1. Describe what is so special about the five elements of Singapore Airlines successful HR practices. 2. Evaluate the effectiveness of each elements contribution toward Singapore Airlines leadership in service excellence and cost effectiveness. 3. Despite evidence that such practices help service firms achieve higher company performance, many organizations have not managed to execute them as effectively. Why do you think that is the case? 4. Why do you think full-service airlines in the United States are largely undifferentiated low-quality providers? What are the reasons that none of the full- service airlines have positioned themselves as high service-quality providers? 5. Some of Singapore Airlines HR practices would be frowned upon in the United States and Europe (e.g., having cabin crew on time-based contracts that are renewable every five years). Is this fair competition (i.e., desired competition between regulatory frameworks, as was favored by Margaret Thatcher, former Prime Minister of the United Kingdom), or is it arbitration of regulatory environments that encourage a race to the bottom in terms of employee rights? 6. How do people feel if they are working in a culture that focuses so intensely on customers but cuts costs to the bone internally?