Michigan State University, University of Illinois at Urbana-Champaign, and Renmin University of China.

Dozens of other niversities ho se departments and instit tes related to the field, either !ithin a b siness school or in another college. "rofessional associations Main article# $ist of h man reso rce management associations %R ed cation also comes by !ay of professional associations, !hich offer training and certification. &he Society for % man Reso rce Management, !hich is based in the United States, is the largest professional association dedicated to %R,'()* !ith over +,),))) members in (-) co ntries.'+)* It offers a s ite of "rofessional in % man Reso rces ."%R/ certifications thro gh its %R Certification Instit te. &he Chartered Instit te of "ersonnel and Development, based in 0ngland, is the oldest professional %R association,!ith its predecessor instit tion being fo nded in (1(2. Several associations also serve niches !ithin %R. &he Instit te of Recr iters .I3R/ is a recr itment professional association, offering members ed cation, s pport and training.'+(* 4orldat4or5 foc ses on 6total re!ards6 .i.e., compensation, benefits, !or5 life, performance, recognition, and career development/, offering several certifications and training programs dealing !ith rem neration and !or5-life balance. 3ther niche associations incl de the 7merican Society for &raining 8 Development and Recognition "rofessionals International. " blications 7cademic and practitioner p blications dealing e9cl sively !ith %R# Cornell %R Revie! %R Magazine .S%RM/ % man Reso rce Management .:ohn 4iley 8 Sons/ % man Reso rce Management Revie! .0lsevier/ International :o rnal of % man Reso rce Management .&aylor 8 ;rancis/ "erspectives on 4or5 .$0R7/ Related p blications# 7cademy of Management :o rnal 7cademy of Management Revie! 7dministrative Science < arterly .Sam el C rtis :ohnson =rad ate School of Management/ 3rganization Science .I>;3RMS/ See also 4i5imedia Commons has media related to# % man reso rces management 7spiration Management

3rganizational behavior 3rganizational theory References $ibrary reso rces 7bo t % man reso rce management Reso rces in yo r library Reso rces in other libraries ? Mer5le, : dith 7. Management and Ideology. University of California "ress. IS@> )-,+)-)ABAB-,. ? Mayo, 0lton .(1-,/. 6%a!thorne and the 4estern 0lectric Company6. %arvard @ siness School. Retrieved +2 December +)((. ? 67bo t CI"D6. Chartered Instit te of "ersonnel and Development. Retrieved ++ December +)((. ? 67bo t Cornell I$R6. Cornell University School of Ind strial and $abor Relations. Retrieved +)()-)(-+1. ? a b 67bo t S%RM6. Society for % man Reso rce Management. Retrieved ++ December +)((. ? 3C@rien, Michael .3ctober 2, +))1/. 6%RCs &a5e on &he 3ffice6. % man Reso rce 09ec tive 3nline. 7rchived from the original on (2 December +)((. Retrieved +2 December +)((. ? 6Catbert sho!s to gher side to h man reso rces6. "ersonnel &oday. 7 g st A), +))B. Retrieved +2 December +)((. ? Ulrich, Dave .(11D/. % man Reso rce Champions. &he ne9t agenda for adding val e and delivering res lts. @oston, Mass.# %arvard @ siness School "ress. IS@> )2B,2--B(1-D. 3C$C A-B)-1)-. ? &o!ers, David. 6% man Reso rce Management essays6. Retrieved +))B-()-(B. ? a b :onathan 0. De=raff .+( ;ebr ary +)()/. 6&he Changing 0nvironment of "rofessional %R 7ssociations6. Cornell %R Revie!. Retrieved +( December +)((. ? 4right, "atric5. 6&he +)(( C%R3 Challenge# @ ilding 3rganizational, ; nctional, and "ersonal &alent6. Cornell Center for 7dvanced % man Reso rce St dies .C7%RS/. Retrieved A September +)((. ? Conaty, @ill, and Ram Charan .+)((/. &he &alent Masters# 4hy Smart $eaders " t "eople @efore > mbers. Cro!n " blishing =ro p. IS@> 1B2-)-A)B--D)+D--. ? 6% man Reso rces, &raining, and $abor Relations Managers and Specialists6. U.S. @ rea of $abor Statistics. +)((. Retrieved +A December +)((. ? 6% man Reso rces Manager6. C>> Money. +))D. Retrieved +A December +)((. ? 6% man Reso rces Manager6. C>> Money. +))1. Retrieved +A December +)((. ? 6&o!ers 4atson 09ec tives See =ro!th 7head ;or Merged ;irms6. 4or5force Management. +))B. Retrieved :an ary (A, +)(). ? 6%R cons ltant6. C>> Money. Retrieved +A December +)((.

