International Journal of Human Resource Management (Taylor & Francis) Perspectives on Work ( !

R") Relate# pu$lications% "ca#emy of Management Journal "ca#emy of Management Revie& "#ministrative 'cience (uarterly ('amuel )urtis Jo*nson +ra#uate 'c*ool of Management) ,rgani-ation 'cience (I.F,RM') 'ee also Wikime#ia )ommons *as me#ia relate# to% Human resources management "spiration Management ,rgani-ational $e*avior ,rgani-ational t*eory References i$rary resources "$out Human resource management Resources in your li$rary Resources in ot*er li$raries / Merkle0 Ju#it* "1 Management an# I#eology1 2niversity of )alifornia Press1 I'3. 45674548989561 / Mayo0 !lton (:;<6)1 =Ha&t*orne an# t*e Western !lectric )ompany=1 Harvar# 3usiness 'c*ool1 Retrieve# 7> ?ecem$er 74::1 / ="$out )IP?=1 )*artere# Institute of Personnel an# ?evelopment1 Retrieve# 77 ?ecem$er 74::1 / ="$out )ornell I R=1 )ornell 2niversity 'c*ool of In#ustrial an# a$or Relations1 Retrieve# 74:454:57;1 / a $ ="$out 'HRM=1 'ociety for Human Resource Management1 Retrieve# 77 ?ecem$er 74::1 / ,@3rien0 Mic*ael (,cto$er >0 744;)1 =HR@s Take on T*e ,ffice=1 Human Resource !Aecutive ,nline1 "rc*ive# from t*e original on :> ?ecem$er 74::1 Retrieve# 7> ?ecem$er 74::1 / =)at$ert s*o&s toug*er si#e to *uman resources=1 Personnel To#ay1 "ugust 840 74491 Retrieve# 7> ?ecem$er 74::1 / 2lric*0 ?ave (:;;B)1 Human Resource )*ampions1 T*e neAt agen#a for a##ing value an# #elivering results1 3oston0 Mass1% Harvar# 3usiness 'c*ool Press1 I'3. 45 >96><59:;5B1 ,) ) 8<94<;4<1 / To&ers0 ?avi#1 =Human Resource Management essays=1 Retrieve# 74495:45:91

/ a $ Jonat*an !1 ?e+raff (7: Fe$ruary 74:4)1 =T*e )*anging !nvironment of Professional HR "ssociations=1 )ornell HR Revie&1 Retrieve# 7: ?ecem$er 74::1 / Wrig*t0 Patrick1 =T*e 74:: )HR, )*allenge% 3uil#ing ,rgani-ational0 Functional0 an# Personal Talent=1 )ornell )enter for "#vance# Human Resource 'tu#ies ()"HR')1 Retrieve# 8 'eptem$er 74::1 / )onaty0 3ill0 an# Ram )*aran (74::)1 T*e Talent Masters% W*y 'mart ea#ers Put People 3efore .um$ers1 )ro&n Pu$lis*ing +roup1 I'3. ;9>5458495<B47B5<1 / =Human Resources0 Training0 an# a$or Relations Managers an# 'pecialists=1 21'1 3ureau of a$or 'tatistics1 74::1 Retrieve# 78 ?ecem$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 / =To&ers Watson !Aecutives 'ee +ro&t* "*ea# For Merge# Firms=1 Workforce Management1 74491 Retrieve# January :80 74:41 / =HR consultant=1 ).. Money1 Retrieve# 78 ?ecem$er 74::1 / ="$out )ornell I R=1 )ornell 2niversity 'c*ool of In#ustrial an# a$or Relations1 Retrieve# 78 "ugust 744;1 / =HR +ra#uate Program Rankings=1 HR Patriot1 744;54<57B1 Retrieve# 74:45 495461 / 'HRM We$site% "$out 'HRM / ="$out I,R=1 Institute of Recruiters (I,R)1 Retrieve# 77 ?ecem$er 74::1 C*i#eD v t e Management ,utline of $usiness management In#eA of management articles Manager Management $ranc*es Finance Human resources Information tec*nology Marketing ,perationsEpro#uction 'trategy ,t*er Management areas

"ccounting "ssociation )apa$ility )*ange )ommunication )onflict )onstruction )ost )risis )ritical )ustomer relations*ip ?istri$ute# !arne# value !#ucational !ngineering !nvironmental Facility Hospital Information Innovation Interim Inventory Fno&le#ge an# ogistics ifecycle Materials ,ffice Perception Practice Program ProGect Process Performance Pro#uct Pu$lic a#ministration (uality Recor#s Resource Restaurant Risk 'kills 'trategic 'tress 'upply c*ain

'ystems Talent Time Tec*nology Management5relate# topics "ssociation of Tec*nology0 Management0 an# "pplie# !ngineering "pplie# engineering 3usiness sc*ool )*artere# Management Institute ?ecision making styles ,rgani-ation #evelopment ,rgani-ational stu#ies 'ocial entrepreneurs*ip Forecasting ea#ers*ip "rticles "#*ocracy "#ministration )ertifie# 3usiness Manager )olla$oration )olla$orative met*o# )orporate governance ?ecision Making !ngineering management !vi#ence5$ase# management !Aecutive Pay Forecasting Futures stu#ies +ro&t* Fno&le#ge visuali-ation ea#ers*ip Management consulting Management control Management cy$ernetics Management #evelopment Management fa# Managerial Psyc*ology Management science Management styles Management system Managerialism Micromanagement

Macromanagement Mi##le management Music management ,rgani-ational $e*avior management ,rgani-ational stu#ies P*ysical Internet Pre#ictive analytics Team $uil#ing 'cientific management 'enior management 'ocial entrepreneurs*ip Hirtual management Williamson@s Mo#el of Managerial ?iscretion Peter ?rucker@s management $y o$Gectives !liya*u M1 +ol#ratt@s T*eory of constraints Pointy Haire# 3oss Portal 'ystems science portal I )ategories% Human resource management 'out*&est "irlines 7447% "n In#ustry 2n#er 'iege Harvard Business School: 9-803-133 !Aecutive 'ummary 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 W*at is t*e competitive $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 $ottom line, Southwest still mana!e to continue to turn a rofit and e& and due to their e& ansion into a reservation s#stem and their commitment to a culture and e& erience that assen!ers were drawn to) 7)1 W*at is t*e competitive a#vantage t*at t*e company o$taine# as #iscusse# in t*e 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 W*at strategy an#Eor mo#el &as use# or implemente# in t*is caseJ

3argaining po&er of $uyers

9orter(s 1 =om etitive 8orces 6odel T*rea ts 'out*&est vs1 "ll ot*er "irlines

T*reat of su$stitute

3argaining po&er of suppliers

T*reat of ne& entrants 3argaining Po&er

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)

'