It may be that Royalty may reward them for improved performance; that they may be promoted; or that they may achieve recognition for their endeavors.
Conclusion
The best method, in short, according to Fisher and Ury (1993) based on their studies conducted by the Harvard Negotiation Project, is to separate the people from the problem, to focus on interests not positions, to invent options for mutual gain, and to insist on using objective criteria. This is the method of principled negotiation that can be used in all manners of conflict regardless of situation and intensity. The results, typically, conclude in a joint wise consensus, where parties, treated as human beings, reach an amicable...
The goal, as Ury (1991) phrases it "is not to win over him, but to win him over" (p.145).
Ultimately, the underlying problem is the environment of corruption in which the airline -- and, by extension, the HR department, functions. Positions are obtained and retained by virtue of name rather than merit and this poses a problem to any attempted change. Methods, with the help of Ury et al.'s (1993) dispute resolution system may be sought around this. The airline faces a challenging situation.
References
Ury, W. Getting Past No: Negotiating with Difficult People. New York: Bantam Books, 1991.
Fisher, R., & Ury, W. Getting to Yes (1993) Penguin: UK
