the United States, is the largest professional association dedicated to HR,[10] with over 250,000 members in 1 0 co!

ntries"[20] #t offers a s!ite of $rofessional in H!man Reso!rces %$HR& certifications thro!gh its HR 'ertification #nstit!te" (he 'hartered #nstit!te of $ersonnel and )evelopment, based in *ngland, is the oldest professional HR association,with its predecessor instit!tion being fo!nded in 1+1," Several associations also serve niches within HR" (he #nstit!te of Recr!iters %#-R& is a recr!itment professional association, offering members ed!cation, s!pport and training"[21] .orldat.or/ foc!ses on 0total rewards0 %i"e", compensation, benefits, wor/ life, performance, recognition, and career development&, offering several certifications and training programs dealing with rem!neration and wor/1life balance" -ther niche associations incl!de the 2merican Societ3 for (raining 4 )evelopment and Recognition $rofessionals #nternational" $!blications 2cademic and practitioner p!blications dealing e5cl!sivel3 with HR6 'ornell HR Review HR 7aga8ine %SHR7& H!man Reso!rce 7anagement %9ohn .ile3 4 Sons& H!man Reso!rce 7anagement Review %*lsevier& #nternational 9o!rnal of H!man Reso!rce 7anagement %(a3lor 4 :rancis& $erspectives on .or/ %;*R2& Related p!blications6 2cadem3 of 7anagement 9o!rnal 2cadem3 of 7anagement Review 2dministrative Science <!arterl3 %Sam!el '!rtis 9ohnson =rad!ate School of 7anagement& -rgani8ation Science %#>:-R7S& See also .i/imedia 'ommons has media related to6 H!man reso!rces management 2spiration 7anagement -rgani8ational behavior -rgani8ational theor3 References ;ibrar3 reso!rces 2bo!t H!man reso!rce management Reso!rces in 3o!r librar3

Reso!rces in other libraries ? 7er/le, 9!dith 2" 7anagement and #deolog3" Universit3 of 'alifornia $ress" #S@> 0152010ABAB15" ? 7a3o, *lton %1+ 5&" 0Hawthorne and the .estern *lectric 'ompan30" Harvard @!siness School" Retrieved 2, )ecember 2011" ? 02bo!t '#$)0" 'hartered #nstit!te of $ersonnel and )evelopment" Retrieved 22 )ecember 2011" ? 02bo!t 'ornell #;R0" 'ornell Universit3 School of #nd!strial and ;abor Relations" Retrieved 201010112+" ? a b 02bo!t SHR70" Societ3 for H!man Reso!rce 7anagement" Retrieved 22 )ecember 2011" ? -C@rien, 7ichael %-ctober ,, 200+&" 0HRCs (a/e on (he -ffice0" H!man Reso!rce *5ec!tive -nline" 2rchived from the original on 1, )ecember 2011" Retrieved 2, )ecember 2011" ? 0'atbert shows to!gher side to h!man reso!rces0" $ersonnel (oda3" 2!g!st A0, 200B" Retrieved 2, )ecember 2011" ? Ulrich, )ave %1++D&" H!man Reso!rce 'hampions" (he ne5t agenda for adding val!e and delivering res!lts" @oston, 7ass"6 Harvard @!siness School $ress" #S@> 01 ,B5, 1B1+1D" -';' A B0 +0 " ? (owers, )avid" 0H!man Reso!rce 7anagement essa3s0" Retrieved 200B11011B" ? a b 9onathan *" )e=raff %21 :ebr!ar3 2010&" 0(he 'hanging *nvironment of $rofessional HR 2ssociations0" 'ornell HR Review" Retrieved 21 )ecember 2011" ? .right, $atric/" 0(he 2011 'HR- 'hallenge6 @!ilding -rgani8ational, :!nctional, and $ersonal (alent0" 'ornell 'enter for 2dvanced H!man Reso!rce St!dies %'2HRS&" Retrieved A September 2011" ? 'onat3, @ill, and Ram 'haran %2011&" (he (alent 7asters6 .h3 Smart ;eaders $!t $eople @efore >!mbers" 'rown $!blishing =ro!p" #S@> +B,101A0B1 D02D1 " ? 0H!man Reso!rces, (raining, and ;abor Relations 7anagers and Specialists0" U"S" @!rea! of ;abor Statistics" 2011" Retrieved 2A )ecember 2011" ? 0H!man Reso!rces 7anager0" '>> 7one3" 200D" Retrieved 2A )ecember 2011" ? 0H!man Reso!rces 7anager0" '>> 7one3" 200+" Retrieved 2A )ecember 2011" ? 0(owers .atson *5ec!tives See =rowth 2head :or 7erged :irms0" .or/force 7anagement" 200B" Retrieved 9an!ar3 1A, 2010" ? 0HR cons!ltant0" '>> 7one3" Retrieved 2A )ecember 2011" ? 02bo!t 'ornell #;R0" 'ornell Universit3 School of #nd!strial and ;abor Relations" Retrieved 2A 2!g!st 200+" ? 0HR =rad!ate $rogram Ran/ings0" HR $atriot" 200+10 12D" Retrieved 20101 0B105" ? SHR7 .ebsite6 2bo!t SHR7 ? 02bo!t #-R0" #nstit!te of Recr!iters %#-R&" Retrieved 22 )ecember 2011" [hide]

