Air Asia
Air Asia
Air Asia
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1. Introduction
AirAsia Berhad, that is commonly known as AirAsia is the low-cost airlines based in
Malaysia and headquartered in Kuala Lumpur. It is the best airline in Malaysia and the most lowcost airline in South-East Asia. The company operates all around the world and Singapore is one
of the reasons of its operations (AirAsia, 2007). AirAsia hold a great financial landscape with
annual revenue of RM 1.69 billion dollar. The 2016 data shows that airline employees around
17,000 employees. Given the large number of workforce, the company needs to implement
various strategies to manage existing as well as prospective workforce. The given assessment is
intended to provide an overview of the Human Resource Management in AirAsia.
2. Job Analysis
Job Analysis, in simple term is a comprehensive look at a certain job classification.
According to Wilson (2007), job analysis helps an organization by providing the information that
can further help in determining the employees that are suitable for a particular job. It helps the
job analyst to understand the vital tasks of the job, the procedure to carry those tasks, as well as
the necessary competencies and qualities that a person requires to accomplish the job
successfully (Wilson, 2007). Williams (2015) demonstrated that job descriptions and job
specifications are the two prime outcomes of the job analysis.
2.1 Job Description
Job description refers to a written explanation of the basic duties, tasks, as well as
responsibilities that are required of an employee to accomplish the job efficiently (Williams,
2015). The job description for the Cabin Crew AirAsia is as follows:
Title: Cabin Crew AirAsia
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170cm, and the height of male should be minimum 170cm and maximum 180cm (Fly Gosh,
2014).
3. Job Design
Job Design is core human resource management function that is associated with the
specifying the methods, contents, as well as the relationship of jobs for the sake of satisfying
organizational as well as technological needs and the personal and social needs of the job holder
(Noe, HollenBeck, Gerhart, & Wright, 2007). The main motive of the job design is to enhance
the job satisfaction by improving the quality and through-put, and reducing the absenteeism and
grievances of the employees. Job design entail the four elements including the design for
employee motivation, design for employees mental capacity, design for efficiency, and design
for health and safety of employees (Noe, HollenBeck, Gerhart, & Wright, 2007).
3.1 Design for Employee Motivation
It aids the companies by enhancing the zeal to work and enthusiasm among the
employees. The AirAsia can design motivation for the cabin crew members by providing them
paid leaves, time-to-time performance bonuses, and flexible work schedule. This will help in
employee giving their best to the airlines.
3.2 Design for Efficiency
In order to enhance efficiency, the airline can make use of diverse technology and varied
mechanism that can further help in reducing the complexity of work for employees, and in turn
will help them in performing daily tasks easily. This will include AirAsia to innovate in terms of
technology.
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is the great tool to attract prospective candidates as they get to know about the culture of the
company through social media, which in turn is beneficial for the company.
4.2 Recruitment Sources
The recruitment sources are those from where the company picks employees for itself.
According to Noe et al. (2007) there are two sources of recruitment: internal and external.
AirAsias annual report suggests that the company has a great tendency for internal recruitments
(AirAsia, 2007). However, in order to fulfill the needs of worldwide expansion in the operation
of the company. AirAsia needs to use internal sources of recruitment for which again social
media is the best and low-cost tool for the AirAsia.
4.3 Recruiters Behavior and Traits
The behavior and traits of the recruiters in a company is of utmost importance. Therefore,
it is necessary for the AirAsia to maintain cordial relationships with the recruiter to gain the best
talent possible and to receive the essential, realistic, and timely information.
5. Selection Strategies and Implementation
The selection of personnel is a methodical process that is used to hire the people
(Robertson & Smith, 2001). According to Muchinsky (2012), in the process of personnel
selection, the selected applicants are separated from rejected candidates in order to choose the
person who is perceived to provide the most valuable contribution to the company. The author
further analyzed that the selection procedure entails collecting information about the prospective
applicants with the ultimate motive of deciding the sustainability as well as suitability for
employment in the specific job (Muchinsky, 2012). The tools that are used for gathering such
information include interviews, personality tests, cognitive ability tests, work samples, physical
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ability tests, and biographical data. The implementation of the screening methodology is most of
the time done by organizations human resource department and sometimes by the hired external
firms or consultants (Muchinsky, 2012). The method for selecting the cabin crew for the AirAsia
is as follows:
Step 1. Screening Resumes and Applications
In order to apply for a job in AirAsia, the candidate is required to fill the application form
and provide the requisite details or resume along with the application form. This helps the
airlines in gathering basic essential information about the candidate. The Career application form
requires is available online on their website and needs the applicant to put some basic details
including the type of position that the applicant is applying and for what location (AirAsia, n.d.).
It is followed by the basic personal information about the candidate, nationality, Passport
Number of the applicant, and the contact details (AirAsia, n.d.).
Step 2. Scrutiny of Application
After collecting the personal and professional details of all the interested applicants, the
airlines reject the incomplete applications. It also rejects the applications of the candidates the
job specifications not match.
Step 3. Conduct Series of Tests
After selecting the most viable candidate, series of tests are conducted including the
written test including interest, knowledge, and aptitude test. The candidates those pass the
written test are then go through the psychological tests including the aptitude tests, personality
test, and intelligence test.
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References
AirAsia. (2007). Annual Report. Retrieved from http://www.airasia.com/iwovresources/my/common/pdf/AirAsia/IR/annual-report-corporate-2007.pdf
AirAsia Berhad. (n.d.). Cabin Crew AirAsia. http://www.jobstreet.com.my/en/job/cabin-crewairasia-x-japanese-speaker-3037180.
AirAsia. (n.d.). Career Application Form. Retrieved from
https://docs.google.com/forms/d/e/1FAIpQLSetngxuiz5t6c_ZECSNHlmZAeO0gxNw_v1
cXl_jvS6FAmVmbw/viewform?c=0&w=1
Fly Gosh. (2014, October). Air Asia Cabin Crew Recruitment - Walk in interview . Retrieved
from http://www.flygosh.com/2014/09/air-asia-cabin-crew-recruitment-walk-in.html
Muchinsky, P. (2012). Psychology Applied to Work. Summerfield, N klu C: Hypergraphic Press.
Noe, R. A., HollenBeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals Of Human
Resource. New York: McGraw-Hill.
Robertson, I. T., & Smith, M. (2001). Personnel selection. Journal of Occupational and
Organizational Psychology, 74, 441-472.
Wang, D. (2015, November 18). Recruitment Strategic to Attract and Win Top Talent. Retrieved
from https://www.tinypulse.com/blog/sk-recruitment-strategies-to-attract-and-win-toptalent
Williams, C. (2015). Effective Management.
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