You are on page 1of 8

Human Resource Management (John Wiley & Sons) Human Resource Management Review (Elsevier) International Journal of Human

Resource Management (Taylor & rancis) !ers"ectives on Wor# ($ER%) Relate& "u'lications( %ca&emy of Management Journal %ca&emy of Management Review %&ministrative Science )uarterly (Samuel *urtis Johnson +ra&uate School of Management) ,rgani-ation Science (I. ,RMS) See also Wi#ime&ia *ommons has me&ia relate& to( Human resources management %s"iration Management ,rgani-ational 'ehavior ,rgani-ational theory References $i'rary resources %'out Human resource management Resources in your li'rary Resources in other li'raries / Mer#le0 Ju&ith %1 Management an& I&eology1 2niversity of *alifornia !ress1 IS3. 45674548989561 / Mayo0 Elton (:;<6)1 =Hawthorne an& the Western Electric *om"any=1 Harvar& 3usiness School1 Retrieve& 7> ?ecem'er 74::1 / =%'out *I!?=1 *hartere& Institute of !ersonnel an& ?evelo"ment1 Retrieve& 77 ?ecem'er 74::1 / =%'out *ornell I$R=1 *ornell 2niversity School of In&ustrial an& $a'or Relations1 Retrieve& 74:454:57;1 / a ' =%'out SHRM=1 Society for Human Resource Management1 Retrieve& 77 ?ecem'er 74::1 / ,@3rien0 Michael (,cto'er >0 744;)1 =HR@s Ta#e on The ,ffice=1 Human Resource EAecutive ,nline1 %rchive& from the original on :> ?ecem'er 74::1 Retrieve& 7> ?ecem'er 74::1 / =*at'ert shows tougher si&e to human resources=1 !ersonnel To&ay1 %ugust 840 74491 Retrieve& 7> ?ecem'er 74::1

/ 2lrich0 ?ave (:;;B)1 Human Resource *ham"ions1 The neAt agen&a for a&&ing value an& &elivering results1 3oston0 Mass1( Harvar& 3usiness School !ress1 IS3. 45 >96><59:;5B1 ,*$* 8<94<;4<1 / Towers0 ?avi&1 =Human Resource Management essays=1 Retrieve& 74495:45:91 / a ' Jonathan E1 ?e+raff (7: e'ruary 74:4)1 =The *hanging Environment of !rofessional HR %ssociations=1 *ornell HR Review1 Retrieve& 7: ?ecem'er 74::1 / Wright0 !atric#1 =The 74:: *HR, *hallenge( 3uil&ing ,rgani-ational0 unctional0 an& !ersonal Talent=1 *ornell *enter for %&vance& Human Resource Stu&ies (*%HRS)1 Retrieve& 8 Se"tem'er 74::1 / *onaty0 3ill0 an& Ram *haran (74::)1 The Talent Masters( Why Smart $ea&ers !ut !eo"le 3efore .um'ers1 *rown !u'lishing +rou"1 IS3. ;9>5458495<B47B5<1 / =Human Resources0 Training0 an& $a'or Relations Managers an& S"ecialists=1 21S1 3ureau of $a'or Statistics1 74::1 Retrieve& 78 ?ecem'er 74::1 / =Human Resources Manager=1 *.. Money1 744B1 Retrieve& 78 ?ecem'er 74::1 / =Human Resources Manager=1 *.. Money1 744;1 Retrieve& 78 ?ecem'er 74::1 / =Towers Watson EAecutives See +rowth %hea& or Merge& irms=1 Wor#force Management1 74491 Retrieve& January :80 74:41 / =HR consultant=1 *.. Money1 Retrieve& 78 ?ecem'er 74::1 / =%'out *ornell I$R=1 *ornell 2niversity School of In&ustrial an& $a'or Relations1 Retrieve& 78 %ugust 744;1 / =HR +ra&uate !rogram Ran#ings=1 HR !atriot1 744;54<57B1 Retrieve& 74:45 495461 / SHRM We'site( %'out SHRM / =%'out I,R=1 Institute of Recruiters (I,R)1 Retrieve& 77 ?ecem'er 74::1 Chi&eD v t e Management ,utline of 'usiness management In&eA of management articles Manager Management 'ranches inance Human resources Information technology Mar#eting ,"erationsE"ro&uction

Strategy ,ther Management areas %ccounting %ssociation *a"a'ility *hange *ommunication *onflict *onstruction *ost *risis *ritical *ustomer relationshi" ?istri'ute& Earne& value E&ucational Engineering Environmental acility Hos"ital Information Innovation Interim Inventory Fnowle&ge $an& $ogistics $ifecycle Materials ,ffice !erce"tion !ractice !rogram !roGect !rocess !erformance !ro&uct !u'lic a&ministration )uality Recor&s Resource Restaurant Ris#

S#ills Strategic Stress Su""ly chain Systems Talent Time Technology Management5relate& to"ics %ssociation of Technology0 Management0 an& %""lie& Engineering %""lie& engineering 3usiness school *hartere& Management Institute ?ecision ma#ing styles ,rgani-ation &evelo"ment ,rgani-ational stu&ies Social entre"reneurshi" orecasting $ea&ershi" %rticles %&hocracy %&ministration *ertifie& 3usiness Manager *olla'oration *olla'orative metho& *or"orate governance ?ecision Ma#ing Engineering management Evi&ence5'ase& management EAecutive !ay orecasting utures stu&ies +rowth Fnowle&ge visuali-ation $ea&ershi" Management consulting Management control Management cy'ernetics Management &evelo"ment Management fa& Managerial !sychology Management science

Management styles Management system Managerialism Micromanagement Macromanagement Mi&&le management Music management ,rgani-ational 'ehavior management ,rgani-ational stu&ies !hysical Internet !re&ictive analytics Team 'uil&ing Scientific management Senior management Social entre"reneurshi" Hirtual management Williamson@s Mo&el of Managerial ?iscretion !eter ?ruc#er@s management 'y o'Gectives Eliyahu M1 +ol&ratt@s Theory of constraints !ointy Haire& 3oss !ortal Systems science "ortal I *ategories( Human resource management Southwest %irlines 7447( %n In&ustry 2n&er Siege Harvard Business School: 9-803-133 EAecutive 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#) :)1 What is the com"etitive 'usiness 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) 7)1 What is the com"etitive a&vantage that the com"any o'taine& as &iscusse& 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) 8)1 What strategy an&Eor mo&el was use& or im"lemente& in this caseJ

3argaining "ower of 'uyers

9orter(s 1 =om etitive 8orces 6odel Threa ts Southwest vs1 %ll other %irlines

Threat of su'stitute

3argaining "ower of su""liers

Threat of new entrants 3argaining !ower

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)

'