? 67bo t Cornell I$R6. Cornell University School of Ind strial and $abor Relations. Retrieved +A 7 g st +))1. ? 6%R =rad ate "rogram Ran5ings6. %R "atriot. +))1-)--+D. Retrieved +)())B-),. ? S%RM 4ebsite# 7bo t S%RM ? 67bo t I3R6. Instit te of Recr iters .I3R/. Retrieved ++ December +)((. 'hide* v t e Management 3 tline of b siness management Inde9 of management articles Manager Management branches ;inance % man reso rces Information technology Mar5eting 3perationsEprod ction Strategy 3ther Management areas 7cco nting 7ssociation Capability Change Comm nication Conflict Constr ction Cost Crisis Critical C stomer relationship Distrib ted 0arned val e 0d cational 0ngineering 0nvironmental

;acility %ospital Information Innovation Interim Inventory Fno!ledge $and $ogistics $ifecycle Materials 3ffice "erception "ractice "rogram "roGect "rocess "erformance "rod ct " blic administration < ality Records Reso rce Resta rant Ris5 S5ills Strategic Stress S pply chain Systems &alent &ime &echnology Management-related topics 7ssociation of &echnology, Management, and 7pplied 0ngineering 7pplied engineering @ siness school Chartered Management Instit te Decision ma5ing styles 3rganization development 3rganizational st dies Social entreprene rship ;orecasting

$eadership 7rticles 7dhocracy 7dministration Certified @ siness Manager Collaboration Collaborative method Corporate governance Decision Ma5ing 0ngineering management 0vidence-based management 09ec tive "ay ;orecasting ; t res st dies =ro!th Fno!ledge vis alization $eadership Management cons lting Management control Management cybernetics Management development Management fad Managerial "sychology Management science Management styles Management system Managerialism Micromanagement Macromanagement Middle management M sic management 3rganizational behavior management 3rganizational st dies "hysical Internet "redictive analytics &eam b ilding Scientific management Senior management Social entreprene rship Hirt al management 4illiamsonCs Model of Managerial Discretion "eter Dr c5erCs management by obGectives 0liyah M. =oldrattCs &heory of constraints "ointy %aired @oss

"ortal Systems science portal I Categories# % man reso rce management So th!est 7irlines +))+# 7n Ind stry Under Siege Harvard Business School: 9-803-133 09ec tive S mmary 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$* (/. 4hat is the competitive b siness environment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* +/. 4hat is the competitive advantage that the company obtained as disc ssed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ 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* 9inall$- Southwest focused on 4uic&- relia%le turnaround ti e usin" onl$ one version of aircraft- allowin" for fa iliarit$ a on" staff and "reater efficienc$ in turnaround* :assen"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/. 4hat strategy andEor model !as sed or implemented in this caseJ @argaining po!er of b yers :orter)s 5 =o !etitive 9orces 6odel &hrea ts So th!est vs. 7ll other 7irlines &hreat of s bstit te

@argaining po!er of s ppliers

&hreat of ne! entrants @argaining "o!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$/ such as when there is a !lane crash or an event li&e 9#11< consu ers tend to switch to a su%stitute or chose not to travel in the first !lace* Southwest)s %est defense is a stron" :; ca !ai"n- which we saw after 9#11 when the co !an$ launched ads sa$in" that when A erica is read$ to fl$ a"ain- Southwest will %e there*