Business & Tourism Management
Human resource Mnagement: A Case Study of Ryanair Holdings Plc.
Executive Summary
This report seeks to analyze the Human Resource Management (HRM) policies of the context
firm, Ryanair Holdings plc. , taking into consideration the outcome of the intervention on
operations and employees. Ryan air was founded in 1984 and has therefore expanded to become
the largest low-cost airline in Europe with staff of twenty five thousand. Nevertheless, numerous
issues arise in staff scheduling, low employee morale, and internal rivalry that imply the
importance of implementing and developing HRM. This is a strategic approach to managing
human resources, which is a managerial effort aimed at designing and implementing policies in
planning, organising, directing with a view of producing a workforce that will complement the
company’s strategic plan. They include employee attraction and hiring, development of human
resource, employee appraisals, communicating with employees and compliance with laws.
Critical issues have been noted in the HR practices of Ryanair particularly, the working
conditions, and employees’ relations. To take a brief of some of the concepts regarding HRM,
Harvard and Michigan models are, Soft and Hard HRM and lastly, strategic HRM. It also talks
about the method of recruitment and selection in the organisation with a focus on the screening
test and assessing general aptitude, and the process of induction followed in the organisation,
with a specific focus on, structured interview and skills test. According to this report, Ryanair
should practice timely and optimal strategic HRM congruent with its business objectives to gain
organisational performance and employees’ satisfaction. It entails issues such as having good
and well-understood HR policies, training and generating employee competence, improving
internal communication, and promoting good employee culture.
Contents
Executive Summary.......................................................................................................................2
Introduction....................................................................................................................................5
Definition(s) of HRM.................................................................................................................5
Brief Background of Ryanair Holdings plc.............................................................................5
Aim of the Report.......................................................................................................................5
HRM Functions in Organisations................................................................................................6
Functions of HRM in Organisations........................................................................................6
Role of HR Practitioners...........................................................................................................6
HRM Functions at Ryanair.......................................................................................................6
Evolution of HR Role in Contemporary Organisations.........................................................7
Implications for Ryanair...........................................................................................................7
Link between HRM and Business Performance.........................................................................7
Impact of Effective HR Management on Business Performance..........................................7
Actions for Senior Managers at Ryanair.................................................................................8
Approaches to Understanding HRM...........................................................................................8
Models, Theories, and Frameworks of HRM..........................................................................8
Current HRM Models/Theories at Ryanair............................................................................9
Recommended Models/Theories for Best HR Outcomes at Ryanair....................................9
Managing Employee Recruitment..............................................................................................10
Recruitment at Ryanair: Methods and Considerations.......................................................10
Definition of Recruitment....................................................................................................10
Recruitment Process.............................................................................................................10
Types of Recruitment Methods...........................................................................................10
Appropriate Recruitment Methods for Ryanair: Advantages and Disadvantages........11
Managing Employee Selection and Induction...........................................................................11
Selection Methods and Staff Induction at Ryanair...............................................................11
Definition of Selection..........................................................................................................11
Selection Process...................................................................................................................11
Types of Selection Methods.................................................................................................12
Appropriate Selection Methods for Ryanair.....................................................................12
Importance of Staff Induction for Ryanair........................................................................12
HRM Practices for Effective People Management...................................................................13
Human Resource Planning......................................................................................................13
Importance of HR Planning....................................................................................................13
Performance Management......................................................................................................13
Importance of Performance Management.............................................................................14
Learning, E-learning, Knowledge Management, and Staff Retention...................................14
Learning and E-learning.........................................................................................................14
Knowledge Management and its Benefits..............................................................................15
Importance of Investing in Knowledge Management for Ryanair......................................15
Approaches to Staff Retention at Ryanair.............................................................................15
Employee Relations and Employment Law..............................................................................16
Employee Relations..................................................................................................................16
Basic Principles of Employment Law.....................................................................................16
Employee Rights at Work.......................................................................................................16
Importance of Adherence to Employment Laws for Ryanair.............................................16
Conclusion....................................................................................................................................17
Summary...................................................................................................................................17
Recommendations for Ryanair...............................................................................................17
Personal Opinions on Concepts, Models, Practices, and Examples....................................18
Bibliography.................................................................................................................................19
Introduction
Definition(s) of HRM
According to Beardwell and Claydon (2007), Human Resource Management (HRM) entails the
systematic process of planning, organising, directing, controlling and implementing policies
within organisations with a view of establishing and maintaining a productive human capital.