v t e 7anagement -!tline of b!siness management #nde5 of management articles 7anager 7anagement branches :inance H!man reso!rces #nformation technolog3 7ar/eting -perationsEprod!ction Strateg3 -ther 7anagement areas 2cco!nting 2ssociation 'apabilit3 'hange 'omm!nication 'onflict 'onstr!ction 'ost 'risis 'ritical '!stomer relationship )istrib!ted *arned val!e *d!cational *ngineering *nvironmental :acilit3 Hospital #nformation #nnovation #nterim #nventor3 Fnowledge ;and ;ogistics

;ifec3cle 7aterials -ffice $erception $ractice $rogram $roGect $rocess $erformance $rod!ct $!blic administration <!alit3 Records Reso!rce Resta!rant Ris/ S/ills Strategic Stress S!ppl3 chain S3stems (alent (ime (echnolog3 7anagement1related topics 2ssociation of (echnolog3, 7anagement, and 2pplied *ngineering 2pplied engineering @!siness school 'hartered 7anagement #nstit!te )ecision ma/ing st3les -rgani8ation development -rgani8ational st!dies Social entreprene!rship :orecasting ;eadership 2rticles 2dhocrac3 2dministration 'ertified @!siness 7anager 'ollaboration 'ollaborative method

'orporate governance )ecision 7a/ing *ngineering management *vidence1based management *5ec!tive $a3 :orecasting :!t!res st!dies =rowth Fnowledge vis!ali8ation ;eadership 7anagement cons!lting 7anagement control 7anagement c3bernetics 7anagement development 7anagement fad 7anagerial $s3cholog3 7anagement science 7anagement st3les 7anagement s3stem 7anagerialism 7icromanagement 7acromanagement 7iddle management 7!sic management -rgani8ational behavior management -rgani8ational st!dies $h3sical #nternet $redictive anal3tics (eam b!ilding Scientific management Senior management Social entreprene!rship Hirt!al management .illiamsonCs 7odel of 7anagerial )iscretion $eter )r!c/erCs management b3 obGectives *li3ah! 7" =oldrattCs (heor3 of constraints $oint3 Haired @oss $ortal S3stems science portal I 'ategories6 H!man reso!rce management So!thwest 2irlines 20026 2n #nd!str3 Under Siege

Harvard Business School: 9-803-133 *5ec!tive S!mmar3 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$* 1&" .hat is the competitive b!siness environment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* 2&" .hat is the competitive advantage that the compan3 obtained as disc!ssed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ 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&" .hat strateg3 andEor model was !sed or implemented in this caseJ @argaining power of b!3ers 9orter)s 5 =o !etitive 8orces 6odel (hrea ts So!thwest vs" 2ll other 2irlines (hreat of s!bstit!te

@argaining power of s!ppliers

(hreat 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*