delta airlines human resources practices manual

He has 19 years of HR experience and is thought leader in discussions on the future of work and building a culture of innovation. At Facebook, Chowdhri is engaged with partnering with CHROs, CEOs, CIOs on culture and digital transformation with Workplace by Facebook. He is often recognized for being an excellent communicator with strong business acumen and his experience of having worked in hyper-scale environments provides him with a unique ability to think critically outside of set patterns, implement holistic solutions, and navigate complex challenges. Prior to his current position, Chowdhri held leadership roles in HR at Facebook, Microsoft, Accenture and GE. Webcast Sponsor This webcast is sponsored by Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item. Please log in as a SHRM member. Uninspired? They May Be Suffering a Midcareer Crisis It does not offer legal advice, and cannot guarantee the accuracy or suitability of its content for a particular purpose. Disclaimer. For a better experience, please enable JavaScript in your browser before proceeding. It may not display this or other websites correctly. You should upgrade or use an alternative browser. Delta operates an extensive domestic and international network, spanning North America, South America, Europe, Asia, Africa, the Middle East, the Caribbean and Australia. Delta is a founding member of the SkyTeam alliance. On October 29, 2008, Delta completed its merger with Northwest Airlines to form the world's largest commercial carrier. In February 2009, the airline began consolidating gates and ticket counters at airports where both Delta and Northwest operate.

• delta airlines human resources practices manual.

Please enable scripts and reload this page. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item. This shift in employee demographic is behooving companies to rethink their culture to continue to engage this new generation of employees. HR leaders in today’s global organizations with distributed workforces face three key challenges: Rachel Rensink, Delta’s head of employee engagement, will discuss the strategies and tools (such as Workplace by Facebook) has used to shift its culture and increase employee engagement. In addition, Sameer Chowdhri, digital HR practice lead at Workplace by Facebook, will cover the latest trends in digital HR and share examples of best practices adopted by progressive HR leaders. She began working in social media for Delta in 2009, bringing a sponsorship activation influence to develop a new social program for the company. As a founding member of Delta's social media core team, Rensink led the design and implementation of the company's customer social media presence including the first dedicated customer service Twitter account for an airline. She continued to evolve social media at Delta through creation of the first employee engagement channel with flight attendants. Rensink currently leads the global employee social practice and implementation of SkyHub, Delta’s branded instance of Workplace by Facebook. Her team is responsible for supporting the strategic development of the enterprise social program, which is used to engage a workforce of over 84,000 employees globally.

The main implication of this research is that the existence of a mechanism - union or nonunion - for communication between management and employees at the workplace may not be a sufficient condition for effective representation of employee interests. In addition, while trade unions may provide greater voice than nonunion arrangements (thus the reluctance of management to accept such voice arrangements), the strength of voice is dependent on the legitimacy and effectiveness of trade unions in representing employees interests at the workplace. And that in turn depends on the union being perceived by the workforce as both representative and able to act independently. If the union cannot, it will not meet the needs of either employees or management - and could run the risk of being supplanted under the provisions of the new EU Directive on Information and Consultation with tougher requirements for compliance in terms of procedures for consultation and information disclosure. View Show abstract. EI practices typically emphasize organizing workers into teams rather than as individuals using teams to organize work and solve workrelated problems (Fenton-O'Creevy, 1998; Kaufman, 2003). The moderating effect of EI practices on the voluntary turnoverorganizational performance relationship is a function (1) of the advantages that organizations accrue from using EI practices and (2) of the changes that EI practices create in voluntary turnover's organizational costs... We posit that organizations that use EI practices to a high degree suffer more from voluntary turnover than organizations that use few or no EI practices. The rationale behind using EI practices is that when organizations delegate authority to employees and provide employees with organizational information, employees are motivated to increase their efforts, better utilize their knowledge, and cooperate with other organizational members to achieve their organizations' goals (e.g.

