英国留学生论文paper代写参考-英国航空公司人力资源管理。本文是一篇由本站英国留学生论文代写服务提供的paper写作范文，主要内容是讲述在人体中，心脏是我们判断身体是否正常工作的最重要的组成部分。同样，在任何组织中，最重要的资产都是员工。为了最大限度地利用他们的资产，管理层应该始终以智慧和效率来处理员工的工作条件。如果任何一个组织的员工都管理得很好，那么这些组织大多都做得很好。因此，必须致力于员工的成长、建设、发展、热情、动力、丰富和提高。以下内容就是英国留学生论文paper代写参考范文的具体内容，供参考。
In a human body, heart is the most important part form where we can judge whether body working fine or not. In the same way in any organization the most important asset is employees. And to maximize their assets, management should always deal with the staff working condition with intelligence as well as efficiency. If employees of any organization are well managed, the organizations mostly do very well. It is therefore essential to work on growth, building, development, enthusiasm, motivation, enrichment and improvement of the employees.
In general every organization believes that Human Resource (HR) offers them reasonable advantage. These advantages can be:一般来说，每个组织都认为人力资源为他们提供了合理的优势。这些优势可以是
Quality work force 优质劳动力
Quality culture etc.质量文化等。
The Strategic Human Resource Management ensures that the employees or human capital of an organization contributes towards its achievements with their performance, knowledge and skills. The Traditional Human Resource is only concerned with the implementation of the policies like:
战略人力资源管理确保组织的员工或人力资本凭借其绩效、知识和技能为其成就做出贡献。传统人力资源只关注以下政策的实施：
Recruitment,招聘
Staffing,人员配备
Reward,奖励
Assessment 评估
But when general HRM plug into the organization’s strategy the outcome of HR department more scope to increase the abilities of their workforce and focus on the vision and mission. This connection is made to improve the organization performance and develop organizational culture which in turn facilitates innovation and flexibility. Overall the key principle of Strategic HRM is to achieve organization’s vision and mission.
但是，当一般的人力资源管理融入组织的战略时，人力资源部门的结果是有更多的空间来提高员工的能力，并专注于愿景和使命。这种联系是为了提高组织绩效和发展组织文化，从而促进创新和灵活性。总体而言，战略人力资源管理的关键原则是实现组织的愿景和使命。
But in this globalized and changing world organizations has to demonstrate the importance of an effective human resource generally refer to the set of the policies or principles planned to make the most of the organizational integration, quality of work, employee commitment and flexibility. So that organization achieves their goals. To understand more about HRM, I have chosen British Airways for this course.
但在这个全球化和不断变化的世界中，组织必须证明有效人力资源的重要性。有效人力资源通常指一套旨在充分利用组织整合、工作质量、员工承诺和灵活性的政策或原则。从而使组织实现其目标。为了进一步了解人力资源管理，我选择了英国航空公司参加这门课程。
Overall about British Airways 关于英国航空公司的总体情况
British airway is the biggest airline in United Kingdom and third in Europe. It is based at the busiest international airport in the world i.e Heathrow Airport, London, and has a worldwide flight network with partners as Qantas in Australia, USAir in the United States and TAT European airlines in France. With its Alliance partners and its own operations, British Airways in a year serves on an average of 95 million passengers, using more than 1000 air-planes and around 441 airports in about 86 countries. The major activities of the British Airways is the international and domestic scheduled operations and charter air services for the carriage of freight and mail, passengers and other additional services.
英国航空公司是英国最大的航空公司，在欧洲排名第三。它位于世界上最繁忙的国际机场，即伦敦希思罗机场，并与澳大利亚的澳航、美国的USAir和法国的TAT欧洲航空公司等合作伙伴建立了全球航班网络。凭借其联盟合作伙伴和自己的运营，英国航空公司每年平均为9500万名乘客提供服务，在大约86个国家使用1000多架飞机和大约441个机场。英国航空公司的主要活动是国际和国内定期运营以及包机服务，用于运输货物和邮件、乘客和其他额外服务。
To make sure that a process of this size works as efficiently and successfully as possible, needs well organized Strategic human resource management (SHRM). There are several approaches and models by which Strategic HRM can be applied but basic strategic HRM model is widely accepted by many authors, researchers and even critics as well (Kane and Palmer, 1995). This basic model is based on the external and internal environment and basic organization strategies.
