ABSTRACT
As we all know, the Indian Aviation Sector is instrumental in the development of India's economy. Therefore, the development of Human Resources (HR) within the aviation sector is becoming all the more necessary to achieving the objectives of the nation. The Aviation Industry is like the engines of growth within any economy, which can make the economy go up in the sky. Most of the earlier studies done in the field of Aviation faced a similar issue, in that most of the researchers wanted to determine the relationship between several documented HR rules and policies and the performance of an organisation; hence, it is generally presumed that all these HR rules are applicable to all employees. Most of the previous research done in this area applied a simple and easy conceptual model in its analysis in which, at the LHS, one can see a series of HR rules, and on the RHS, one can see several organisational factors regarding individual outcomes; then, the organisation uses these written HR policies or rules, covering a significant number of the workforce as an indicator of the reliability of their Human Resource Practices. But, in reality, employee attitudes towards the organisation are not impacted much by the way these HR Practices are written, but by the way they are executed on a day-to-day basis by line managers and team leaders. Employees acknowledge the purposes of Human Resource practices in the organisation, and that these Human Resources acknowledgements are associated with the behaviours of the staff. Employee acknowledgement that these Human Resource policies are backed by the concern of the organisation in improving quality of service and welfare of employees was directly associated to employee behaviour. In contrast to this, if staff acknowledges that Human Resource practices of management are aimed at cost-reduction and employee exploitation, then employee acknowledgement of HR Practices is negatively related to employee behaviour. Another area of concern regarding the implication of the above relationship is that it is not just the HR practices themselves, but also the perceptions of employees regarding those HR practices which are significant in achieving desired organisational objectives. The perception of employees regarding HR practices as a personal commitment of the employees by the employer firm which is then given again by these employees to the firm by hard work or dedication. Satisfaction of employees can be seen as a critical factor for their extraordinary efforts, i.e. creative behaviour, as the general rule says that whether staff put their efforts enthusiastically into the firm and give the maximum capability depends, to a large extent, on the perception they have regarding the work culture and the organisation's internal environment.
