Main article: List of human resource management associations HR education also comes by way of professional associations, which offer

training and certification. The Society for Human Resource Management, which is based in the United States, is the largest professional association dedicated to HR, !"# with o$er %&",""" members in !'" countries. %"# (t offers a suite of )rofessional in Human Resources *)HR+ certifications through its HR ,ertification (nstitute. The ,hartered (nstitute of )ersonnel and -e$elopment, based in .ngland, is the oldest professional HR association,with its predecessor institution being founded in !/!0. Se$eral associations also ser$e niches within HR. The (nstitute of Recruiters *(1R+ is a recruitment professional association, offering members education, support and training. %!# 2orldat2or3 focuses on 4total rewards4 *i.e., compensation, benefits, wor3 life, performance, recognition, and career de$elopment+, offering se$eral certifications and training programs dealing with remuneration and wor35life balance. 1ther niche associations include the 6merican Society for Training 7 -e$elopment and Recognition )rofessionals (nternational. )ublications 6cademic and practitioner publications dealing e8clusi$ely with HR: ,ornell HR Re$iew HR Maga9ine *SHRM+ Human Resource Management *:ohn 2iley 7 Sons+ Human Resource Management Re$iew *.lse$ier+ (nternational :ournal of Human Resource Management *Taylor 7 ;rancis+ )erspecti$es on 2or3 *L.R6+ Related publications: 6cademy of Management :ournal 6cademy of Management Re$iew 6dministrati$e Science <uarterly *Samuel ,urtis :ohnson =raduate School of Management+ 1rgani9ation Science *(>;1RMS+ See also 2i3imedia ,ommons has media related to: Human resources management 6spiration Management 1rgani9ational beha$ior 1rgani9ational theory References

Library resources 6bout Human resource management Resources in your library Resources in other libraries ? Mer3le, :udith 6. Management and (deology. Uni$ersity of ,alifornia )ress. (S@> "5&%"5"ABAB5&. ? Mayo, .lton *!/'&+. 4Hawthorne and the 2estern .lectric ,ompany4. Har$ard @usiness School. Retrie$ed %0 -ecember %"!!. ? 46bout ,()-4. ,hartered (nstitute of )ersonnel and -e$elopment. Retrie$ed %% -ecember %"!!. ? 46bout ,ornell (LR4. ,ornell Uni$ersity School of (ndustrial and Labor Relations. Retrie$ed %"!"5"!5%/. ? a b 46bout SHRM4. Society for Human Resource Management. Retrie$ed %% -ecember %"!!. ? 1C@rien, Michael *1ctober 0, %""/+. 4HRCs Ta3e on The 1ffice4. Human Resource .8ecuti$e 1nline. 6rchi$ed from the original on !0 -ecember %"!!. Retrie$ed %0 -ecember %"!!. ? 4,atbert shows tougher side to human resources4. )ersonnel Today. 6ugust A", %""B. Retrie$ed %0 -ecember %"!!. ? Ulrich, -a$e *!//D+. Human Resource ,hampions. The ne8t agenda for adding $alue and deli$ering results. @oston, Mass.: Har$ard @usiness School )ress. (S@> "5 0B&0'5B!/5D. 1,L, A'B"'/"'. ? Towers, -a$id. 4Human Resource Management essays4. Retrie$ed %""B5!"5!B. ? a b :onathan .. -e=raff *%! ;ebruary %"!"+. 4The ,hanging .n$ironment of )rofessional HR 6ssociations4. ,ornell HR Re$iew. Retrie$ed %! -ecember %"!!. ? 2right, )atric3. 4The %"!! ,HR1 ,hallenge: @uilding 1rgani9ational, ;unctional, and )ersonal Talent4. ,ornell ,enter for 6d$anced Human Resource Studies *,6HRS+. Retrie$ed A September %"!!. ? ,onaty, @ill, and Ram ,haran *%"!!+. The Talent Masters: 2hy Smart Leaders )ut )eople @efore >umbers. ,rown )ublishing =roup. (S@> /B05"5A"B5'D"%D5'. ? 4Human Resources, Training, and Labor Relations Managers and Specialists4. U.S. @ureau of Labor Statistics. %"!!. Retrie$ed %A -ecember %"!!. ? 4Human Resources Manager4. ,>> Money. %""D. Retrie$ed %A -ecember %"!!. ? 4Human Resources Manager4. ,>> Money. %""/. Retrie$ed %A -ecember %"!!. ? 4Towers 2atson .8ecuti$es See =rowth 6head ;or Merged ;irms4. 2or3force Management. %""B. Retrie$ed :anuary !A, %"!". ? 4HR consultant4. ,>> Money. Retrie$ed %A -ecember %"!!. ? 46bout ,ornell (LR4. ,ornell Uni$ersity School of (ndustrial and Labor Relations. Retrie$ed %A 6ugust %""/. ? 4HR =raduate )rogram Ran3ings4. HR )atriot. %""/5"'5%D. Retrie$ed %"!"5 "B5"&. ? SHRM 2ebsite: 6bout SHRM

? 46bout (1R4. (nstitute of Recruiters *(1R+. Retrie$ed %% -ecember %"!!. hide# $ t e Management 1utline of business management (nde8 of management articles Manager Management branches ;inance Human resources (nformation technology Mar3eting 1perationsEproduction Strategy 1ther Management areas 6ccounting 6ssociation ,apability ,hange ,ommunication ,onflict ,onstruction ,ost ,risis ,ritical ,ustomer relationship -istributed .arned $alue .ducational .ngineering .n$ironmental ;acility Hospital (nformation (nno$ation (nterim

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Human resource management Southwest 6irlines %""%: 6n (ndustry Under Siege Harvard Business School: 9-803-133 .8ecuti$e Summary Southwest Airlines in 2002 faced a serious of i !ortant ana"e ent decisions after the 9#11 tra"ed$ 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$* !+. 2hat is the competiti$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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* %+. 2hat is the competiti$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+. 2hat 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. 6ll other 6irlines 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*