为了确保这种规模的流程尽可能高效和成功地运行，需要组织良好的战略人力资源管理。有几种方法和模型可以应用战略人力资源管理，但基本的战略人力资源模型也被许多作者、研究人员甚至评论家广泛接受。这种基本模式是基于外部和内部环境以及基本的组织战略。
Basic Model of Strategic Human resource Management (Adapted from Kane and Palmer, 1995)战略人力资源管理的基本模型
In order to fulfil its mission and objectives, BA needs qualified employees for that the HR department is responsible to advertise the vacancy and select suitable candidates. The recruitment of staff is one of the most vital tasks within the organisation.
为了实现其使命和目标，BA需要合格的员工，人力资源部门负责招聘职位并选择合适的候选人。招聘员工是组织内最重要的任务之一。
People are considered to be the most important asset for an organisation. The success of the organisation depends on the abilities, knowledge and skills of the people working in that organisation. They are the most important benefit for any industry or organisation. Therefore to ensure that an organisation hire the right people, a standard and formal structure must be used.
人员被认为是组织最重要的资产。组织的成功取决于该组织工作人员的能力、知识和技能。它们是任何行业或组织最重要的利益。因此，为了确保一个组织雇佣合适的人，必须使用标准和正式的结构。
Recruitment and selection 招聘和选拔
“Recruitment is closely monitored to ensure that it is only authorised if the Company is confident that the business need is critical”
“招聘受到密切监控，以确保只有在公司确信业务需求至关重要的情况下才获得授权”
So, it can be concluded that BA is following a balanced combination of both models in order to maintain efficiency and cost effectiveness by carefully hiring and training employees and on the other hand self-satisfaction and benefit of workers by using a humanistic approach.
因此，可以得出结论，BA正在遵循这两种模式的平衡组合，通过精心雇佣和培训员工来保持效率和成本效益，另一方面通过使用人文方法来实现员工的自我满足和利益。
In the FactBook 2007 BA claims: “British Airways places great emphasis on ‘Investing in its people”. This investment is always very considerable because of its effectiveness and the unjustifiable consequences if it is not made according to the requirements.
英国航空公司在2007年的FactBook中声称：“英国航空公司非常重视‘投资于员工’。这种投资总是非常可观的，因为它的有效性和如果不按要求进行的不合理后果。
British Airway’s focus on establishment of effective recruitment and selection methods and more importantly on training and development of employees can be understood by this increase of 5% on the employee costs.
英国航空专注于建立有效的招聘和选拔方法，更重要的是专注于员工的培训和发展，这可以从员工成本增加5%中理解。
Townley (1991) argues that “organisations are increasingly likely to focus on more general attributes and values than narrow task-based criteria.” Barclay (1999) explains the fitness of organisations are expressed in terms of personality, attributes, flexibility, commitment and goals rather than the ability to do specific job for which person is being recruited. Torrington and Hall (5th Edition: p 142) termed these general but valuable attributes as organisational criteria. It now depends on the nature of organisation that what attributes are much valuable for them than other. In case of British Airways, the massiveness and expanding nature of organisation requires candidates with flexibility and adoptability and ‘utmost professionalism’. Apart from these, in the Fact Book 2007, BA claims that “The motivation and commitment of employees remains key to the success of British Airways.”
Townley认为，“组织越来越可能关注更一般的属性和价值观，而不是狭隘的基于任务的标准。”Barclay解释说，组织的适合性表现在个性、属性、灵活性、承诺和目标方面，而不是招聘人员从事特定工作的能力。Torrington和Hall将这些一般但有价值的属性称为组织标准。现在，这取决于组织的性质，什么属性对他们来说比其他属性更有价值。就英国航空公司而言，组织的庞大性和扩张性要求候选人具有灵活性、可接受性和“最大的专业性”。除此之外，英国航空公司在2007年的《情况说明书》中声称，“员工的积极性和承诺仍然是英国航空公司成功的关键。”
Categories of departments 部门类别
To be a bit precise, the recruitment for employees is functionally categorised for six departments.
准确地说，员工招聘在功能上分为六个部门。
Customer service 客户服务
First is Customer Contact which is responsible for delivering on board services for customers. Employees in this department are further divided under Cabin Services and Passenger Services. BA is looking for candidates having customer service experience and age over 18. The candidates for this department should have calm and warm personality, effective communicational ability with people from diverse cultures, ability to work under stress and team support attitude.
