Other universities with entire colleges dedicated to the study of HR include Michigan State University, University of Illinois at Urbana-Cham

aign, and Renmin University of China! "o#ens of other universities house de artments and institutes related to the field, either within a business school or in another college! $rofessional associations Main article% &ist of human resource management associations HR education also comes by way of rofessional associations, which offer training and certification! 'he Society for Human Resource Management, which is based in the United States, is the largest rofessional association dedicated to HR,()*+ with over ,-*,*** members in ).* countries!(,*+ It offers a suite of $rofessional in Human Resources /$HR0 certifications through its HR Certification Institute! 'he Chartered Institute of $ersonnel and "evelo ment, based in 1ngland, is the oldest rofessional HR association,with its redecessor institution being founded in )2)3! Several associations also serve niches within HR! 'he Institute of Recruiters /IOR0 is a recruitment rofessional association, offering members education, su ort and training!(,)+ 4orldat4or5 focuses on 6total rewards6 /i!e!, com ensation, benefits, wor5 life, erformance, recognition, and career develo ment0, offering several certifications and training rograms dealing with remuneration and wor5-life balance! Other niche associations include the 7merican Society for 'raining 8 "evelo ment and Recognition $rofessionals International! $ublications 7cademic and ractitioner ublications dealing e9clusively with HR% Cornell HR Review HR Maga#ine /SHRM0 Human Resource Management /:ohn 4iley 8 Sons0 Human Resource Management Review /1lsevier0 International :ournal of Human Resource Management /'aylor 8 ;rancis0 $ers ectives on 4or5 /&1R70 Related ublications% 7cademy of Management :ournal 7cademy of Management Review 7dministrative Science <uarterly /Samuel Curtis :ohnson =raduate School of Management0 Organi#ation Science /I>;ORMS0 See also 4i5imedia Commons has media related to% Human resources management

7s iration Management Organi#ational behavior Organi#ational theory References &ibrary resources 7bout Human resource management Resources in your library Resources in other libraries ? Mer5le, :udith 7! Management and Ideology! University of California $ress! IS@> *--,*-*ABAB--! ? Mayo, 1lton /)2.-0! 6Hawthorne and the 4estern 1lectric Com any6! Harvard @usiness School! Retrieved ,3 "ecember ,*))! ? 67bout CI$"6! Chartered Institute of $ersonnel and "evelo ment! Retrieved ,, "ecember ,*))! ? 67bout Cornell I&R6! Cornell University School of Industrial and &abor Relations! Retrieved ,*)*-*)-,2! ? a b 67bout SHRM6! Society for Human Resource Management! Retrieved ,, "ecember ,*))! ? OC@rien, Michael /October 3, ,**20! 6HRCs 'a5e on 'he Office6! Human Resource 19ecutive Online! 7rchived from the original on )3 "ecember ,*))! Retrieved ,3 "ecember ,*))! ? 6Catbert shows tougher side to human resources6! $ersonnel 'oday! 7ugust A*, ,**B! Retrieved ,3 "ecember ,*))! ? Ulrich, "ave /)22D0! Human Resource Cham ions! 'he ne9t agenda for adding value and delivering results! @oston, Mass!% Harvard @usiness School $ress! IS@> *3B-3.-B)2-D! OC&C A.B*.2*.! ? 'owers, "avid! 6Human Resource Management essays6! Retrieved ,**B-)*-)B! ? a b :onathan 1! "e=raff /,) ;ebruary ,*)*0! 6'he Changing 1nvironment of $rofessional HR 7ssociations6! Cornell HR Review! Retrieved ,) "ecember ,*))! ? 4right, $atric5! 6'he ,*)) CHRO Challenge% @uilding Organi#ational, ;unctional, and $ersonal 'alent6! Cornell Center for 7dvanced Human Resource Studies /C7HRS0! Retrieved A Se tember ,*))! ? Conaty, @ill, and Ram Charan /,*))0! 'he 'alent Masters% 4hy Smart &eaders $ut $eo le @efore >umbers! Crown $ublishing =rou ! IS@> 2B3-*-A*B-.D*,D-.! ? 6Human Resources, 'raining, and &abor Relations Managers and S ecialists6! U!S! @ureau of &abor Statistics! ,*))! Retrieved ,A "ecember ,*))! ? 6Human Resources Manager6! C>> Money! ,**D! Retrieved ,A "ecember ,*))! ? 6Human Resources Manager6! C>> Money! ,**2! Retrieved ,A "ecember ,*))! ? 6'owers 4atson 19ecutives See =rowth 7head ;or Merged ;irms6! 4or5force Management! ,**B! Retrieved :anuary )A, ,*)*! ? 6HR consultant6! C>> Money! Retrieved ,A "ecember ,*))!

? 67bout Cornell I&R6! Cornell University School of Industrial and &abor Relations! Retrieved ,A 7ugust ,**2! ? 6HR =raduate $rogram Ran5ings6! HR $atriot! ,**2-*.-,D! Retrieved ,*)**B-*-! ? SHRM 4ebsite% 7bout SHRM ? 67bout IOR6! Institute of Recruiters /IOR0! Retrieved ,, "ecember ,*))! (hide+ v t e Management Outline of business management Inde9 of management articles Manager Management branches ;inance Human resources Information technology Mar5eting O erationsE roduction Strategy Other Management areas 7ccounting 7ssociation Ca ability Change Communication Conflict Construction Cost Crisis Critical Customer relationshi "istributed 1arned value 1ducational 1ngineering 1nvironmental

;acility Hos ital Information Innovation Interim Inventory Fnowledge &and &ogistics &ifecycle Materials Office $erce tion $ractice $rogram $roGect $rocess $erformance $roduct $ublic administration <uality Records Resource Restaurant Ris5 S5ills Strategic Stress Su ly chain Systems 'alent 'ime 'echnology Management-related to ics 7ssociation of 'echnology, Management, and 7 7 lied engineering @usiness school Chartered Management Institute "ecision ma5ing styles Organi#ation develo ment Organi#ational studies Social entre reneurshi ;orecasting lied 1ngineering

&eadershi 7rticles 7dhocracy 7dministration Certified @usiness Manager Collaboration Collaborative method Cor orate governance "ecision Ma5ing 1ngineering management 1vidence-based management 19ecutive $ay ;orecasting ;utures studies =rowth Fnowledge visuali#ation &eadershi Management consulting Management control Management cybernetics Management develo ment Management fad Managerial $sychology Management science Management styles Management system Managerialism Micromanagement Macromanagement Middle management Music management Organi#ational behavior management Organi#ational studies $hysical Internet $redictive analytics 'eam building Scientific management Senior management Social entre reneurshi Hirtual management 4illiamsonCs Model of Managerial "iscretion $eter "ruc5erCs management by obGectives 1liyahu M! =oldrattCs 'heory of constraints $ointy Haired @oss

$ortal Systems science ortal I Categories% Human resource management Southwest 7irlines ,**,% 7n Industry Under Siege Harvard Business School: 9-803-133 19ecutive Summary Southwest Airlines in 2002 faced a serious of i !ortant ana"e ent decisions after the 9#11 tra"ed$ 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$* )0! 4hat is the com etitive business environment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* ,0! 4hat is the com etitive advantage that the com any obtained as discussed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ 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* 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 * A0! 4hat strategy andEor model was used or im lemented in this caseJ @argaining ower of buyers :orter)s 5 =o !etitive 9orces 6odel 'hrea ts Southwest vs! 7ll other 7irlines 'hreat of substitute

@argaining ower of su liers

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