Professional Documents
Culture Documents
Case Background
JetBlue has gain success from 1999 until 2000 Rhoades want to continues this success through long period of sustained growth. In the next 12 months, 10 new aircraft will be added 1000 addition employees needed (become 5000 employees total in 2004) Rhoades wondered what it would take for to meet these growth target and keep productive and flexible.
JetBlue was incorporated in Delaware in August 1998. David Neeleman (former Southwest Airlines employees( founded the company in February 1999, under the name "NewAir." Initial capital of $ 130 million The top management is veterans of the airlines industry who were looking for chance to start from scratch.
Introduction to JetBlue
Home Base : New York City JFK International Airport Type of aircraft : Airbus 320 (less fuel, better cabin technology, has a wider cabin) Market Segment : people who arent going travel, people who are disgusted with their current choices, people would drive, or people who wouldnt go at all Goals : low fares, great services, and to deliver on that promise over time Operation Strategy : o The worlds first paperless airlines o Each pilot was provided with a laptop into which was loaded all the required flight and operation manuals o Almost all maintenance logs were also computer based o E-mail as a media of communication
Industry competitiveness
Better technologies
Jetblue Airlines
Airplanes
Price
Competitor
Southwest Airlines
Problem formulation
JetBlue Airways use Human Resource Management specifically a value centered approach to managing people as a source of competitive advantages.
Safety
Caring
Integrity
Fun
Passion
analysis
JetBlue Key Policies :
analysis
Recruitment :
External Recruitment. Internal Recruitment.
Selection :
Personnel Interview Process for Pilot and Mechanics looked for applicants who displayed integrity and showed traits consistent with company values of safety, caring, integrity, fun, and passion.
Performance Evaluation :
Factors that Influence Performance Evaluation : Nondiscriminatory. Refuse to let union activity take root in the company. Corporate culture
360-degree Feedback Evaluation for employee performance.
Developing People Through Competency Based. It means that every employee in JetBlue is a High standart employee and highly competent. Corporate values of safety, caring, integrity, fun, and passion became the basis for the human resources policies and procedures established by the company. Low cost airlines that focused on customer satisfaction with new plane, leather seats and with technology.
Hard competencies
EMPLOYEE COMPETENCIES
Hard Competencies
For Job Skill and Computer Skill such as: Communication training Pilot training for qualification on the A320 High comfort level with computers
Soft Competencies
Jetblue corporate values
Safety
Caring
Integrity
Fun
Passion
Expertise & Concern for order, Self Confidence Achievement Organizational quality and Customer Service (Self assurance) & Orientation Awareness accuracy Orientation & Self Control Impact and Influence