首先是客户联络部，负责为客户提供船上服务。该部门的员工进一步划分为客舱服务和乘客服务。BA正在寻找有客户服务经验且年龄在18岁以上的求职者。该部门的候选人应具有冷静和热情的个性，与来自不同文化的人有效沟通的能力，在压力下工作的能力和团队支持的态度。
Commercial department 商务部
Secondly, there is Commercial Department which recruit people for Sales, Alliance, Marketing and Strategy. The organisation is looking for candidates having ability to work in a dynamic, fast moving environment with excellent communication, organisational and planning skills to work in this sector. Experience of Customer Service here is also desired by the selectors.
其次，还有商务部，负责招聘销售、联盟、市场营销和战略方面的人员。该组织正在寻找能够在充满活力、快速发展的环境中工作、具有良好沟通、组织和规划技能的候选人，以便在该行业工作。这里的客户服务经验也是选择者所期望的。
Technical department 技术部
E-Business and IT department and Technical and Operations department covers e-Commerce, e-Procurement, IT and e-Working and pilots, engineering, flight training sectors respectively, which are working for the organisation to cope it with the latest technological requirements for success. The employees must have innovative and creative thinking with an ability to think beyond the technology. Good negotiation skills, problem solving skills and considerable experience and qualification in job related technology is required.
电子商务和IT部门以及技术和运营部门分别涵盖电子商务、电子采购、IT和电子工作以及飞行员、工程和飞行培训部门，这些部门正在为组织工作，以应对最新的技术要求，从而取得成功。员工必须具有创新和创造性思维，并具有超越技术的思考能力。具备良好的谈判能力、解决问题的能力以及在工作相关技术方面的丰富经验和资格。
Corporate Services 行政服务
Corporate Services includes HR, Finance, Health Services, and Legal services, PR & Communication, Safety, Security Community and Environment. This department look for motivate and committed personnel which have same interest as the objectives of organisation. Experience and standard qualification in the related field is usually required.
公司服务包括人力资源、财务、健康服务和法律服务、公关与沟通、安全、安保社区和环境。该部门寻找与组织目标具有相同兴趣的有激励性和敬业精神的人员。通常需要相关领域的经验和标准资质。
Graduate schemes 毕业生计划
At the last, there is Graduate Opportunities and Training Schemes sector which hire graduates, students for industrial placement, trainee pilots and engineering schemes. The excitement and challenge of airline industry along with the sheer diversity in company’s structure and opportunity to take the career in desired way by acquiring valuable skills and experience make BA a priority for young graduates.
最后，还有毕业生机会和培训计划部门，该部门雇佣毕业生、工业安置学生、实习飞行员和工程计划。航空业的兴奋和挑战，加上公司结构的多样性，以及通过获得宝贵的技能和经验以理想方式从事职业的机会，使BA成为年轻毕业生的优先选择。
Methods to choice the applicants 选择申请人的方式
Organisations have different ways to select the candidates depending upon different factors including time, cost, administrative ease and selection criteria for the post to be filled. A list of selection methods as described by Torrington and Hall (2006) includes, Application Forms, Self-Assessment & Peer Assessment, Telephone Interviewing, Testing, Group Selection Methods and Assessment Centres, Work Sampling/Portfolios, References etc. British Airways (http://www.britishairwaysjobs.com/) use CV and Application forms, Interviews, Assessment Processes, Criminal Record Check.
