Master of Business Administration

Faculty / School

School of Business Studies (SBS)


Dr. Shahid Qureshi, Professor, Department of Management

Project Coordinator (External)

Mr. Aqeel Chishty (Senior HR Officer)



Committee Member 1

Dr. Shahid Qureshi )Associate Professor & Director CED) School of Business Studies Institute of Business Administration (IBA), Karachi

Project Type

MBA Research Project

Abstract / Summary

The purpose of the study was to develop human resource management strategy for service excellence at Pakistan International Airline (PIA). We studied HRM strategy of various airlines and chose Singapore International Airline’s (SIA) HRM strategy due to in depth study by researchers for over ten years. Further, the similarities between PIA and SIA as both are state owned and both of their states got freed from British rule.

Through our secondary research and literature review, we learned that SIA’s HRM strategy stands on five cornerstones 1) Stringent Recruitment & Selection 2) Training & Retraining 3) High performance Service Delivery Teams 4) Empowerment 5) Motivation. Our methodology was to conduct interviews with PIA’s HR department officers to understand policies, procedures and overall HR strategy of PIA. We further conducted Gallup Q12 survey to gauge employee pulse and SIA Strategy survey to find employee’s opinion about how much PIA follows it. The result of employee engagement was positive however, the result of SIA strategy survey was negative. We performed financial analysis, SWOT analysis, Porter’s 5 forces analysis, Internal and External environment analysis. Based on these analyses we determined minor problems and found out major problem at PIA which is that the PIA being run as Government department rather than a commercial airline. We concluded that PIA had no strategic HRM in place, the departments are working in silos and the functions strategy are not aligned to Business strategy. We recommended following SIA’s HRM strategy to achieve service excellence, further we also recommended strategic alternatives for restructuring of HR such as Rightsizing, increasing communication through town hall and staff engagement, increasing synergy among departments through Go Forward Plan, increasing autonomy of the management, Introducing performance management system through KPI and deliverables.