Managing for high performance? People management practices in flight centre

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dc.contributor.author Palmer, I. en_US
dc.contributor.author Dunford, R. en_US
dc.date.accessioned 2009-12-21T02:37:05Z
dc.date.available 2009-12-21T02:37:05Z
dc.date.issued 2001 en_US
dc.identifier 2002000475 en_US
dc.identifier.citation Dunford, R. and Palmer, I. 2001 'Managing for high performance? People management practices in flight centre', Journal of Industrial Relations, vol. 44, no. 3, pp. 407-414. en_US
dc.identifier.issn 0022-1856 en_US
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/5162
dc.description.abstract The travel industry is characterised by fierce rivalry, high threat of entry by would-be competitors, high supplier and consumer power and a developing threat of substitutes (especially online). However; despite this, Flight Centre, an Australian travel agency, has managed to achieve an exceptional performance record in terms of profitability and share price. In this paper we focus on the people management practices in Flight Centre in the context of the argument that there is a direct relationship between a company's financial performance and its utilisation of specific practices. The results of the research show that Flight Centre is representative of most of the advocated practices, but its parallel strategies in marketing and operations/logistics raise questions about the appropriateness of people management practices being given priority over other areas of management practice in the determination of performance outcomes. en_US
dc.publisher Blackwell Science en_US
dc.relation.isbasedon http://dx.doi.org/10.1046/j.0962-1075.2001.00278.x en_US
dc.title Managing for high performance? People management practices in flight centre en_US
dc.parent Journal of Industrial Relations en_US
dc.journal.volume 44 en_US
dc.journal.number 3 en_US
dc.publocation Oxford, England en_US
dc.identifier.startpage 407 en_US
dc.identifier.endpage 414 en_US
dc.cauo.name Cell and Molecular Biology en_US


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