各组织根据不同的因素，包括时间、成本、行政方便程度和拟填补职位的选择标准，有不同的方式来选择候选人。Torrington和Hall（2006）描述的选拔方法列表包括申请表、自我评估和同行评估、电话面试、测试、小组选拔方法和评估中心、工作抽样/档案、参考资料等。英国航空公司(http://www.britishairwaysjobs.com/)使用简历和申请表、面试、评估流程、犯罪记录检查。
Applications Forms are the written documents which usually reflect personal, educational and employment information of the candidate. Application form has been extended by some organisations to ask much more and much detailed information from the candidates like about their skills abilities and also some situational questions are made to evaluate thinking approach of candidate. British Airways stress more on the CV and directed the candidates to develop a well organised, logical and easily understandable CV. A brief discussion about the related skills is required with no spelling and grammar mistakes. The main objective of Application forms is to shortlist the pool of recruited candidates. Application forms can be used to obtain candidates’ signatures as to the truth of the information provided. Application Forms are slightly better and fair indicator of candidate’s potential due to their standardise format making the comparison of the information during sifting and short listing easier and less prone to error
申请表是书面文件，通常反映候选人的个人、教育和就业信息。一些组织已经扩展了申请表，向候选人询问更多、更详细的信息，比如他们的技能能力，还提出了一些情境问题来评估候选人的思维方式。英国航空公司更加强调简历，并指导候选人编写一份组织良好、逻辑合理、易于理解的简历。需要简要讨论相关技能，不得出现拼写和语法错误。申请表的主要目的是筛选已招聘的候选人。申请表可用于获得候选人关于所提供信息真实性的签名。申请表是候选人潜力的一个更好、公平的指标，因为它们的标准化格式使筛选和入围过程中的信息比较更容易，也不容易出错
Assessment Process 评估过程
Assessment Process incorporate multiple selection techniques usually involves Leaderless groups, Command or executive exercises, Group Problem Solving, psychological tests, in-basket tasks and variety of interviews and presentations. Due to the multiple measures IRS (2002d) noted that these are the most effective ways of selecting candidates. At the end of the measures, the assessors have to come to cumulative rating for each individual, related to job requirements. This selection method is costly and time taking but provide opportunity to evaluate the candidate by in depth observation. Assessment Process followed by British Airways http://www.britishairwaysjobs.com constitutes Group Exercises, Interviews, Psychometric tests, Presentations, fact-finding and role plays.
评估过程包含多种选择技术，通常包括无领导小组、指挥或执行练习、小组问题解决、心理测试、篮下任务以及各种访谈和演示。由于采取了多种措施，IRS指出，这些是选择候选人的最有效方法。在测量结束时，评估员必须根据工作要求对每个人进行累积评级。这种选择方法成本高且耗时，但提供了通过深入观察来评估候选者的机会。英国航空公司遵循的评估流程http://www.britishairwaysjobs.com包括小组练习、访谈、心理测试、演讲、实况调查和角色扮演。
Group exercises 集体联系
Group exercises will investigate the team working abilities and communication skills of candidates.
集体联系将考察候选人的团队合作能力和沟通技巧。
Interviews 面试
Interviews contain tricky questions and critical situations to do decision.
面试包含一些棘手的问题和关键情况，需要做出决定。
Psychometric Tests 心理测量
BA claims: “The tests we use most often focus on verbal and numerical skills. We may also include a personality assessment which another tool is designed to find out a bit more-about candidate.”
BA声称：“我们最常使用的测试侧重于语言和数字技能。我们还可能包括性格评估，这是另一种工具，旨在了解更多关于候选人的信息。”
Interpersonal skills 人际交往技能
Fact-finding explores interpersonal skills to gather related information whereas Presentation shows communication skills of a candidate with a group.
事实调查探索了收集相关信息的人际交往技能，而演示展示了候选人与团队的沟通技能。
Role Plays 角色扮演
In Role Plays, one of the assessors will act as a client and the candidate have to tackle him according to the given situation.
在角色扮演中，其中一名评估员将充当客户，候选人必须根据给定的情况处理他。
Testing method 测试方法
Testing is one other source of selecting candidates. It is a sort of alternative for the unreliability of interview as an indicator of performance and potential of the candidate. But views against Testing dislike the objectivity of the technique and the difficulty to incorporate the test indications with the rest of the evaluation. In the form of psychometric testing, role plays and fact-finding, BA uses this technique to evaluate the appropriateness of the candidate with the requirements of the job. The other types of test according to Torrington and Hall (6th edition) are Aptitude tests, General Intelligence tests, Special aptitude tests, Trainability tests, Attainment test and Personality Tests. The detailed nature of Testing may provide a sufficient analysis of one’s capabilities but there are also some problems in using this as a selection technique including a time consuming nature, the inadequate criteria to develop the testing for a good job performance, ability to be sexually, socially or racially biased.