HRM covers different processes such as recruitment, training, development, performance
management system, and employee relations (Sanders et al., 2024). HRM focuses on the
employees within the business with the objective of having them to work in harmony with the
strategic goals of the business with the intent of guaranteeing that workforce is as productive as
require to help the business achieve its goals.
Brief Background of Ryanair Holdings plc.
Ryanair was established in 1984 and now is recognized as the largest low-cost airline in Europe.
The airline group includes Ryanair DAC, Ryanair UK, Buzz, Lauda, as well as Malta Air
(Wickramasinghe and Wickramasinghe, 2020). Known for its ultra-low-cost operating model,
Ryanair offers employment to roughly 25,000 people, and draws nearly 40 per cent of its
operating income from fees that passengers pay for services like choosing sit, priority boarding,
and in-flight sales of food and beverages. However, the HRM practices in Ryanair have
experienced some problems such as staff scheduling problems, employees’ discontents, internal
conflicts, and others. Such difficulties have led to the recognition of the role of proper HRM
tools in retaining business performance and the positive sentiments of employees.
Aim of the Report
Therefore, the purpose of this report is to discuss and review the HRM functions within the
Ryanair Holdings plc. and investigate the relationship between HRM activities and the
performance of the company . In the report, different theories of HRM will be examined
critically and these will be the Harvard and Michigan models, Soft and Hard HRM. This will
include a look at the procedures the organisation uses in the hiring and frost selection of its
human resource, the approaches used in the training and development of its employees and the
treatment of employees at Ryanair.
HRM Functions in Organisations
Functions of HRM in Organisations
Human Resources Management (HRM) comprises of significant activities that can be considered
as fundamental in the performance of organisations. These functions include recruitment and
selection, training and development, performance management, employee relations,
compensation and benefits, as well as compliance with labor laws (Kusluvan, 2003).
Recruitment and selection involves hiring competent people, which must be performed at all
levels. Training and development entails orienting the employees followed by a training needs
analysis to establish their competency levels and providing them with adequate training to fill the
gap (Sanders et al., 2024). Performance Management involves appraising the performance of the
employees against set performance goals and objectives.
Employee relations entails ensuring that friendly collaboration between the organisation’s staff
or between the organisation and the staff of other organisations is kept. This includes processing
complaints, directing the conflict and managing relations in organisations (Wickramasinghe and
Wickramasinghe, 2020). Compensation and benefits entails organising and administering issues
of wages, incentive, health care, and other benefits for the employees and pension schemes.
Lastly, compliance with labor laws involves guaranteeing that the organisation complies with
relevant labour legislation and employment laws and does not run into any legal problems, also
to exercise fairness in handling employees.
Role of HR Practitioners
HRM functions are key in the organisation and it is the work of HR practitioners to ensure that
these functions are properly implemented and are in concordance with the organisations strategic
plan. They are responsible for strategic partnership, employee advocacy, ensuring legal
compliance, and also serve as change agents.
HRM Functions at Ryanair
Functions of HRM in Ryanair comprise of participating in the recruitment processes, the training
exercises, the handling of employees’ complaints as well as the observation of legal requirements
(Nickson, 2013). Nevertheless, Ryanair has been confronted with criticism concerning its HR
practices particularly working environment and employees’ relations. These matters like tight
working schedules, poor employment security, and pay and conditions negotiations have
unmalted employees and instigated industrial actions.
