This thesis’ main focus was to explore how the human resources management team of Qatar Airways responded to the novel coronavirus pandemic and how the responses impacted their employees. The researcher was primarily motivated to conduct this research due to the rising challenges in the aviation industry due to restrictions by various governments and a reduced number of routes. The study is driven by four objectives that sought to explore how Qatar Airways HRM is responding to the pandemic; what measures and strategies have been implemented to ensure the safety, security, and wellbeing of employees and passengers; the opportunities and challenges available for airlines during the pandemic. Finally, to identify strategic and effective mechanisms adopted by Qatar Airways to maintain operational efficiency even when their profitability is threatened. This study’s findings would help other airlines struggling with employee management to employ similar strategies to survive in the market. The study noted that HRM in any organisation plays a significant role in managing not only the employees but also protecting the company from critical financial challenges that might result in the inability to resume operations after the pandemic is over.
The study employed a qualitative research technique with interviews conducted among three employees from Qatar Airways to answer the research questions sufficiently. Three of the participants included the manager of the cabin services, manager of corporate communications, and corporate planning. However, the researcher, due to uncertainties posed by the inability to determine the availability and convenience of participants, only two respondents managed to complete an interview conducted online. The cabin manager participated in the study but did not manage to answer all the questions, thus answering the research questions was highly dependent on the feedback from the two employees. This indicated a small sample size, and the findings on the impacts of HR responses on employees may not be generalised to all sectors. However, the results confirmed the assertions of most previous studies and reports of Qatar Airways’ and other key transport sectors responded to the pandemic.
The findings were organised thematically, which helped the researcher analyse the transcribed data collected extensively from the participants. The results adequately answered all the research questions. Based on the findings and correlation with the previous investigation, the HRM of Qatar Airways responded effectively to the pandemic to safeguard the security, wellbeing, and safety of its employees as well as the customer. The HRM continuously engaged the employees through regular updates and communications to address their concerns; thus, the findings concluded that Qatar Airways has a well-established communication network.
To enhance employee performance, the company actively supported employees whenever necessary, even those working remotely to ensure customers were offered quality services. However, the study noted that due to increasing restrictions and reduction in the number of travel routes, the HRM had to minimize the negative impacts of low profits. Hence, the HRM team introduced various measures such as pay cuts due to the budget cuts, downsizing departments, terminating contracts of some employees, and others laid off with unpaid leave. These responses possibly affected most employees’ income, but the company offered mental and financial support to its stressed staff, especially travelling to their home countries. Besides, the study noted that support offered to customers and employees in terms of accommodation and tickets to travel home proved the commitment of Qatar Airways to corporate responsibility. The airline showed commitments toward supporting governments, adherence to government guidelines to protect workers and passengers against infection. Moreover, the provision of protective tools such as PPEs created opportunities to facilitate the opening of economies and commence air transport even before the pandemic is over.
Recommendations
Based on the strategies, measures, changes, and opportunities identified in this thesis. The following are practice recommendations that can be implemented by airline companies to manage employees and thrive in a crisis such as a coronavirus pandemic. First, HRM must recognize its role in maintaining operational efficiency; thus, it should respond quickly to reduce negative financial impacts. Second, employees are critical assets; thus, the HRM’s changes and decisions must be efficiently communicated. Third, decisions of downsizing the departments should be made reasonably while motivating and supporting remaining staff to maintain or improve their performance.
Future work
A comparative study can be conducted to assess employees’ performance, motivation, and morale due to the increased number of employees laid off and those remaining in the company. This study will help establish the effectiveness of employee teamwork and diversity in the airline industry, particularly in Qatar Airways. Additionally, the findings noted that the recruitment team in Qatar Airways established a plan for recruiting new employees to join the airline after the pandemic is over, although other employees’ contracts were terminated. Future researchers may use this basis to explore the factors driving the HRM team of Qatar to prepare for new recruits and also assess how these plans affected the laid-off employees. Furthermore, research can also be conducted to determine how the current employees’ performance was affected due to the changes such as downsizing and plans for new employment by the airline. Besides, the study recognised the significance and role played by HRM of the airline during the pandemic, the results have not revealed the challenges encountered in implementing the strategies; thus, future explorers may examine the issue from the HRM team perspective. Finally, since the study is conducted from the perspective of employees’ perception of the impacts of HRM responses, future investigations can be conducted to examine how the decisions affected HRM operations in the airline and the effectiveness of the strategies towards meeting strategic organisational goals during the pandemic.