Citations (38) References (13) Abstract As described in this unique case study, Delta Air Lines operates one of the most advanced, high-level employee involvement programs in the nation. Based on in-depth field study and personal interviews, the development, structure, operation, and business goals of the program are described. Request full-text Citations (38) References (13).However, Kaufman also argues that if firms establish NER arrangements for the explicit purpose of avoiding or keeping out unions, this may lead to negative outcomes as employees' perceptions and expectations are not met and they quickly grow disillusioned ( Kaufman 2003 ). Taras and Copping's (1998) research into NER arrangements at Imperial Oil in Canada suggests a cautionary note.. Twin Tracks?Employee Representation at Eurotunnel Revisited Article Oct 2006 IND RELAT Paul J. Gollan The introduction of the European Directive on Information and Consultation and the recent implementation of the Information and Consultation of Employees (ICE) Regulations into United Kingdom (UK) law have increased the focus on workplace representation arrangements. This paper examines the interplay between nonunion and union representative arrangements at Eurotunnel (UK) and assesses their effectiveness in representing the needs of employees over a 5-year period. Importantly, the paper also examines the opportunities and challenges of both nonunion representation (NER) and union voice arrangements. The findings show that the effectiveness of nonunion structures as bodies representing the interests of employees in filling the lack of representation is questionable. However, union recognition through an employer-union partnership agreement has also raised important issues regarding the effectiveness, impact, and legitimacy of unions at Eurotunnel.

behavioural factors and individual differences. Accordingly, the most visible and harmful effects of psychologisation are in strategic HRM, and the HRM?performance literature but Troth and Guest's defence of psychology does not cover them. I use this response to re?establish that it is psychologisation, not psychology per se, that is, the critics' focal concern and describe how the three?decade advance of psychologisation, along with scholastic scientism and normative promotionalism, have created severe theoretical and empirical problems in the high?performance research programme and taken the strategic HRM field down a 30?year dead?end. Suggestions for a turn?around are provided. View Show abstract. The data show that different meetings schemes, such as supervisoremployee meetings and senior management -employee meetings, were significantly higher in union than in non-union firms. Interestingly, Verma (2005), reviewing several empirical evidences (Fernie and Metcalf 1995;Gollan 2000;Morishima and Tsuru 2000) and individual-firm case studies (Boone 2000;Cone 2000; Kaufman 2003), point out the indirect impact of unions on management practices. Thus, employers in non-union firms respond to the unionization threat by offering communication, participation and voice practices to the workers.. Human resource function strategic role and trade unions: exploring their impact on human resource management practices in Uruguayan firms Article Aug 2014 INT J HUM RESOUR MAN Alvaro Cristiani Jose M. Peiro Organizations worldwide are confronted with different contextual constraints. This paper uses data collected through a survey of firms located in Uruguay, in a context where HR function and trade unions have gone through significant changes, to determine their impact on the adoption of different HRM practices.

, Fenton-O'Creevy, 1998; Kaufman, 2003; Lawler, 1992). Indeed, the SHRM literature suggests that whereas organizations investing more in employee training and development can enhance employees' performance (e.g., Pfeffer, 1994), (Fenton-O'Creevy, 1998; Kaufman, 2003; Pfeffer, 1994). Teamwork promotes synergy in performing tasks by encouraging team members to share knowledge and responsibility, cooperate with other team members in solving problems, generate new ideas, produce products, and so on.. The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea Article Jan 2012 Hum Resource Manag Kiwook Kwon Kweontaek Chung Hyuntak Roh John J Lawler Scholars have suggested that the relationship between voluntary turnover and organizational performance can be moderated by the organizational context in which turnover occurs. However, there are few empirical studies that examine such moderating effects. Using a sample of 161 firms in South Korea, this study investigates how the relationship between voluntary turnover and organizational performance is moderated by three context variables: (1) the degree of organizational usage of employee involvement practices, (2) the degree of organizational investment in employee training and development, and (3) the availability of potential workers. The results demonstrate that employee involvement practices significantly amplify the negative relationship between voluntary turnover and organizational performance, give marginal support for moderation from the availability of potential workers, and provide no support for moderation from the degree of organizational investment in employee training and development. I argue they misframe the central issue in debate. The real problem is not psychology per se but psychologisation—the drive to reduce explanation of macro?level HRM outcomes to individual?level psychological?