Evolution of HR Role in Contemporary Organisations
Comparing the current state of HR to its past, it can be stated that it has transformed from a
clerical role to becoming an essential function that has huge impacts on the business enterprises.
Contemporary HR practices now focus on employee engagement, innovation, and organisational
change (Nickson, 2013). Employee engagement involves putting plans in place in an effort to
improve motivation and levels of employees’ attendance, which are keys to productivity and
loyalty. Innovation entails promoting change and organisational effectiveness by cultivating
employee creativity in dealing with day to day activities. Organisational Change involves
overseeing change processes, necessary for further development of the organisation and meeting
the expectations of the constantly changing market environment (Christoffer, 2019).
Implications for Ryanair
Evolving HR practices can help Ryanair to cope with the problematic issues and optimise
organisational performances. Key implications include addressing employee dissatisfaction,
improving communication, providing supportive work environment, and strategic HRM
implementation.
Link between HRM and Business Performance
Impact of Effective HR Management on Business Performance
Human Resource Management (HRM) affects organisational performance in various ways. The
first major organisational advantage is the enhancement of employee performance. When the
practices developed by the HR function are effective and properly implemented, employees are
more capable and inclined to deliver their work properly (Gold, 2007). Successful training and
development programs improve skills, but performance management systems guarantee that
personnel’s behavior meets organisational objectives. Another important impact is that of
minimizing the turnover of employees. Low turnover is preferred as the high turnover may be a
hint at high turnover cost and may also interrupt continuity since it requires a lot of time and cost
in recruiting and training new people (Wickramasinghe and Wickramasinghe, 2020). High
retention level is achieved by using effective HRM that include; employing liberal wages and
remunerations, rewarding career advancements, and encouraging work environment.
Actions for Senior Managers at Ryanair
Senior managers at Ryanair can take several actions to ensure an effective link between HRM
and business performance. They should develop clear HR Policies. Having proper documented
HR policies that align with the nature of the organisation and are communicated intakes can
assist in managing expectations as well as decreasing occurrences of unequal application
throughout the organisation (Stewart, 2017). Secondly, they should invest in employee
development. Senior managers should therefore invest on training and professional development
in the belief that this will empower his/her subordinates to produce positive outcomes in carrying
out their assigned duties and responsibilities. Thirdly, they ought to improve internal
communication. Internal communication lines are established so that any information pertaining
the company; its vision, objectives, policies, and changes are communicated via the most
efficient means (Nickson, 2013). Lastly, they should foster a positive work culture. Smoothing
factors such as respect, collaboration and recognition of employees at the workplace greatly
enhances the worker morale and productivity.
Approaches to Understanding HRM
Models, Theories, and Frameworks of HRM
Different paradigms and theories of Human Resource Management (HRM) present the system
that can help to analyse the ways of organisational management of employees. Harvard model is
the first one. It outlines key areas of policy such as human resource circulation, motivation and
rewards, influence of employees and workers, and working systems (Beardwell and Claydon,
2007). It asserts the appreciation of employees and regard for them as assets whose welfare is
worthy of consideration. Another is Michigan model. It categorizes HR systems into four
functions: recruitment, staffing, training and promotion, which are the main processes that are
involved to fulfill the organisation goals and targets (Stewart, 2017). Soft and hard paradigms are
also explored. Soft HRM was found to have an emphasis on the employees as being human
capital while Hard HRM concentrated on the cost of human capital and efforts to minimize those
costs.
Best practice and best fit are also another set of paradigms. According to best practice,
organisations should adopt the HR practices for all occupations, proven within different
organisations (Jolliffe and Farnsworth, 2003). In contrast, best fit means the application of
different HR practices according to peculiarities and strategic requirements of the organisation.
Resource-based view can also be used to understand HRM. This point of view holds that HRM is
a bundle of valuable resources that can generate a firm’s competitive advantage. Lastly, strategic
HRM is important as well. Strategic HRM is an application of organisational strategic planning
on the management of Human resources (Purwanto et al., 2020). It involves the process of
achieving a fit between the HR activities and the organisation strategic plan to improve the
performance of the organisational systems and achieve a competitive edge.
