The main problem which the ground staff in Ryanair faces is the

dynamic changes in the requirement of customers.

The main reason behind this is the lack of power to solve the
concern of passengers or to react on the new requirement laid down
by customers because of the rigid and strict company like Ryanair
has resulted in losing customers.

Though, the company is still cost leadership in the market way

ahead from its competitors like EasyJet and British Airways in terms
of cheap prices, the company lacks in providing better customer
service, because of which, the company has lost few of its customers
(Boru, 2006).

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Some guidelines set by me as manager of Ryanair to resolve the problems
discussed in previous slide:
Sharing Power and Responsibility to staff: I would give full power and
responsibility to the ground staff to take decision which they think is better
suited to resolve customer concern. The decision should be quick and
should have an answer to customers problem. In case of any doubt, the
employees are free to concern with their supervisor in informal manner
rather than wasting time on performing formal modes of sharing
information.
Weightage given to decision making during performance evaluation: I
would ask the employees to make a list of such scenarios and take feedback
from the customers after resolving their issue. I would promise the
employees that good feedback from the customer, will help the employees
in their performance evaluation as due weightage will be given and
rewarded for their correct actions and smart thinking.

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 Using Vrooms expectancy model: Following on Vrooms
expectancy theory, I would reward the employees based on
their performance which in turn will improve their
productivity and will motivate them to work harder and deliver
even high quality service to the customers (Van Eerde, 1996).

Vroom Expectancy Model

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 Developing personal relation: I would ask all the employees to share their
personal concerns or obstacle which is stopping them in doing their work
efficiently. I would provide discuss issues personally with staff members
and try to give my suggestions, help and also provide leaves, if required, to
resolve the matter (Gustafsson, 1999).

Polite behavior towards customers: I would make it clear to the employees

that their nature towards customer should always be polite and respectful.
Even while explaining something to customers, employee should not raise
his or her voice. Customers are the sole reason for running of business and
any sort of disrespect should not be acceptable. I would also help the
employees by dealing with one or two customers myself, so that I lead
them by my example. It will also help in improving my relationship with
ground staff by working closely with them.

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 Training and Development Program: I would organize various training and
learning programs for the ground staff to improve on their inter-personal
relationship, communication skill as well as their skills to manage customer
in a better way (Mullins, 2007).

Close supervision over employees: I would ask the supervisors to work

closely with the employees. I would ask the supervisor to set up goals for
each individual as well as for their team. I would also ask them to check
customer response and feedback after the employees have taken due action
to their issues. These should be submitted to me on regular basis so that I
am kept aware of the staff working.

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 Setting SMART goals: I would set up a performance evaluation method
which is transparent and easy to understand by all the employees without
making it too complex (Kevin R. Murphy, 1995). The goals will be
SMART goals and their performance will be decided on their achievement.
A proper discussion on performance evaluation will be performed between
supervisors and employees to make employees understand their role better.

Bringing change to the culture: To change the culture, I would offer

employees with more power to take solve problems of employees, which
will keep their minds stimulated and keep their work interesting each day,
thereby keeping them motivated and improving efficiency.

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 Boru, B. 2006. Ryanair: the Cu Chulainn of civil aviation. Journal of
Strategic Marketing, 14(1), 45-55.
Gustafsson, A., Ekdahl, F., & Edvardsson, B. 1999. Customer focused service
development in practice-A case study at Scandinavian Airlines System
(SAS).International Journal of Service Industry Management, 10(4), 344-
358.
Kevin R. Murphy, & Jeanette Cleveland. 1995. Understanding performance
appraisal: Social, organizational, and goal-based perspectives. Sage.
Mullins, L. J. 2007. Management and organisational behaviour. Pearson
Education.
Van Eerde, W., & Thierry, H. 1996. Vroom's expectancy models and work-
related criteria: A meta-analysis. Journal of applied psychology, 81(5), 575.

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