Managing human resources for service excellence and cost effectiveness at Singapore Airlines

Abstract

PurposeThe purpose of this paper is to explore the nature of Singapore Airline's human resource (HR) management practices that enable the company to deliver consistent service excellence in an efficient manner and achieve sustainable competitive advantage.Design/methodology/approachThe paper presents an in‐depth case study based on primary and secondary data, and especially in‐depth interviews of senior management and senior flight crew.FindingsThe study finds that Singapore Airlines' HR practices involve stringent selection and recruitment processes, extensive training and retraining, successful service delivery teams, empowerment of front‐line staff to control service quality, and motivating staff through rewards and recognition.Practical implicationsThis research has implications for organisations that aim to deliver consistent service excellence, by outlining HR practices that assist in this goal; and for senior management, particularly highlighting the importance and contribution of HR to competitive advantage, and the importance of strategic alignment between functional strategies and business‐level strategies.Originality/valueThe paper contributes to the understanding of how HR practices contribute to service excellence and competitive advantage, this being a key dimension of strategic alignment.