Lade Inhalt...

The Influence of Training Strategies on Airline Organizational Operations in New Zealand

©2021 Hausarbeit 17 Seiten

Zusammenfassung

This paper addresses the impact of training strategies on airline organizational operations in New Zealand. Airline operations involve numerous departments aiming at a hundred percent on-time performance (OTP) for each flight departure with safety as a non-negotiable condition. Thus, safety training is at the heart of operations and has been incorporated in multiple management systems supported by different departments such as Safety Management System (SMS), Quality Management System (QMS), Security Management System (SeMS), Flight Operations Quality Assurance (FOQA), Environmental Management System (EMS) and Occupational Health Safety Management System (OHSMS). Therefore, the company has adopted an Integrated Airline Safety Management System (IASMS) which outlines the core policies and processes that make up the company group SMS.

Leseprobe

Table of contents

1. Introduction: Description of the Organisational Operation

2. The objectives
2.1.Learning Management System (LMS)
2.2 On-the-job training (OJT)

3. Targeted injuries and illnesses

4. Comparison and contrast of strategies
4.1 SWOT analysis of OJT
4.2 SWOT analysis of LMS
4.3 Instructional Systems Design (ISD)

5. Conclusion: the influence of each strategies on the organisational operation

References

1. Introduction: Description of the Organisational Operation

As shown in “figure 1”, airline operations involve numerous departments aiming at a hundred per-cent on-time performance (OTP) for each flight departure with safety as a

Abbildung in dieser Leseprobe nicht enthalten

Figure 1: Employee work groups involved in the flight departure process (Bamber et al., 2013, p. 88)

Thus, safety training is at the heart of operations and has been incorporated in multiple management systems supported by different departments such as Safety Management System (SMS), Quality Management System (QMS), Security Management System (SeMS), Flight Operations Quality Assurance (FOQA), Environmental Management System (EMS) and Occupational Health Safety Management System (OHSMS).

Therefore, the company has adopted an Integrated Airline Safety Management System (IASMS) which outlines the core policies and processes that make up the company group SMS (ICAO, 2008).

In "figure 2", the IASMS is schematised and rests on the four pillars with training be a key element of the safety promotion (Federal Aviation Administration, 2017).

Abbildung in dieser Leseprobe nicht enthalten

Figure 2: The model of IASMS

Besides, the company is a participant in the Accident Compensation Corporation (ACC) Accredited Employer Programme (AEP) and must adhere to AS/NZS4801:2001 which include training amongst the primary requirements to enter the scheme.

Both, WorkSafe through the Health and Safety at Work Act 2015 (HSWA) and the Civil Aviation Agency (CAA) for operations covered by an aviation certificate (e.g., ground and flight operations, aircraft maintenance) reaffirm the legal obligation for the PCBU to train its employees.

Then, the organisation has developed a training deployment chart (i.e., competency matrix) where the training needs of each role are taken into consideration including the training level, the method of delivery and the type of assessment.

For example, the SMS training is delivered to all employees differently. If the staff is an office worker, the training will be limited to the company code of conduct.

For the operational workforce, a specific Computed Based Training (CBT) is required and one-day in a classroom for functional managers and senior leadership team (SLT).

2. The objectives

The objective of training in an SMS based organisation is to promote safety by preventing injury or death and to avoid damage to the environment and property but also to develop a safety culture.

In New Zealand, the legislator reinforces this duty of care of the PCBU in section thirty-six of the HSWA 2015 (New Zealand Government, 2020).

Meanwhile, the induction training in the organisation must be completed for all staff and should be held either once a person starts or when they transfer to a new role Also, consideration should be given to holding refresher induction training at regular intervals based on the risk associated with the business area.

Firstly, a company-wide induction follows by a local induction into the relevant business area which cover at least:

- Health and safety policy
- Wellbeing policy
- Injury management policy
- Bullying and harassment
- Employee Assistance Programme (EAP)
- Event reporting requirements (including incident, accident and near-miss reporting)
- Hazard reporting and hazard registers
- Emergency Procedures
- Health and Safety Representatives (HSR)
- Fire wardens
- Assembly points
- First aiders

Thus, the method of training delivery is dependent upon the training design (e.g., CBT, classroom, On-the-Job Training)

However, modules that require longer than two hours to deliver and/or specialised human resource allocation are designated as either a course or an individual training package which include the support of a company trained On-Job Trainer (OJT) and buddying system.

Besides, educational material in the form of reference booklets (e.g., critical risks in ground-operations, bullying and harassment) will also be distributed where appropriate or been available through the intranet of the organisation.

For the past decade, the industry has seen an increase in digitalisation including training (Kaplan, 2019).

2.1.Learning Management System (LMS)

Electronic delivery of instruction experienced significant growth in the late eighties, as PCs triggered the development of a new method of delivery called Computer Based Training (CBT).

With CBT, the transfer of educational or training content occurred through electronic media.

Nevertheless, CBT presented major issues regarding the diversity of platforms; hardware and software limitations; high development costs; and lack of understanding about electronic delivery of instructional content (Kearns, 2016).

Then, the introduction of LMS an enterprise-wide software has revolutionised E-learning by centralising data, automating the administration of training events, delivering online learning content and storing training records following the Regulator (WorkSafe New Zealand, 2017).

Because of its functionality and flexibility, E-learning environments were better managed by LMS (Bratengeyer & Albrecht, 2010).

Therefore, the development of LMS has profoundly changed teaching and learning (de Brito Neto, 2012).

Besides, LMS facilitates the implementation of a uniform and consistent learning approach while significantly reducing administration costs.

Since 2009, the LMS of the organisation performed:

- around 16,000 learning activities including courses, classes, exams, unit standards and qualifications
- 780 CBT modules.
- recorded of over 640,000 training events
- held training records for over 35,000 personnel, including past and present employees and contracting staff

2.2 On-the-job training (OJT)

OJT refers to activities carried out at the workplace by the trainee to develop its working knowledge and skills required to perform its role.

The purpose of OJT is to teach basic workplace skills but also instils the safety culture and performance expectations in the live workplace.

However, large operational organisations such as an airline have elaborated Standard Operating Procedures (SOPs) using a mixture of theory and practical technique to assist with skills and competency development.

Most airlines have in-house qualified on-job trainers supporting the trainee during its first steps in the role and then a buddy system will support the trainee until its signed-off.

For example, a trainee airbridge operator is supported by the OJT trainer during an entire shift and then buddied with a senior airbridge operator for about two shifts before been signed-off.

If the operator has more than one airline in its portfolio, it must again go through the OJT process specific to the carrier SOP.

3. Targeted injuries and illnesses

Manual handling account for sixty per cent of the airline work-related injuries.

[...]

Details

Seiten
17
Jahr
2021
ISBN (eBook)
9783346547453
ISBN (Buch)
9783346547460
Sprache
Englisch
Erscheinungsdatum
2021 (November)
Note
A+
Schlagworte
influence training strategies airline organizational operations zealand
Zurück

Titel: The Influence of Training Strategies on Airline Organizational Operations in New Zealand