Current HRM Models/Theories at Ryanair
At the present, Ryanair’s HRM practices reflect more of the Hard HRM as it focuses on cost
outcomes and organisational functionality. This has been a typical model used by Ryanair in cost
discipline and constantly changing its employees, through offering low wages that it cannot
afford to increase even in the future.
Recommended Models/Theories for Best HR Outcomes at Ryanair
For overall enhanced HR results and to counter existing issues, it will be wise that Ryanair
considers strategic HRM with principles originating from the resource-based view (Stewart,
2017). Ryanair has the powerful opportunity to improve not only organisational performance but
also its employees’ satisfaction and turnover rate, which will ultimately affect the company’s
success if HR tactics are aligned with organisational goals and key business initiatives. Strategic
HRM as the practices of developing the human capital can be integrated with developing the
competitive advantage for Ryanair to establish its place in the competitive airline industry and at
the same time improve the company’s reputation as an employer (Jolliffe and Farnsworth, 2003).
Managing Employee Recruitment
Recruitment at Ryanair: Methods and Considerations
Definition of Recruitment
Recruitment is a critical process in Human Resource Management (HRM) that involves
identifying, attracting, and selecting suitable candidates to fill vacant positions within an
organisation (Horwitz, 1990). Without the right profile of employees taking care of different
operational aspects of an organisation, it can only be a shell or would not exist in the first place.
Recruitment Process
Recruitment as a process takes place in distinct steps and stages. The first stage involves job
analysis and description, which essentially entails defining the responsibilities and roles of
different positions, as well as outlining the skills and qualifications required (Purwanto et al.,
2020). This is followed by looking for candidates with the prescribed skills and qualifications.
The next step involves screening the identified candidates by way of reviewing their resumes and
applications. This is an important step because it whittles down a big number of candidates to
just a few who meet the initial criteria, and this leads to the next step, which is interviews.
Interviews involves assessing the shortlisted candidates to ascertain the extent to which each
qualifies for the position (Beardwell and Claydon, 2007). The last stage is making job offers to
the selected candidates, negotiating terms of reference, and finalizing the hiring process.
Types of Recruitment Methods
There are different recruitment methods that Ryanair can utilize. When applied in the right way,
they all have the potential to help the organisation to end up with the right personnel. The first
method is internal recruitment, which involves giving promotions to the existing employees or
redeploying them to fill the vacant positions, but this has to be done in a way that does not ignore
the crucial aspect of skills and qualifications (Jolliffe and Farnsworth, 2003). Another method is
external recruitment, which involves sourcing for employees from external sources. This is
mostly done by use of recruitment agencies or job advertisements outlining the position and
required skills. Employee referrals is also an important recruitment method. The current
employees can be asked to recommend people they know that have the required qualifications
and skills for the open positions. Recruitment agencies can also be used. The recruitment
process can be outsourced to agencies that specialize in sourcing and screening candidates on
behalf of Ryanair.
Appropriate Recruitment Methods for Ryanair: Advantages and Disadvantages
Rynair could use a combination of external recruitment method and employee referrals. The
external recruitment method will present Ryanair with a broad pool of talents as well as diverse
experiences and skills to choose from. This is a good method because it provides many options
and not limiting like other methods (Armstrong and Taylor, 2023). This is important for large
organisations, but the downside of it is that it can be time-consuming and require an intense
amount of resources to complete the recruitment process. Employee referrals is also a great
method, especially for an organisation that is concerned about ending up with people with
cultural fit because employees who understand the values and culture of the organisation will
most likely look for people who align with them. It also enhances morale within the workplace.
The downside of employee referrals, however, is that whereas the method can improve cultural
fit, it may lead to lack of diversity within the organisation, especially in cases where employees
may only refer to people drawn from similar backgrounds.
