Human Resources (PHR) certifications through its HR Certification Institute.

The Chartered Institute of Personnel and Development, based in ngland, is the oldest professional HR association,!ith its predecessor institution being founded in "#"$. %everal associations also serve niches !ithin HR. The Institute of Recruiters (I&R) is a recruitment professional association, offering members education, support and training.'(") *orldat*or+ focuses on ,total re!ards, (i.e., compensation, benefits, !or+ life, performance, recognition, and career development), offering several certifications and training programs dealing !ith remuneration and !or+-life balance. &ther niche associations include the .merican %ociet/ for Training 0 Development and Recognition Professionals International. Publications .cademic and practitioner publications dealing e1clusivel/ !ith HR2 Cornell HR Revie! HR 3aga4ine (%HR3) Human Resource 3anagement (5ohn *ile/ 0 %ons) Human Resource 3anagement Revie! ( lsevier) International 5ournal of Human Resource 3anagement (Ta/lor 0 6rancis) Perspectives on *or+ (7 R.) Related publications2 .cadem/ of 3anagement 5ournal .cadem/ of 3anagement Revie! .dministrative %cience 8uarterl/ (%amuel Curtis 5ohnson 9raduate %chool of 3anagement) &rgani4ation %cience (I:6&R3%) %ee also *i+imedia Commons has media related to2 Human resources management .spiration 3anagement &rgani4ational behavior &rgani4ational theor/ References 7ibrar/ resources .bout Human resource management Resources in /our librar/ Resources in other libraries

; 3er+le, 5udith .. 3anagement and Ideolog/. <niversit/ of California Press. I%=: >-?(>->@A@A-?. ; 3a/o, lton ("#B?). ,Ha!thorne and the *estern lectric Compan/,. Harvard =usiness %chool. Retrieved ($ December (>"". ; ,.bout CIPD,. Chartered Institute of Personnel and Development. Retrieved (( December (>"". ; ,.bout Cornell I7R,. Cornell <niversit/ %chool of Industrial and 7abor Relations. Retrieved (>">->"-(#. ; a b ,.bout %HR3,. %ociet/ for Human Resource 3anagement. Retrieved (( December (>"". ; &C=rien, 3ichael (&ctober $, (>>#). ,HRCs Ta+e on The &ffice,. Human Resource 1ecutive &nline. .rchived from the original on "$ December (>"". Retrieved ($ December (>"". ; ,Catbert sho!s tougher side to human resources,. Personnel Toda/. .ugust @>, (>>A. Retrieved ($ December (>"". ; <lrich, Dave ("##D). Human Resource Champions. The ne1t agenda for adding value and delivering results. =oston, 3ass.2 Harvard =usiness %chool Press. I%=: >$A?$B-A"#-D. &C7C @BA>B#>B. ; To!ers, David. ,Human Resource 3anagement essa/s,. Retrieved (>>A-">-"A. ; a b 5onathan . De9raff ((" 6ebruar/ (>">). ,The Changing nvironment of Professional HR .ssociations,. Cornell HR Revie!. Retrieved (" December (>"". ; *right, Patric+. ,The (>"" CHR& Challenge2 =uilding &rgani4ational, 6unctional, and Personal Talent,. Cornell Center for .dvanced Human Resource %tudies (C.HR%). Retrieved @ %eptember (>"". ; Conat/, =ill, and Ram Charan ((>""). The Talent 3asters2 *h/ %mart 7eaders Put People =efore :umbers. Cro!n Publishing 9roup. I%=: #A$->-@>A-BD>(D-B. ; ,Human Resources, Training, and 7abor Relations 3anagers and %pecialists,. <.%. =ureau of 7abor %tatistics. (>"". Retrieved (@ December (>"". ; ,Human Resources 3anager,. C:: 3one/. (>>D. Retrieved (@ December (>"". ; ,Human Resources 3anager,. C:: 3one/. (>>#. Retrieved (@ December (>"". ; ,To!ers *atson 1ecutives %ee 9ro!th .head 6or 3erged 6irms,. *or+force 3anagement. (>>A. Retrieved 5anuar/ "@, (>">. ; ,HR consultant,. C:: 3one/. Retrieved (@ December (>"". ; ,.bout Cornell I7R,. Cornell <niversit/ %chool of Industrial and 7abor Relations. Retrieved (@ .ugust (>>#. ; ,HR 9raduate Program Ran+ings,. HR Patriot. (>>#->B-(D. Retrieved (>">>A->?. ; %HR3 *ebsite2 .bout %HR3 ; ,.bout I&R,. Institute of Recruiters (I&R). Retrieved (( December (>"". 'hide) v t

e 3anagement &utline of business management Inde1 of management articles 3anager 3anagement branches 6inance Human resources Information technolog/ 3ar+eting &perationsEproduction %trateg/ &ther 3anagement areas .ccounting .ssociation Capabilit/ Change Communication Conflict Construction Cost Crisis Critical Customer relationship Distributed arned value ducational ngineering nvironmental 6acilit/ Hospital Information Innovation Interim Inventor/ Fno!ledge 7and 7ogistics 7ifec/cle 3aterials

&ffice Perception Practice Program ProGect Process Performance Product Public administration 8ualit/ Records Resource Restaurant Ris+ %+ills %trategic %tress %uppl/ chain %/stems Talent Time Technolog/ 3anagement-related topics .ssociation of Technolog/, 3anagement, and .pplied ngineering .pplied engineering =usiness school Chartered 3anagement Institute Decision ma+ing st/les &rgani4ation development &rgani4ational studies %ocial entrepreneurship 6orecasting 7eadership .rticles .dhocrac/ .dministration Certified =usiness 3anager Collaboration Collaborative method Corporate governance Decision 3a+ing

ngineering management vidence-based management 1ecutive Pa/ 6orecasting 6utures studies 9ro!th Fno!ledge visuali4ation 7eadership 3anagement consulting 3anagement control 3anagement c/bernetics 3anagement development 3anagement fad 3anagerial Ps/cholog/ 3anagement science 3anagement st/les 3anagement s/stem 3anagerialism 3icromanagement 3acromanagement 3iddle management 3usic management &rgani4ational behavior management &rgani4ational studies Ph/sical Internet Predictive anal/tics Team building %cientific management %enior management %ocial entrepreneurship Hirtual management *illiamsonCs 3odel of 3anagerial Discretion Peter Druc+erCs management b/ obGectives li/ahu 3. 9oldrattCs Theor/ of constraints Point/ Haired =oss Portal %/stems science portal I Categories2 Human resource management %outh!est .irlines (>>(2 .n Industr/ <nder %iege Harvard Business School: 9-803-133

1ecutive %ummar/ 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$* "). *hat is the competitive business environment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* (). *hat is the competitive advantage that the compan/ obtained as discussed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ 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 * @). *hat strateg/ andEor model !as used or implemented in this caseJ =argaining po!er of bu/ers 9orter)s 5 =o !etitive 8orces 6odel Threa ts %outh!est vs. .ll other .irlines Threat of substitute

=argaining po!er of suppliers

Threat of ne! entrants =argaining Po!er

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*