A Study On Improving The Employee Training Management In Jilin Branch Of China Southern Airlines

The training section, a subordinate of the Human Resource Division, is set up in 2005 in Jilin Branch of China Southern Airlines (JBCSN). Training-related matters had been delegated to organizations of personnel affairs before. The scope of employee training was then not fully developed due to lack of a specialized department and dedicated training assistants. Training tasks were separately undertaken by departments of flight, maintenance, marketing and passenger cabin based on their respective needs, which is dispersed, unsystematic, and ill-managed. An analysis is made on the problems encountered in training management and training awareness and accordingly a plan is worked out for improving the training management in JBCSN.With respect to training awareness, there are some incorrect understandings and practices: Employee training is considered to be an expensive undertaking. Though decision makers are aware of the importance of training and integrate training expenses into operation costs, they would cut training expenses when the company undergoes poor economic performances or when the company is pushing cost-saving measures; Training is regarded as an effort that trains employees for other companies in that some employees will quit afterwards, which is not to the company's profit. Decision makers are put in a dilemma. If they arrange no training, the overall quality of the employees will not be raised and this will adversely affect the company's performance. On the contrary, if they engage in training, some trained employs will hop to other companies, even the competing companies, which is the most undesired result. And hence, in the present case, they have no alternative but to provide trainings...