Managing Employee Selection and Induction
Selection Methods and Staff Induction at Ryanair
Definition of Selection
Selection refers to the process of selecting a candidate from a pool of job applicants who has the
essential skills and abilities to fill vacancies inside the firm. This human resources procedure
employs a variety of methods to help distinguish between qualified and unqualified applicants.
Selection Process
Development of criteria is the first stage. This refers to identifying the qualities that are desired
for the role and how those qualities will be evaluated in the hiring process. The next stage is
evaluation of resumes and applications (Burke, 2018). HR directors are increasingly filtering
applications and resumes with automated technologies. Interviewing is the next step. Selecting
the applicants for interviews is necessary once the recruiting manager and HR manager have
decided which applications satisfy the requirements. Administration of tests may follow. Before
making a hiring choice, an organisation may conduct one or more tests following the interview
phase. These might include of cognitive, personality, physical fitness, and/or drug testing. Then
comes the selection stage (Armstrong and Taylor, 2023). The hiring manager(s) should have all
the information necessary at this stage of the process to choose the most qualified applicant for
the job. Making a job offer to the selected applicant is the final stage in the selection process.
Types of Selection Methods
Resume screening is a common selection method in HRM. To determine whether an applicant is
qualified for a closer examination, a hiring manager or recruiter will rapidly skim a resume to
gain a sense of the candidate's abilities and expertise (Burke, 2018). Phone screening is another
viable method. A phone interview is utilized to further qualify each applicant once the first stack
of resumes has been reduced. Another common method is structured interviews, which are
usually reserved for candidates whose phone screening suggests they are a solid fit (Bakar et al.,
2017). Skills assessment is a useful method as well. Candidates for these positions must pass a
skills evaluation that measures their technical proficiency.
Appropriate Selection Methods for Ryanair
Given Ryanair’s large scale and diverse workforce needs, structured interviews and assessment
centers are particularly suitable. The interviews ensure that all candidates are evaluated based on
standardized criteria, facilitating fair and objective decision-making (Bakar et al., 2017). Skills
assessment would be appropriate as well. By simulating job-related tasks and scenarios, skills
assessment method provides a comprehensive assessment of candidates’ skills, abilities, and
potential for success within Ryanair’s dynamic operational environment.
Importance of Staff Induction for Ryanair
For onboarding and talent management, a well-run employee induction program can yield
numerous benefits. It introduces the company culture. Familiarizing new hires with the
company's past is a crucial component of any induction procedure (Kusluvan, 2003). Together
with the corporate ideals and culture. Not just job training is the goal of this induction procedure
section. It ensures consistency for all new employees. Providing a productive onboarding process
ensures that all new employees begin working with the same tools, information, and processes as
experienced team members. It improves retention. This ensures that all new hires follow the
same corporate standards and procedures (People Management, 2018). Every new team member
should get an employee handbook as part of a new employee induction session. An environment
at work that is more constant may result from this.
HRM Practices for Effective People Management
Human Resource Planning
Cabrera and Cabrera (2005) describe HR planning as the process of identifying an organisation’s
future human resource needs and then formulating a course of action to acquire the human
resources needed. It encompasses the identification of the workforce inventory in terms of skills,
education, and experience; the projection of required HR in light of its business strategy and the
market trends; the determination of the gap between the existing and future state of HR with
respect to the organisation; and the development of plans needed to attain the future state of HR.
Importance of HR Planning
First, it is HR planning that checks on conformity with the set goals and objectives of the firm.
Through the assessment of future business needs, the HR department can create the outline for
the personnel provisioning that would ensure the implementing of the company’s strategic goals
(Kusluvan, 2023). Second, the HR planning results in effective utilization of resources in the
course of serving the organisation. This way, it works to prevent both over staffing and staff
under provision by creating manpower balance for the organisation. Finally, HRP helps in hiring
and keeping the right human resource in any organisation. Thus, through the forecasting of HR
needs, the organisation can better devise recruitment policies and tend to attract the best
personnel. Also, it aids in structuring retention programs to ensure they are relevant to the
employees’ requirements and thus, enhance employee retention and keep hold of key staff
(People Management, 2018). The emphasis on talent acquisition and talent management
consequently guarantees that the organisation sustains a competitive position in the marketplace.