测试是选择候选人的另一个来源。这是一种替代面试不可靠性的方法，可以作为候选人表现和潜力的指标。但反对测试的观点不喜欢该技术的客观性，也不喜欢将测试适应症与其他评估结合起来的困难。在心理测试、角色扮演和事实调查的形式中，BA使用这项技术来评估候选人是否符合工作要求。根据Torrington和Hall（第6版）的说法，其他类型的测试包括能力倾向测试、一般智力测试、特殊能力倾向测试，可训练性测试、成就测试和个性测试。测试的详细性质可能会对一个人的能力进行充分的分析，但将其作为一种选择技术也存在一些问题，包括耗时、开发良好工作表现测试的标准不足、具有性、社会或种族偏见的能力。
Criminal Record Checks 犯罪记录检查
Criminal Record Checks is also a very essential part of BA’s selection process as in the world of International travel; nothing is more important than safety and security. BA is UK’s leading safety critical business with a well renowned safety record so in order to fulfil legal requirement to check the criminal record if the employee is being hired to work with children and/or vulnerable adults.
与国际旅行一样，犯罪记录检查也是英国航空公司选拔过程中非常重要的一部分；没有什么比安全更重要了。BA是英国领先的安全关键业务
如果员工受雇与儿童和/或弱势成年人一起工作，为了满足检查犯罪记录的法律要求。
Motivation 动机
Result of Motivation 动机的结果
The top ranked order of factors which effect the motivating:影响动机的因素的最高顺序是
Interesting factor 有趣的因素
Good engage 良好的参与度
Job security 工作保障
Work done on Full appreciation 在充分赞赏的情况下完成的工作
Well and good working conditions 良好的工作条件
Promotion and organization growth 晋升和组织成长
Personal loyalty on employees and staff 员工和员工的个人忠诚度
Being feeling in on things 对事物有感觉
Sympathetic help with personal problems 同情地帮助解决个人问题
Tactful discipline 策略性纪律
Maslow’s need-hierarchy discuss the theory which provides some interesting and entertaining insight onto employee and staff motivation by comparisons of above results. The number top one ranked motivator is interesting work which describes the self-actualizing factor. Second ranked motivators’ good wages which describe the is physiological factor. Third ranked motivator is full appreciation of work done which discuss the esteem factor. Fourth ranked motivator is job security which describes the safety factor.
马斯洛的需求层次理论通过对上述结果的比较，为员工和员工的动机提供了一些有趣和有趣的见解。排名第一的激励因素是有趣的工作，它描述了自我实现的因素。排名第二的激励者的良好工资是生理因素。排名第三的激励因素是对所做工作的充分赞赏，这讨论了自尊因素。排名第四的激励因素是工作保障，它描述了安全因素。
In June 1997, Ayling praised a striking new visual identity supposed to be based on market research but that generated emotionally charged controversy. The change was radical; symbols were simply scrapped (new design, new colours, new motto, denial of the psychological national belonging) as if it was possible to start from scratch with new company identity and culture.
1997年6月，艾林称赞了一种引人注目的新视觉身份，这种身份本应基于市场研究，但却引发了激烈的争议。这一变化是激进的；符号被简单地废弃了（新的设计、新的颜色、新的座右铭、对民族归属心理的否定），就好像可以用新的公司身份和文化从头开始一样。
As strikes immediately showed it, BA’s culture was still one of a public sector company. Instead of trying to negotiate, Ayling harshly condemned strikers without taking in account this public sector company background. In spite of Ayling’s desire to eradicate ” British-ness” from BA, employees and people in general (customers, the press, Margaret Thatcher) were not ready to accept it. Strikes were also the result of incomprehension from employees: were the new salary scheme (part and parcel of the efforts to reduce area costs) and the £60 million identity change coherent? Was it possible for employees to stay motivated and involved in BA under those conditions? Furthermore, 160 planes stayed with the Union flag instead of the new design in 1999 because BA lacked time to repaint it. The identity change was as a consequence first of all badly accepted and in addition badly implemented.
正如罢工立即表明的那样，英航的文化仍然是一家公共部门公司。艾林没有试图谈判，而是严厉谴责罢工者，而没有考虑到公共部门公司的背景。尽管艾灵希望从英国航空公司中消除“英国特色”，但员工和普通人（客户、媒体、玛格丽特·撒切尔）还没有准备好接受这一点。罢工也是员工不理解的结果：新的工资计划（降低地区成本的一部分）和6000万英镑的身份转变是否一致？在这种情况下，员工是否有可能保持积极性并参与BA？此外，1999年，由于英国航空公司没有时间重新喷漆，160架飞机保留了联盟旗帜，而不是新设计的旗帜。因此，身份的改变首先被接受得很糟糕，而且实施得很糟糕。
However, Ayling began to understand after the strikes the high necessity of human resources as part of cultural background in a customer-facing business . He launched a campaign to raise staff moral in October 1997 and started to think about focusing on people on the front-line through interviews and speeches praising communication between management and staff. He built a hotel and developed a new concept for BA’s headquarter (no permanent desk-space). Again, in 1999, an opinion survey was sent to all employees, results were alarming, and Ayling introduced training and motivational programmes.