This concept was referred to by Kaufman (2003) in his study of Delta Airlines and related this to high-performance HRM where workplaces adopt a more participative strategy. These two concepts are inseparable in two ways: inseparable from family businesses and also from each other. Family businesses differ from one another in the degree of family involvement, leadership and management in the business. Paternalism as a leadership attitude is naturally present in FBs, especially in the founding stage of development. This feature provides the solid bases for establishing a strong and proud culture built around the personality and success of the founder. This characteristic however can become a major hindering factor upon succession. Through a review of the literature and the INSIST studies for Central Europe this study aims to identify the supportive and limiting factors of both phenomena and examine the case studies of the INSIST research project for signs of the existence of these supportive and limiting factors. It is found that the degree of familiness in these firms is a sliding scale and a lack of familiness is not a precursor for failure. Paternalism is found to be broken down into authoritarian, benevolent, moral and enlightened. After discovering studies claiming that paternalism is a stage in the process of leadership style changing from participative to autocratic (or vice versa) and that Central Europe and the current era of instability and uncertainty lead to employees preferring a more autocratic or paternalistic style, our findings suggest that there are more driving than restraining forces for family firms adopting a paternalistic style.

Furthermore many cases appear to be on the path from an authoritative towards a more enlightened paternalistic leadership style either out of choice in the search to shake off the drawbacks of other types of paternalism or as part of a natural evolution of this particular leadership style within the context of this study. Key words: familiness, paternalism, succession View Show abstract. Chapter Feb 2018 Ying Chen Yun-Kyoung Kim Zhiqiang Liu Guozhen Zhao Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees' turnover intention. The results obtained from a multilevel and multisource sample of more than 1, 300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low. Importantly, dominant employer interests can be strengthened through a series of social and cultural mechanisms which produce acceptance, passivity and the consumption of ideas that are designed first and foremost to serve the interests of dominant groups (Gramsci, 1971). Thus for an anti-union ideology to become effective it must become accepted and legitimised as something that is good or neutral; as in the case of non-union voice outcomes suggested by Kaufman (2003) earlier.

The authors find that organizations with an HR function strategically involved and with higher degree of union presence have more person-centred HRM practices, while performance-centred HRM practices were positively influenced by HR function strategic role. However, the findings do not support the moderating role of trade union presence on the relationship between the HR function strategic role and HRM practices. The notion of increasing levels of employee voice to influence work activities and organisational decision-making is not new. Glew et al. (1995) cite Hugo Munsterberg's Psychology and industrial efficiency (1913) and the Hawthorne studies from the mid-1930s (Mayo 1933), while Kaufman (2003) cites William Basset's When the workmen help you manage (1919) as examples of the interest in employee voice. Despite this long history, the literature remains bedevilled by imprecise definitions of employee voice (Dietz, Wilkinson and Redman 2009;Mowbray, Wilkinson and Tse 2014).. Fatal consequences: An analysis of the failed employee voice system at the Bundaberg Hospital Article Full-text available Feb 2015 Adrian Wilkinson Keith Townsend Tina Graham Olav Muurlink In this paper we discuss the failure of the employee voice system at the Bundaberg Base Hospital (BBH) in Australia. Surgeon Jayant Patel was arrested over the deaths of patients on whom he operated when he was the director of surgery at the hospital. Our interest is in the reasons the established employee voice mechanisms failed when employees attempted to bring serious issues to the attention of managers. Our data is based on an analysis of the sworn testimonies of participants who participated in two inquiries concerning these events. An analysis of the events with a particular focus on the failings of the voice system is presented. We ask the following: how and why did the voice systems in the case of the BBH fail.

