British Airways: the case for a human makeover: New approach would leave the airline less prone to disruptions and PR blunders

Abstract

Purpose

This article advances the view that British Airways could be less prone to disruptions and public‐relations blunders if it adopted the human‐asset approach.

Design/methodology/approach

Describes the main aspects of the human‐asset approach, shows how it has been successful at Toyota and Jet Blue, and reveals the ways in which it could help British Airways to rediscover the success it enjoyed in the aftermath of privatization.

Findings

Argues that BA's drive for efficiency – in terms of relentless cost‐cutting and outsourcing – came at a cost as the airline experienced industrial disputes and employee unrest that dented its image. Puts forward the opinion that approaching efficiency from a human perspective provides organizations with a more sustainable and effective business model, where values drive the efficiency and productivity necessary for success. Explains how Toyota and Jet Blue have adopted such a model.

Practical implications

Reveals that there is no magic formula for developing a human asset model for a particular business; it needs thorough analysis of the needs of human assets, and the main factors and values that drive the quality of relationships between them.

Originality/value

Contends that the human‐asset model provides an effective framework for integrating HR with the business strategy.

Citation

Ledwidge, J. (2007), "British Airways: the case for a human makeover: New approach would leave the airline less prone to disruptions and PR blunders", Human Resource Management International Digest, Vol. 15 No. 5, pp. 7-10. https://doi.org/10.1108/09670730710762807