balance.

Other niche associations include the American Society for Training & Development and Recognition Professionals International. Publications Academic and practitioner publications dealing e clusively !ith "R# $ornell "R Revie! "R %aga&ine 'S"R%( "uman Resource %anagement ')ohn *iley & Sons( "uman Resource %anagement Revie! '+lsevier( International )ournal of "uman Resource %anagement 'Taylor & ,rancis( Perspectives on *or- '.+RA( Related publications# Academy of %anagement )ournal Academy of %anagement Revie! Administrative Science /uarterly 'Samuel $urtis )ohnson 0raduate School of %anagement( Organi&ation Science 'I1,OR%S( See also *i-imedia $ommons has media related to# "uman resources management Aspiration %anagement Organi&ational behavior Organi&ational theory References .ibrary resources About "uman resource management Resources in your library Resources in other libraries 2 %er-le3 )udith A. %anagement and Ideology. 4niversity of $alifornia Press. IS51 6789676:;:;78. 2 %ayo3 +lton '<=>8(. ?"a!thorne and the *estern +lectric $ompany?. "arvard 5usiness School. Retrieved 9@ December 96<<. 2 ?About $IPD?. $hartered Institute of Personnel and Development. Retrieved 99 December 96<<. 2 ?About $ornell I.R?. $ornell 4niversity School of Industrial and .abor Relations. Retrieved 96<676<79=.

2 a b ?About S"R%?. Society for "uman Resource %anagement. Retrieved 99 December 96<<. 2 OA5rien3 %ichael 'October @3 966=(. ?"RAs Ta-e on The Office?. "uman Resource + ecutive Online. Archived from the original on <@ December 96<<. Retrieved 9@ December 96<<. 2 ?$atbert sho!s tougher side to human resources?. Personnel Today. August :63 966;. Retrieved 9@ December 96<<. 2 4lrich3 Dave '<==B(. "uman Resource $hampions. The ne t agenda for adding value and delivering results. 5oston3 %ass.# "arvard 5usiness School Press. IS51 67 @;8@>7;<=7B. O$.$ :>;6>=6>. 2 To!ers3 David. ?"uman Resource %anagement essays?. Retrieved 966;7<67<;. 2 a b )onathan +. De0raff '9< ,ebruary 96<6(. ?The $hanging +nvironment of Professional "R Associations?. $ornell "R Revie!. Retrieved 9< December 96<<. 2 *right3 Patric-. ?The 96<< $"RO $hallenge# 5uilding Organi&ational3 ,unctional3 and Personal Talent?. $ornell $enter for Advanced "uman Resource Studies '$A"RS(. Retrieved : September 96<<. 2 $onaty3 5ill3 and Ram $haran '96<<(. The Talent %asters# *hy Smart .eaders Put People 5efore 1umbers. $ro!n Publishing 0roup. IS51 =;@767:6;7>B69B7>. 2 ?"uman Resources3 Training3 and .abor Relations %anagers and Specialists?. 4.S. 5ureau of .abor Statistics. 96<<. Retrieved 9: December 96<<. 2 ?"uman Resources %anager?. $11 %oney. 966B. Retrieved 9: December 96<<. 2 ?"uman Resources %anager?. $11 %oney. 966=. Retrieved 9: December 96<<. 2 ?To!ers *atson + ecutives See 0ro!th Ahead ,or %erged ,irms?. *or-force %anagement. 966;. Retrieved )anuary <:3 96<6. 2 ?"R consultant?. $11 %oney. Retrieved 9: December 96<<. 2 ?About $ornell I.R?. $ornell 4niversity School of Industrial and .abor Relations. Retrieved 9: August 966=. 2 ?"R 0raduate Program Ran-ings?. "R Patriot. 966=76>79B. Retrieved 96<67 6;768. 2 S"R% *ebsite# About S"R% 2 ?About IOR?. Institute of Recruiters 'IOR(. Retrieved 99 December 96<<. ChideD v t e %anagement Outline of business management Inde of management articles %anager

%anagement branches ,inance "uman resources Information technology %ar-eting OperationsEproduction Strategy Other %anagement areas Accounting Association $apability $hange $ommunication $onflict $onstruction $ost $risis $ritical $ustomer relationship Distributed +arned value +ducational +ngineering +nvironmental ,acility "ospital Information Innovation Interim Inventory Fno!ledge .and .ogistics .ifecycle %aterials Office Perception Practice Program ProGect Process Performance Product

Public administration /uality Records Resource Restaurant RisS-ills Strategic Stress Supply chain Systems Talent Time Technology %anagement7related topics Association of Technology3 %anagement3 and Applied +ngineering Applied engineering 5usiness school $hartered %anagement Institute Decision ma-ing styles Organi&ation development Organi&ational studies Social entrepreneurship ,orecasting .eadership Articles Adhocracy Administration $ertified 5usiness %anager $ollaboration $ollaborative method $orporate governance Decision %a-ing +ngineering management +vidence7based management + ecutive Pay ,orecasting ,utures studies 0ro!th Fno!ledge visuali&ation .eadership

