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Human Resource Management of Frontier Airlines

Human Resource Management of Frontier Airlines

Discuss Human Resource Management of Frontier Airlines within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Frontier Airlines, Inc. is a major American airline headquartered in Indianapolis, Indiana, United States.[1] with a major secondary headquarters in ...



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Human Resource Management of Frontier Airlines
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Netra Shetty
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Human Resource Management of Frontier Airlines - January 25th, 2011

Frontier Airlines, Inc. is a major American airline headquartered in Indianapolis, Indiana, United States.[1] with a major secondary headquarters in Denver, Colorado. The carrier, which is a subsidiary and operating brand of Republic Airways Holdings, operates flights to nearly 80 destinations throughout the United States, Mexico, and Costa Rica[1] and maintains hubs at Denver International Airport, Milwaukee's General Mitchell International Airport, and Kansas City International Airport with a focus city at Omaha's Eppley Airfield. It provides regional service to the surrounding Rocky Mountain States through a code-share agreement with Great Lakes Airlines. Frontier is not a member of an air carrier alliance

Job rotation involves moving an employee through a series of jobs so he or she can get a good feel
for the tasks that are associated with different jobs. It is usually used in training for supervisory

positions. The employee learns a little about everything. This is a good strategy for small businesses
because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually involve several
related groups of skills that allow the apprentice to practice a particular trade, and they take place
over a long period of time in which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job training. They
are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material already
learned to be bypassed in favor of material with which a trainee is having difficulty. After the
introductory period, the instructor need not be present, and the trainee can learn as his or her time
allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral
site and is used by upper-and middle-management trainees to develop a spirit of teamwork and an
increased ability to deal with management and peers. It can be costly and usually is offered by larger
small businesses.


Who actually conducts the training depends on the type of training needed and who will be receiving
it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house
personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately
responsible for the productivity and, therefore, the training of their subordinates. These supervisors
should be taught the techniques of good training. They must be aware of the knowledge and skills
necessary to make a productive employee. Trainers should be taught to establish goals and
objectives for their training and to determine how these objectives can be used to influence the
productivity of their departments. They also must be aware of how adults learn and how best to
communicate with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased productivity.

There are several ways to select training personnel for off-the-job training programs. Many small
businesses use in-house personnel to develop formal training programs to be delivered to employees
off line from their normal work activities, during company meetings or individually at prearranged
training sessions.

There are many outside training sources, including consultants, technical and vocational schools,
continuing education programs, chambers of commerce and economic development groups.
Selecting an outside source for training has advantages and disadvantages. The biggest advantage is
that these organizations are well versed in training techniques, which is often not the case with in-

house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the company's
product or service and customer needs. These trainers have a more general knowledge of customer
satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees. Another disadvantage
of using outside trainers is the relatively high cost compared to in-house training, although the
higher cost may be offset by the increased effectiveness of the training.

Whoever is selected to conduct the training, either outside or in-house trainers, it is important that
the company's goals and values be carefully explained.

The personal pay on account of grant of incentive increment for acquiring higher qualification would count for all purposes at par with Basic Pay except Dearness Allowance and would not be counted for determining the rate of annual incentive and fixation of pay on promotion

III a. ENTITLEMENT (For qualification acquired on or after 01/03/2008):
The revised monthly monetary incentive amount for qualification acquired on or after 1.3.2008 is as follows:

Grade/Level Incentive Amount
E-0 860
E-1 960
E-2 1100
E-3 1280
E-4 1400
E-5 1480
E-6 1560
E-7/8 1640
E-9 1900
The above amounts are fixed and would have no bearing on change in pay scales.
However, employees drawing incentive increments till 28.02.2008, as per the earlier scheme would
continue to draw the same amount during the entire service.
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