Performance Management
Performance management can be defined as a system of translating organisational and
managerial objectives into specific individual worker behaviors along with a regular evaluation
to ensure that the worker is on track to achieving career goals. This is a proactive methodology
of building and maintaining enhanced performance in employees thereby resulting into enhanced
performance of firms. The fundamental of this process involves linking behaviour and
performance of each person to organisational objectives to encourage everyone to embrace the
laid down goals and objectives.
Importance of Performance Management
Firstly, it contributes to the desired performance in an organisation. With regard to the key
objectives of performance management, it is possible to ascertain that the main purpose is the
achievement of the overall organisational objectives based on targeted employee performance
indicators (Bakar et al., 2017). Secondly, performance management improves commitment and
motivation of the workers. An employee that is accorded feedback and appreciation often is
more likely to feel appreciated hence motivated to work harder. Clear goals and provision of
support to achieve the goals also assist the employees to know their place within the organisation
hence enhance their commitment and enthusiasm to work. Worker satisfaction and commitment
mean high performance and the enhancement of working environment. Finally, performance
management plays a major role in employee training and in effect their career advancement
(Tandon et al., 2023). It further underlines the necessary activities of the development plans due
to identification of strengths and weakness. Such plans can comprise of training, mentoring, and
other development actions thought to enable personnel to develop new competencies and gain
career progression.
Learning, E-learning, Knowledge Management, and Staff Retention
Learning and E-learning
According to Bakar et al. (2017), learning in HRM entails the process through which employees
are imparted with knowledge and skills for the performance of their duties through training
techniques that include on-job training, classroom training, and e-training. One of the advantages
of on the job training is that employees are trained to perform their tasks on the job hence getting
real experience of what their job entails. But it may take so much time as it involves a mentor or
trainer and probably the trainee. Another form of training conducted at Ryanair is the classroom
training which involves formal settings in which employees can effectively and intensively study
training contents with sometimes requiring a lot of money to hire venues, materials, and trainers
(Burke, 2018). Whereas, in an e-learning program, flexibility is possible since employee can go
through training modules at their own free time. Sustainable in the long run since learners do not
have to purchase any textbooks but demands a sound technology system to offer and facilitate
access.
Knowledge Management and its Benefits
Knowledge management (KM) processes in an organisation are a set of processes aimed at
acquiring, organising, and disseminating organisational knowledge to improve processes, such as
decision making and innovation (Kusluvan, 2003). It means that by trying to systematically
manage and utilise the intellectual capital, Ryanair can guarantee that the key research and
development knowledge and expertise are being retained by the firm. This enhances speed in
problem solving, customer services, and enhances strategic decisions making.
Importance of Investing in Knowledge Management for Ryanair
Applying knowledge management is essential in the competition of Ryanair in the ever-growing
industry of aviation. The implementation of information systems enables the methodical
distribution of knowledge across the different departments and subsidiary of this firm, including
Ryanair DAC, Ryanair UK, Buzz, Lauda, and Malta Air, thus increasing operational
effectiveness and adaptability. Knowledge management also contributes to the development of
innovations as it provides the ways of sharing and best practices and lessons learnt, so that
Ryanair can cope with the changes in the markets and customers’ necessities.
Approaches to Staff Retention at Ryanair
Ryanair has taken a number of steps that make it possible for the firm to retain its talented
employees, including proper remunerations, career progression opportunties, proper working
conditions, and most importantly, the reward programs (Armstrong and Taylor, 2023). Adequate
wages maintain Ryanair as the sweet dream for some of the finest personnel in the airline
industry. Staff development and skill upgrading programs, career path development plans and
leadership development schemes provide the staff member training for promotion in the
company. Another representation is that positive work environment like open communication
system, supportive management, and policies and work life balance have proportional
relationship significance for satisfaction and commitment of the employees (Wilton, 2022).