In addition, managerial strategies towards NERs can often be about delivering an effective employee voice that affords employees the opportunity to develop their knowledge and skills and enabling them to contribute to decisions normally reserved for management (Gollan, 2006a; Haynes et al., 2005). In the US, Kaufman (2003) has outlined how the formalization of voice through NER structures can provide employers with an opportunity to fine-tune managerial messages, which adds a greater degree of legitimacy concerning the non-union arrangements across the workforce. This reflects the argument that non-union employee voice can serve multiple purposes and objectives (Dundon et al., 2004).. Non-union employee representation, union avoidance and the managerial agenda Article Full-text available May 2012 ECON IND DEMOCRACY Jimmy Donaghey Niall Cullinane Tony Dundon Dobbins Tony Non-union employee representation is an area which has attracted much interest in the voice literature. Much of the literature has been shaped by a dialogue which considers NERs as a means of union avoidance. More recently however scholars have suggested that for NERs to work in such contexts, they may need to be imbued with a higher set of functionalities to remain viable entities. Using a critical case study of a union recognition drive and managerial response in the form of an NER, this article contributes to a more nuanced interpretation of the literature dialogue than hitherto exists. A core component of the findings directly challenge existing interpretations within the field; namely that NERs are shaped by a paradox of managerial action. It is argued that the NER failed to satisfy for employees because of a structural remit, rather than through any paradox in managerial intent. If we consider literature outside the context of family firms then we find a fourth type of paternalistic leadership, referred to as enlightened paternalism.

This holds true for the choices made about voice, in terms of selecting and prioritising certain messages as the basis of a discourse which rationalises the prevailing status quo of non-unionism.. Re-conceptualizing Voice in the Non-union Workplace Article Full-text available Jul 2007 INT J HUM RESOUR MAN Paul J. Gollan Tony Dundon In this paper we present a conceptual analysis of the literature and research surrounding voice in the non-union workplace. The core of our analysis consists of a re-conceptualization of factors affecting non-union voice, and the potential outcomes as a result of external macro market pressures such as changing regulatory and market pressures for employee voice, and internal micro organizational dimensions such as management choice and strategy towards employee voice. From the analysis it is argued that more individualized and company-specific forms of employee voice are likely to increase. This poses new challenges for traditional collective representation and the institutional structures within which employee voice operates, which requires critical analysis and future empirical investigation. Chapter Feb 2018 Ying Chen Yun-Kyoung Kim Zhiqiang Liu Guozhen Zhao Guided by social exchange theory and signaling theory, this research investigates the relationship between individual perceptions of high performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multi-source sample of more than 1,300 employees in 37 multi-national corporation (MNCs) based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post-hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment.

In fact the term has been in use for some time: Lawrence (1979) referred to this term when looking at the governance of a microregion in Mexico and found that there was greater participation and autonomy than usually associated with a paternalistic form of leadership.. Protect and Be Served?-The Revival of Paternalistic Leadership in the Light of Family Businesses Article Full-text available Mar 2018 Balazs Heidrich Nick Chandler Krisztina Nemeth Paternalistic leadership as a more humanistic type of autocratic style has long been identified in leadership research. However there is quite a lot of disagreement on the evaluation of such leadership: most Asian studies on the topic identifies it as a desirable type, which is quite the contrary to most Western research results. Through a review of the literature and the INSIST studies for Eastern Europe this study aims to identify the supportive and limiting factors of both phenomena and using the case studies of the INSIST research project. After discovering studies claiming that paternalism is a stage in the process of leadership style changing from participative to autocratic (or vice versa), our findings suggest that some family firms are on the path from autocratic towards a more participative leadership style. If we consider literature outside the context of family firms then we find a fourth type of paternalistic leadership, referred to as enlightened paternalism, which derives from the logic of moral paternalism. The study focuses on two major notions: paternalistic leadership and the successors' human capital. Our research identified three dimensions connected to the readiness of the incumbents to successfully hand over the family business that could be examined during the process of takeover, and these are: successors' human capital, socio-emotional wealth transfer and successors' potential. The paper gives an overview of paternalistic leadership and analyses the aspects of successors' human capital.

