approved by their line manager),
employees experience a heightened sense of autonomy and ownership over their work. Inevitably, this
results in improved employee performance.

Transparent communication and collaboration — Employees want — and deserve — their man-

agers and leaders to be open and authentic at all times. They don’t want to be kept in the dark when their
companies are going through hard times. They want to be kept abreast of pertinent information. On top
of this, they want real-time communication while building healthy relationships with their colleagues and
managers. This will involve regular feedback and honest discussion — even when such communication is
difficult or uncomfortable. 

Employee recognition — An effective performance management system should prioritise employ-

ee recognition and reward. Employees should feel valued and appreciated for the work they do and the
effort they put in. If employee recognition is not a priority, this will most likely have a negative bearing on
your voluntary turnover.

Honest and regular feedback and reviews — The more frequent and precise the feedback, the
better individual performance. It’s that simple. Employees want regular insights into their work and the
better-informed employees are regarding their performance, the better able they are to improve
and excel.

Employee development — No ambitious top performer wants to remain at a company long-term

without honing and developing skills. Advancement and development are important to employees — not
to mention, companies stand to benefit when employees are more skilled and capable.

Question 5
 In conclusion a performance appraisal is one of the most important factors in any organization
and also a great tool used to record productivity. Every organization has to have goals and objectives
established and every employee has to be involved in the process. Also conducting a performance
appraisal will improve productivity and also the morale of the employees. Appraisals are a positive way for
a manager to let the employees know how well theyare performing the duties that are assigned to them.
Sometimes we get caught up in our job and do not realize what all the company strives to do for
employees. Whether the reward is a lousy employee dinner and or a simple thank you card, your work is
being recognized. Also, employees should be thankful for any job they may have, because the company
did not have to hire on any means. Formal and informal feedback should be provided to the managers
on a regular basis to alert them to possible errors in rating as well as in methods to obtain the
performance desired. No particular form will respond to the needs of all organizations. It is not the
format that causes the desired results, but rather an organization of competently trained managers,
using the process in a consistent manner, which allows for validity and employee acceptance. Only if the
process is accepted as valid will it impact performance in a manner which will meet the organizational
goal of obtaining and retaining the highest performers and rewarding such performers for their
contribution to the organization's effectiveness.

Recommendations

Survey the company at all levels to determine the best method of performance appraisal for the
organization. Determining management and staff opinions are important prior to system design. But this
should not be a one time occurrence. Surveys should be conducted on a regular basis to determine if
modifications should be made in the system to meet changing requirements. As an organization
changes, it may even become necessary to discontinue a system and design something new which will
better meet organizational objectives.

Conduct ongoing training of all management/supervisory staff in the effective preparation and
communication of performance appraisals. Regardless of format, managers must be carefully trained in
effective program implementation which includes gathering and documenting information,
communicating performance standards, expectations and results, and preparing necessary
administrative documents. In addition, managers must be aware of tendencies towards biases and error
which threaten accuracy, consistency and fairness.

Communicate the goal as evaluating performance. Performance should be evaluated in terms of

definable output and demonstrated activity; personal bias is not acceptable. Communicate that
although satisfactory/competent is not a poor rating, it is the standard. The rating of outstanding should
be reserved for those who clearly exceed the requirements and expectations of the job. Stress the
importance of meeting goals for improvement, expectations and objectives.