然而，Ayling在罢工后开始明白，在面向客户的企业中，人力资源作为文化背景的一部分是非常必要的。1997年10月，他发起了一场提高员工道德的运动，并开始考虑通过采访和演讲赞扬管理层和员工之间的沟通，将重点放在一线人员身上。他建造了一家酒店，并为英航总部开发了一个新概念（没有永久办公桌空间）。1999年，再次向所有员工发送了一份意见调查，结果令人震惊，艾林推出了培训和激励计划。
Cost cut is a very unpopular practice. Consequently, managers usually do it only when it becomes an emergency. Bob Ayling did not take it like that. He anticipated the future and he kept an unwavering stance to impose the BEP measures while a record profit was announced for the year: he sold sensible activities, relocated the accounting department…
削减成本是一种非常不受欢迎的做法。因此，管理者通常只有在紧急情况下才会这么做。鲍勃·艾林并不这么认为。他预见到了未来，并坚定不移地实施BEP措施，同时宣布了今年创纪录的利润：他出售了合理的活动，重新安置了会计部门
He asked for volunteers to leave the firm not because he could not afford to pay them, but to replace them with flexible people having more appropriate skills.
他要求志愿者离开公司，不是因为他付不起钱，而是为了用具有更合适技能的灵活人员取代他们。
At last he decided to concentrate BA strategy on high margins activities, and implemented a rationalisation program, paring down unprofitable routes and cutting excess capacity.
最后，他决定将BA战略集中在高利润活动上，并实施了一项合理化计划，减少了不盈利的路线并削减了过剩产能。
This anticipative approach triggered the admiration of financial analysts, but the consequences inside the company were not so positive. Lots of the problems i.e. created in an organization are the direct result of worker and employees failing to communicate.
这种前瞻性的做法引发了金融分析师的钦佩，但公司内部的后果并不那么积极。组织中产生的许多问题都是员工和员工未能沟通的直接结果。
Career management and development 职业管理和发展
In an environment where talent is rare and external opportunities are plentiful, British Airways believes that the employees will stay in the company only if their contribution is valued. They will stay in the company as long as they are able to perform and do the useful work in the challenging and the stimulating environment. Managers to some level are held responsible for development of their subordinates at British Airways. There are some concerns due to the pace at which the company is growing, this process in not in taking place as fast as it needs to be, especially around the development of the competencies for the company’s many types of teams.
在一个人才稀少、外部机会丰富的环境中，英国航空公司相信，只有员工的贡献得到重视，他们才会留在公司。只要他们能够在充满挑战和刺激的环境中完成有用的工作，他们就会留在公司。英国航空公司的管理人员在一定程度上负责下属的发展。由于公司的发展速度，这一过程没有以应有的速度进行，尤其是在公司许多类型团队的能力发展方面，人们对此感到担忧。
British Airways develops a lot of courses for their employees or staff to learn, and at the same time, give them opportunities to go outside to learn. All training as well as development programme are based on the firm dedication to release and maximize the complete potential of each British Airways staff. Due to the large number of jobs across the company it hard to describe every development initiative in detail here.
英国航空公司开发了许多课程供员工学习，同时也为他们提供了外出学习的机会。所有培训和发展计划都建立在释放和最大限度地发挥每位英国航空公司员工全部潜力的坚定奉献精神之上。由于整个公司有大量的工作岗位，很难在这里详细描述每一项发展举措。
Overall British Airways has a very good range of training resources in hand, which there staff will be able to draw upon as they need them. These include courses like computer based interactive e-learning centres, reference materials, video based e-learning and library facilities. These programmes are offered to the staff, so as to develop a wide variety of skills like team building, presentation, leadership and negotiation. In particular cases the support is provided towards the technical as well as professional qualifications. In all the above discussed areas, it is the responsibility of an individual, through the discussions with their manager, to take accountability for seeing their requirements are met.