This study aims at investigating how the paternalistic leadership (PL) prototype converges and diverges with prototypes of transformational, authoritarian, participative, and nurturant-task leadership (NTL) in six countries representing high power distance and collectivism (China, Turkey, and Pakistan) and low power distance and individualism (the United States, Germany, and the Netherlands). A total of 1272 employees from six countries participated in this study. Findings revealed that the PL prototype converged more strongly with authoritarian leadership and NTL in hierarchical and collectivistic cultures than in egalitarian and individualistic ones. The relationship of the PL prototype with that of transformational and participative leadership was similar across cultures. Theoretical and managerial implications of these findings for international business are discussed. View Show abstract Union Decline, Alternative Forms of Representation, and Workplace Authority Relations in the United States Article Nov 2010 John Godard Carola M. Frege This paper draws on a telephone survey of 1000 workers to explore whether alternative, nonunion forms of representation appear to be filling the gap left by union decline, whether this matters to authority relations at work, and whether it may, indeed, help to explain union decline. It finds that non-union associations do not appear to be filling this gap, but that management established, non-union representation systems are twice as widespread as is union representation and are evaluated as favourably by workers. It also finds that unions appear to have positive implications for authority relations at work, as reflected in worker perceptions of security, fairness, and justice. Non-union representation systems do not in-and-of themselves appear to do so, but they tend to be part of a bundle of practices that, in combination, does.

Finally, although the results suggest that these systems are often in violation of section 8(a)(2) of the Wagner Act, they bear no association with worker propensity to vote for a union. View Show abstract Non-union employee representation in North America: diversity, controversy and uncertain future1 Article Sep 2006 Ind Relat J Daphne G. Taras Bruce E. Kaufman The diverse conceptual perspectives and practical experiences with non-union employee representation (NER) in the USA and Canada are reviewed. We first propose a six-dimensional descriptive schema to categorise observed NER practices. Dimensions of diversity include (i) form; (ii) function; (iii) subjects; (iv) representational modes; (v) extent of power; (vi) degree of permanence. We then turn to the NER controversy, which is a tangled skein consisting of many different threads of values and prescriptions. Generalising about NER is problematic because of these many dimensions of diversity, and because NER is viewed through different ideological and conceptual lenses. We conclude that NER’s future trajectory is uncertain due to conflicting trends but in the short run is most likely to remain a modest-sized phenomenon. View Show abstract Nonunion Employee Representation in North America: Diversity, Controversy, and Uncertain Future Article Apr 2006 Daphne G. Taras Bruce E. Kaufman The diverse conceptual perspectives and practical experiences with nonunion employee representation (NER) in the United States and Canada are reviewed. We first propose a 6-dimensional descriptive schema to categorize observed NER practices. Dimensions of diversity include (1) form, (2) function, (3) subjects, (4) representation characteristics, (5) extent of power, and (6) degree of permanence. Generalizing about NER is problematic because of these many dimensions of diversity, and because NER is viewed through different ideological and conceptual lenses.

We conclude that NER's future trajectory is uncertain due to conflicting trends but in the short-run is most likely to remain a modest-sized phenomenon. This period has also allowed a review of consultation arrangements before and after union recognition and an examination of the outcomes from such arrangements. However, the challenge for the trade union at the Eurotunnel call centre is that what can be regarded as a success in some aspects (increased trade union membership and presence) has not resulted in a change in attitudes towards unions by a majority of Eurotunnel employees. This could be seen as one of the major challenges for union-employer partnership arrangements. Potentially it could have far-reaching implications for employers, unions and government policy regarding the structures needed for providing effective consultation and representative structures. View Show abstract The Sage Handbook of Human Resource Management Book Full-text available Jan 2010 Adrian Wilkinson Nick Bacon Tom Redman Scott A. Snell In the first collection of its kind, The SAGE Handbook of Human Resource Management brings together contributions from leading, international scholars in an accessible, comprehensive and influential collection that combines both global and interdisciplinary perspectives. An indispensable resource for advanced students and researchers in the field, the Handbook focuses on familiarizing the reader with the fundamentals of applied human resource management while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, plus comprehensively dealing with important emerging interests. View Show abstract Representative Voice: The Interplay Between Non-Union and Union Representation Arrangements at Eurotunnel Article Dec 2005 Paul J.