%anagement consulting %anagement control %anagement cybernetics %anagement development %anagement fad %anagerial Psychology %anagement science %anagement styles %anagement system %anagerialism %icromanagement %acromanagement %iddle management %usic management Organi&ational behavior management Organi&ational studies Physical Internet Predictive analytics Team building Scientific management Senior management Social entrepreneurship Hirtual management *illiamsonAs %odel of %anagerial Discretion Peter Druc-erAs management by obGectives +liyahu %. 0oldrattAs Theory of constraints Pointy "aired 5oss Portal Systems science portal I $ategories# "uman resource management South!est Airlines 9669# An Industry 4nder Siege Harvard Business School: 9-803-133 + ecutive Summary Southwest Airlines in 2002 faced a serious of im ortant mana!ement decisions after the 9"11 tra!ed# in order to continue the record $rea%in! com an# !rowth that Southwest had e& erienced since the 19'0(s) Southwest Airlines revolutioni*ed the airline industr# with what is %nown as the Southwest +ffect: low cost fares, oint-to- oint service, -10 minute turnaround. and an en/o#a$le friendl# atmos here) After the Airline 0ere!ulation Act of 19'8, Southwest ado ted a olit# that irre!ardless of the rofita$ilit# of e& ansion o ortunities, the com an# wanted to commit to a mana!ea$le annual

!rowth rate of a$out 10-112) 3he followin! 4uestions and discussion will address the historical challen!es of Southwest airlines, the direction the com an# contem lated in 2002, and a $rief loo% at the challen!es of toda#) <(. *hat is the competitive business environment 3he airline industr# has alwa#s $een com etitive) 5n an anal#sis of the most rofita$l# investments as er our class discussion, sur risin!l#, airlines come in at the lowest return on each dollar invested at around 2)12) Southwest Airlines e& erienced 30 consecutive #ears of rofit a mere two #ears after it(s foundin! in 19'1) 6an# air orts $e!an re4uestin! Southwest service for their assen!ers, $ut throu!hout Southwest(s e& ansion, the com an# aimed to maintain a mana!ea$le !rowth rate and focus on their core com etencies of low rice fares that would com ete with the cost of drivin! to the destination) 5n the mid 1990(s, the ma/or carriers entered into rice wars to undercut com etition) Althou!h, these dealin!s did affect Southwest(s $ottom line, Southwest still mana!e to continue to turn a rofit and e& and due to their e& ansion into a reservation s#stem and their commitment to a culture and e& erience that assen!ers were drawn to) 9(. *hat is the competitive advantage that the company obtained as discussed in the caseJ Southwest Airlines com etitive advanta!es are their oint-to- oint services which are !enerall# tar!etin! the fre4uent $usiness traveler) 7ith several re!ular fli!hts er da#, if a assen!er ha ens to miss their fli!ht, the# will $e automaticall# $oo%ed onto another fli!ht) Secondl#, Southwest strate!icall# secured routes throu!h secondar# air orts which !enerall# had lower fi&ed costs for the airlines and less con!estions for assen!ers ease) 8inall#, Southwest focused on 4uic%, relia$le turnaround time usin! onl# one version of aircraft, allowin! for familiarit# amon! staff and !reater efficienc# in turnaround) 9assen!ers were not assi!ned seats, sim l# $oardin! sections, which allowed for assen!er loadin! to $e conducted more efficientl#) 3he traditional airline model is the Hu$ and S o%e model, which in essence ta%es most assen!ers from the ori!ination, throu!h the hu$, and then transfers them to their destination) Southwest(s oint to oint s#stem was more relia$le $ecause it did not de end on the on time arrival of an earlier fli!ht for de arture) Southwest also im lemented the first and most sim listic fre4uent-flier ro!ram: urchase ei!ht fli!hts and !et one free) Southwest(s initiall# connected with four com uter reservation and tic%etin! s#stems and also the owerful SAB:+ s#stem) 3his allowed travel a!ents to view fli!ht information and even rint tic%ets) 5n 1994, Southwest was onl# connected throu!h the SAB:+ s#stems which ushed Southwest to develo the -tic%etless. travel ro!ram as well as Southwest)com) :(. *hat strategy andEor model !as used or implemented in this caseJ

5argaining po!er of buyers

9orter(s 1 =om etitive 8orces 6odel Threa ts South!est vs. All other Airlines

Threat of substitute

5argaining po!er of suppliers

Threat of ne! entrants 5argaining Po!er

Southwest airlines does stru!!le a!ainst the threat of su$stitutes much li%e an# other airline and in this case the threat of su$stitutes is the decision to use an alternate form of travel, such as drivin! or ta%in! a train) 3he airline industr# is sensitive to -tra!ed#. such as when there is a lane crash or an event li%e 9"11< consumers tend to switch to a su$stitute or chose not to travel in the first lace) Southwest(s $est defense is a stron! 9: cam ai!n, which we saw after 9"11 when the com an# launched ads sa#in! that when America is read# to fl# a!ain, Southwest will $e there)

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