and certification.

The Society for Human Resource Management, which is based in the United States, is the largest professional association dedicated to HR,[1 ! with o"er #$ , members in 1% countries.[# ! &t offers a suite of 'rofessional in Human Resources ('HR) certifications through its HR *ertification &nstitute. The *hartered &nstitute of 'ersonnel and +e"elopment, based in ,ngland, is the oldest professional HR association,with its predecessor institution being founded in 1-1.. Se"eral associations also ser"e niches within HR. The &nstitute of Recruiters (&/R) is a recruitment professional association, offering members education, support and training.[#1! 0orldat0or1 focuses on 2total rewards2 (i.e., compensation, benefits, wor1 life, performance, recognition, and career de"elopment), offering se"eral certifications and training programs dealing with remuneration and wor13life balance. /ther niche associations include the 4merican Society for Training 5 +e"elopment and Recognition 'rofessionals &nternational. 'ublications 4cademic and practitioner publications dealing e6clusi"ely with HR7 *ornell HR Re"iew HR Maga8ine (SHRM) Human Resource Management (9ohn 0iley 5 Sons) Human Resource Management Re"iew (,lse"ier) &nternational 9ournal of Human Resource Management (Taylor 5 :rancis) 'erspecti"es on 0or1 (;,R4) Related publications7 4cademy of Management 9ournal 4cademy of Management Re"iew 4dministrati"e Science <uarterly (Samuel *urtis 9ohnson =raduate School of Management) /rgani8ation Science (&>:/RMS) See also 0i1imedia *ommons has media related to7 Human resources management 4spiration Management /rgani8ational beha"ior /rgani8ational theory References ;ibrary resources 4bout Human resource management

Resources in your library Resources in other libraries ? Mer1le, 9udith 4. Management and &deology. Uni"ersity of *alifornia 'ress. &S@> 3$# 3 ABAB3$. ? Mayo, ,lton (1-%$). 2Hawthorne and the 0estern ,lectric *ompany2. Har"ard @usiness School. Retrie"ed #. +ecember # 11. ? 24bout *&'+2. *hartered &nstitute of 'ersonnel and +e"elopment. Retrie"ed ## +ecember # 11. ? 24bout *ornell &;R2. *ornell Uni"ersity School of &ndustrial and ;abor Relations. Retrie"ed # 1 3 13#-. ? a b 24bout SHRM2. Society for Human Resource Management. Retrie"ed ## +ecember # 11. ? /C@rien, Michael (/ctober ., # -). 2HRCs Ta1e on The /ffice2. Human Resource ,6ecuti"e /nline. 4rchi"ed from the original on 1. +ecember # 11. Retrie"ed #. +ecember # 11. ? 2*atbert shows tougher side to human resources2. 'ersonnel Today. 4ugust A , # B. Retrie"ed #. +ecember # 11. ? Ulrich, +a"e (1--D). Human Resource *hampions. The ne6t agenda for adding "alue and deli"ering results. @oston, Mass.7 Har"ard @usiness School 'ress. &S@> 3 .B$.%3B1-3D. /*;* A%B %- %. ? Towers, +a"id. 2Human Resource Management essays2. Retrie"ed # B31 31B. ? a b 9onathan ,. +e=raff (#1 :ebruary # 1 ). 2The *hanging ,n"ironment of 'rofessional HR 4ssociations2. *ornell HR Re"iew. Retrie"ed #1 +ecember # 11. ? 0right, 'atric1. 2The # 11 *HR/ *hallenge7 @uilding /rgani8ational, :unctional, and 'ersonal Talent2. *ornell *enter for 4d"anced Human Resource Studies (*4HRS). Retrie"ed A September # 11. ? *onaty, @ill, and Ram *haran (# 11). The Talent Masters7 0hy Smart ;eaders 'ut 'eople @efore >umbers. *rown 'ublishing =roup. &S@> -B.3 3A B3%D #D3%. ? 2Human Resources, Training, and ;abor Relations Managers and Specialists2. U.S. @ureau of ;abor Statistics. # 11. Retrie"ed #A +ecember # 11. ? 2Human Resources Manager2. *>> Money. # D. Retrie"ed #A +ecember # 11. ? 2Human Resources Manager2. *>> Money. # -. Retrie"ed #A +ecember # 11. ? 2Towers 0atson ,6ecuti"es See =rowth 4head :or Merged :irms2. 0or1force Management. # B. Retrie"ed 9anuary 1A, # 1 . ? 2HR consultant2. *>> Money. Retrie"ed #A +ecember # 11. ? 24bout *ornell &;R2. *ornell Uni"ersity School of &ndustrial and ;abor Relations. Retrie"ed #A 4ugust # -. ? 2HR =raduate 'rogram Ran1ings2. HR 'atriot. # -3 %3#D. Retrie"ed # 1 3 B3 $. ? SHRM 0ebsite7 4bout SHRM ? 24bout &/R2. &nstitute of Recruiters (&/R). Retrie"ed ## +ecember # 11. [hide!