总的来说，英国航空公司手头有一系列非常好的培训资源，员工可以根据需要利用这些资源。其中包括基于计算机的交互式电子学习中心、参考资料、基于视频的电子学习和图书馆设施等课程。向工作人员提供这些方案，以培养各种各样的技能，如团队建设、演讲、领导和谈判。在特殊情况下，提供技术和专业资格方面的支持。在上述所有领域，个人有责任通过与经理的讨论，对确保其要求得到满足承担责任。
When it comes to the career development for any staff British Airways always aim to take up a very creative approach, and at the same time responding to the people’s aspirations as well as providing a good cross training where-ever it is needed. When the vacancies come up, they are always advertised internally as well as they are promoted from within where possible.
当谈到任何员工的职业发展时，英国航空公司总是致力于采取一种非常有创意的方法，同时回应人们的愿望，并在需要的时候提供良好的交叉培训。当职位空缺出现时，他们总是在内部发布广告，并尽可能从内部晋升。
Pay and Rewards 薪酬和奖励
To reward the contribution of an employee towards an organization, pay is used as a motivator. It is an important issue in the public as well as private sector. Many organizations have formed the pay methods to enhance the individual and team performance. Money acts as a motivator to reward their contribution.
为了奖励员工对组织的贡献，薪酬被用作激励因素。这是公共部门和私营部门的一个重要问题。许多组织已经形成了提高个人和团队绩效的薪酬方法。金钱是奖励他们贡献的动力。
Some of the expected impact areas of concern at the local level are:地方一级关注的一些预期影响领域包括：
Pay acts as a communicator of principles in terms of teamwork, fairness, equality, flexibility and working across the company or with the external partners 薪酬法案是团队合作、公平、平等、灵活性以及在整个公司或与外部合作伙伴合作等原则的沟通者
Pay acts as a motivator of an individual’s performance, team or organizational performance, development of an individual, risk-taking, responsibility and loyalty and experience 薪酬是个人绩效、团队或组织绩效、个人发展、冒险精神、责任感、忠诚度和经验的激励因素
Pay acts as a payment factor for the production in terms of the cost (execution/ control/ maintenance) and for the effectiveness in the resourcing an organization 就成本（执行/控制/维护）和组织资源的有效性而言，薪酬是生产的支付因素
Conclusion and Recommendation 结论和建议
The purpose of this paper was to investigate the human resource management strategies of British Airlines. Judging the human resource management strategies of British Airlines with the work of leading experts in the field of Human Resource Management strategies, we found out that:
本文旨在探讨英国航空公司的人力资源管理策略。结合英国航空公司人力资源管理战略领域的顶尖专家的工作，对英国航空公司的人力资源管理策略进行评判，我们发现：
At British airlines management has created a conductive environment, with more workers participation, career succession planning, career relevant training, greater opportunities for higher roles, job satisfaction, trust and commitment to enhance employee commitment and satisfaction.
在英国航空公司，管理层创造了一个良好的环境，有更多的员工参与、职业继任规划、职业相关培训、更大的晋升机会、工作满意度、信任和承诺，以提高员工的承诺和满意度。
In general British Airways has balanced strategy to recruit and select employees make BA a joyful place for employees to work in without disturbing the cost scale much.
总的来说，英国航空公司在招聘和选拔员工方面采取了平衡的策略，使英国航空公司成为员工工作的快乐之地，而不会对成本规模造成太大干扰
I think British Airways should shift the emphasis from CVs to Application Forms in order to get accurate, related and required information about candidates. Assessment procedures followed can be characterized as better method to select candidates and BA is following this quite efficiently.
我认为英国航空公司应该将重点从简历转移到申请表上，以便获得关于候选人的准确、相关和必要的信息。所遵循的评估程序可以被描述为选择候选人的更好方法，BA非常有效地遵循了这一点。
If these findings are properly implemented by BA, a number of benefits could be achieved which include developing a set of shared values, reducing costs when the relationship finishes and increasing profitability as a greater number of end users customers are retain.
如果BA正确实施这些发现，可以实现许多好处，包括开发一套共享价值观，在关系结束时降低成本，以及随着更多最终用户客户的保留而提高盈利能力。本站提供各国各专业留学生论文写作格式范文，留学生论文代写以及留学生论文写作指导，如有需要可咨询本平台。