The paper aims to contrast the approaches to human‐resource management taken by two low‐cost airlines – Ryanair in Europe and Southwest in the USA.
The paper considers the similarities between the two airlines before explaining that Southwest puts much more emphasis than Ryanair on the importance of treating its employees well. It examines what this means in terms of recruitment, recognition and reward.
The paper explores in particular the role of Southwest Airlines operations agents and finds that they are prepared and able to work anywhere – in the departure hall, at the gate, in the baggage hall, on the tarmac or aboard the aircraft – to help to ensure that flights leave on time.
The paper argues the case for putting employees first, on the basis that you treat your employees the way you want them to treat your customers.
Illustrates that there is evidently no single answer for success in the low‐cost airline sector – and so plenty to challenge the aspiring aviation entrepreneur.