Organisational reward strategies recompense workers’ performance and the practice of
appreciation making a positive impact on Ryanair.
Employee Relations and Employment Law
Employee Relations
Employee relations in Ryanair concern safeguarding interactions the organisation has with the
employees of the firm while in search of the right human relations approach. These include
contacting problems, involvement of complaints, and creation of favourable organisational
climate (Burke, 2018). Strategic management of employee relations as practiced in Ryanair is
about avoiding conflicts, promoting employee satisfaction and improving the organisational
performance.
Basic Principles of Employment Law
Employment law relates to the legal system that applies to employers and employees in their
working environment. Some of the principles include a regulation concerning minimum wages,
working hours, anti-discrimination, and health and safety standards (Tandon et al., 2023).
Having said that, the following laws make it possible for employees to be fairly treated at
workplaces and at the same time provide guidelines as to what employers should do in order to
should protect them.
Employee Rights at Work
Some of the rights of employees at Ryanair include; fair remuneration for work done, provision
of safe workplace, and anti-discrimination; according to factors such as color, sex, or physical
disability, and the right to form and join trade unions for negotiated (bargaining) purposes (Jo et
al., 2024). Protection of these rights is crucial towards promoting effective and healthy
organisation’s working environment where the employee is valued and accepted.
Importance of Adherence to Employment Laws for Ryanair
It is essential for Ryanair to adhere to employment laws so as to rightly perform their corporate
responsibilities, stay away from legal dangers as well as protect their employees (Burke, 2018).
Thus, by following these laws, Ryanair covers all the legal risks possible, does not end up in
various expensive trials, and remains an employer of good reputation. It also increases the
organisations credibility and the working population in terms of observing employment
regulation hence getting the confidence of employers, investors and the authorities (Wilton,
2022).
Ryanair displays consideration to employment laws to an extent whereby it asserts to its
employees that noncompliance is impossible. This not only has legal ramifications but provides a
guiding belief in fairness, truth, professionalism and employees’ rights (Armstrong and Taylor,
2023). If Ryanair relies on the compliance with the employment legislation, they will be in a
position to achieve proper relations with employees which in return leads to improvement of the
health of the employees hence allowing the business entity advance.
Conclusion
Summary
This report has quite extensively looked at different approaches to Human Resource
Management (HRM) within Ryanair Holdings plc. It started with an understanding of what HRM
entailed and an overview of the activities that this branch of business management encompasses:
recruitment, training and development, appraisals, staff relations, remunerations and the
observance of legal measures concerning employees. The discussion revealed that these
functions are critical and that HR practitioners have a central role in applying them well for
organisational success. It also focused on the vital relationship between the implemented HRM
practices and organisational performance with regard to Ryanair.
An understanding of different theoretical frameworks like the Harvard Model, the Michigan
Model, and both Soft and Hard HRM and the Framework of Strategic HRM facilitated Ryanair
analysis in terms of its current state of affairs and its variance in efficiency. Additionally, the
report focused on Ryanair’s recruitment and selection procedures in identifying the best talent
and ways of ensuring that the procedures followed ensured that the ability of the company as a
business attracted and retained talent and matched organisational objectives.
Recommendations for Ryanair
Based on the findings, several recommendations are proposed for Ryanair to strengthen its HRM
practices and optimise organisational performance. It should adopt strategic HRM practices.
Ryanair should integrate its HRM strategies as much as possible with the overall business goals
as a way of making sure that HR activities support organisation success in the labor market. It
should also invest in employee development. Promoting and developing corporate training
sessions as well as making proper career advancements will help in developing the skills as well
as enhancing the corporation’s performance.
Personal Opinions on Concepts, Models, Practices, and Examples
In my view, the integration of strategic HRM practices is crucial for Ryanair's sustainable growth
and competitive advantage in the airline industry. By prioritizing employee well-being and
adopting industry best practices, Ryanair can address current HR challenges effectively.
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