The conclusion drawn from these three bodies of work is that, with the ex-
ception of a handful of high performing airlines, the industry as a whole con-
tinues to function as per a traditional, top-down, highly divisionalised,
industrial model of operations and governance. This model is manifestly in-
appropriate in such a highly knowledge-based service market as the airline
industry. HRM expertise in general and compensation and benefits in par-
ticular are required now, more than ever, to spearhead the strategic develop
ment of a customer-centric, learning-oriented workforce that is capable of
adapting quickly to the strategic goals and change imperatives facing the
airline industry.