Singapore Airlines Case Study
LDR-615
Grand Canyon University
July 31, 2013
Singapore Airlines Case Study
Singapore Airlines (SIA) was created in 1972 as a result of Malaysian-Singapore Airlines reorganization. Soon after the reorganization, SIA undertook an aggressive growth and equipment-acquisition program to maximize profitability and expand the company. By investing in the infrastructure and new initiatives, SIA became a global leader in the industry. This paper will examine SIA’s workforce management program, their advertising campaign, systems for measuring service quality, evaluation of strategy to deliver quality service, and the use of slot machines on flights. An evaluation of each category will occur along with recommendations to improve them.
Evaluation of Workforce Management Program
SIA executives stated that “airline cabin crews were the vital ingredient of its highly differentiated inflight service” (Hart& Lytle, 1989A). The focus on crew members is evident in SIA’s selection criteria. SIA had a high standard of selection and performance for all crew members. First, SIA focused on multiracial recruiting. They wanted their crew to represent the cultural values and traditions of hospitality and service that is evident in the Chinese, Malay, Indian, and Eurasian communities. Another aspect of crew selection began crew members who were positive about service. SIA’s selection criteria included younger applicants, ages 20-25. Candidates were subjected to three rounds of interviews; each to see how the applicant handled themselves in different situations. The decision to use a young crew was not made lightly. Older crew would decrease the company’s turnovers, be able to command authority when the situation required, and have more experience dealing with the public and the needs of passengers. However, in the Asian culture some passengers might feel awkward being served by an older person. Also, older crew members can become jaded and...