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Southwest 4irlines # #7 4n &ndustry Under Siege Harvard Business School: 9-803-133 ,6ecuti"e Summary Southwest Airlines in 2002 faced a serious of i !ortant ana"e ent decisions after the 9#11 tra"ed$ in order to continue the record %rea&in" co !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 inute turnaround/ and an en0o$a%le friendl$ at os!here* After the Airline 1ere"ulation Act of 19(8- Southwest ado!ted a !olit$ that irre"ardless of the !rofita%ilit$ of e'!ansion o!!ortunities- the co !an$ wanted to co it to a ana"ea%le annual "rowth rate of a%out 10-152* 3he followin" 4uestions and discussion will address the historical challen"es of Southwest airlines- the direction the co !an$ conte !lated in 2002- and a %rief loo& at the challen"es of toda$* 1). 0hat is the competiti"e business en"ironment 3he airline industr$ has alwa$s %een co !etitive* 5n an anal$sis of the ost !rofita%l$ invest ents as !er our class discussion- sur!risin"l$- airlines co e in at the lowest return on each dollar invested at around 2*52* Southwest Airlines e'!erienced 30 consecutive $ears of !rofit a ere 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 co !an$ ai ed to aintain a ana"ea%le "rowth rate and focus on their core co !etencies of low !rice fares that would co !ete with the cost of drivin" to the destination* 5n the id 1990)s- the a0or carriers entered into !rice wars to undercut co !etition* Althou"h- these dealin"s did affect Southwest)s %otto line- Southwest still ana"e to continue to turn a !rofit and e'!and due to their e'!ansion into a reservation s$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* #). 0hat is the competiti"e ad"antage that the company obtained as discussed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ tar"etin" the fre4uent %usiness traveler* 7ith several re"ular fli"hts !er da$- if a !assen"er ha!!ens to iss their fli"ht- the$ will %e auto aticall$ %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$- Southwest focused on 4uic&- relia%le turnaround ti e usin" onl$ one version of aircraft- allowin" for fa iliarit$ a on" staff and "reater efficienc$ in turnaround* 9assen"ers were not assi"ned seats- si !l$ %oardin" sections- which allowed for !assen"er loadin" to %e conducted ore efficientl$* 3he traditional airline odel is the Hu% and S!o&e odel- which in essence ta&es ost !assen"ers fro the ori"ination- throu"h the hu%- and then transfers the to their destination* Southwest)s !oint to !oint s$ste was ore relia%le %ecause it did not de!end on the on ti e arrival of an earlier fli"ht for de!arture*

Southwest also i !le ented the first and ost si !listic fre4uent-flier !ro"ra : !urchase ei"ht fli"hts and "et one free* Southwest)s initiall$ connected with four co !uter reservation and tic&etin" s$ste s and also the !owerful SAB;, s$ste * 3his allowed travel a"ents to view fli"ht infor ation and even !rint tic&ets* 5n 1994Southwest was onl$ connected throu"h the SAB;, s$ste s which !ushed Southwest to develo! the .tic&etless/ travel !ro"ra as well as Southwest*co * A). 0hat strategy andEor model was used or implemented in this caseJ @argaining power of buyers 9orter)s 5 =o !etitive 8orces 6odel Threa ts Southwest "s. 4ll other 4irlines Threat of substitute

@argaining power of suppliers

Threat of new entrants @argaining 'ower

Southwest airlines does stru""le a"ainst the threat of su%stitutes uch li&e an$ other airline and in this case the threat of su%stitutes is the decision to use an alternate for of travel- such as drivin" or ta&in" a train* 3he airline industr$ is sensitive to .tra"ed$/ such as when there is a !lane crash or an event li&e 9#11< consu ers tend to switch to a su%stitute or chose not to travel in the first !lace* Southwest)s %est defense is a stron" 9; ca !ai"n- which we saw after 9#11 when the co !an$ launched ads sa$in" that when A erica is read$ to fl$ a"ain- Southwest will %e there*