Jetblue

JetBlue Airways: Starting From Scratch

Cal. State University Dominguez Hills

MGT-500

Oct. 5 2014

Since inception, JetBlue’s strategies were to use technology, innovation, and human services to create a competitive advantage against their competitors. They wanted to be able to provide high quality airline services while keeping fares at an affordable rate. With over 30 years experience of service-based businesses, Ann Rhoades (Rhoades) fits the culture and vision of JetBlue. She plays a critical role in developing a value-based team that truly cares for their crew members. Prior to joining JetBlue, one of Rhoades’ conditions for joining the team was defining what the company stands for. She wanted to create a company that focus on their people. After a two-day meeting, the executive team came up with five core values that the company characterized on. These values that JetBlue characterized on are safety, caring, integrity, fun, and passion.

Rhoades must create a team based on these five core values. This was no easy task considering the fact that JetBlue hired 1000 employees within their first year and projected to hire 5000 people within the next 4 years. Rhoades was given a task to hire people at a rapid rate without jeopardizing the core values of the company. This means selecting the best people in an incredible pace. Studies show that happy employees are more productive and organizations with more satisfied workers are more effective than organizations with fewer (Robbins & Judge, 2013). JetBlue operates under this same principal that highly value and care for their employees. They believe that happy and satisfied employees will significantly contribute to the longevity and well being of the company. Does this mean that JetBlue did everything they could to satisfy their employees? Well, not exactly. Rhoades focused on hiring the right people that fit the company’s culture and core values. She wanted to hire people with the...