Moreover, the lack of dedication on the way to training had been among employees of Qantas from top managers to shop-floor workers. The top managers and managerial level workforce had been unhelpful to HRD, whereas lower level workers are short of the dedication to take part in training and development practices. This proposes that workers may have implanted distrustful approaches to training and be basically unwilling to change. Certainly, the phenomenon of transformation is generally opposed, because it needs employees to take aboard fresh knowledge and take up fresh proficiencies and skills.A few of the big issues in the Qantas would be in terms of manner in which it deals with its staff members.
The simple domestic concerns of the business have turned out to be worldwide issues for Qantas. There have been lots of severe actions taken by various unions of Qantas against the business, which have kept the human resources department involved in resolving the same. In the past, around 300 of employees of Qantas, who has been members of National union of workers, did not work for over 24 hours. The key reason behind their nonworking was the issue of salaries, wages and job security. These workers had been very much unsatisfied because of the development of casual workers in comparison to the permanent employees. The business had majorly shifted from permanent employees to the contractual ones (Berriman and Martin, 2010).
The major cause of industrial dispute was the availability of so many unions which apply in the business. These different unions had their different agendas and for example pilot said that pointers had begun announcement of their campaigns which would be useful for protection of their jobs and rise in their salaries. The engineers at Qantas airlines had gone on a strike for a very small issue which was there in the organisation. The key reason for disputes was the unsatisfactory rise of salaries which were 5% and people had to work in more flexible environments.