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,[1 ! with o"er #$ , members in 1% 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 1-1.. Se"eral associations also ser"e niches within HR. The &nstitute of Recruiters (&/R) is a recruitment professional association, offering members education, support and training.[#1! 0orldat0or1 focuses on 2total rewards2 (i.e., compensation, benefits, wor1 life, performance, recognition, and career de"elopment), offering se"eral certifications and training programs dealing with remuneration and wor13life balance. /ther niche associations include the 4merican Society for Training 5 +e"elopment and Recognition 'rofessionals &nternational. 'ublications 4cademic and practitioner publications dealing e6clusi"ely with HR7 *ornell HR Re"iew HR Maga8ine (SHRM) Human Resource Management (9ohn 0iley 5 Sons) Human Resource Management Re"iew (,lse"ier) &nternational 9ournal of Human Resource Management (Taylor 5 :rancis) 'erspecti"es on 0or1 (;,R4) Related publications7 4cademy of Management 9ournal 4cademy of Management Re"iew 4dministrati"e Science <uarterly (Samuel *urtis 9ohnson =raduate School of Management) /rgani8ation Science (&>:/RMS) See also 0i1imedia *ommons has media related to7 Human resources management 4spiration Management /rgani8ational beha"ior /rgani8ational theory References ;ibrary resources

4bout Human resource management Resources in your library Resources in other libraries ? Mer1le, 9udith 4. Management and &deology. Uni"ersity of *alifornia 'ress. &S@> 3$# 3 ABAB3$. ? Mayo, ,lton (1-%$). 2Hawthorne and the 0estern ,lectric *ompany2. Har"ard @usiness School. Retrie"ed #. +ecember # 11. ? 24bout *&'+2. *hartered &nstitute of 'ersonnel and +e"elopment. Retrie"ed ## +ecember # 11. ? 24bout *ornell &;R2. *ornell Uni"ersity School of &ndustrial and ;abor Relations. Retrie"ed # 1 3 13#-. ? a b 24bout SHRM2. Society for Human Resource Management. Retrie"ed ## +ecember # 11. ? /C@rien, Michael (/ctober ., # -). 2HRCs Ta1e on The /ffice2. Human Resource ,6ecuti"e /nline. 4rchi"ed from the original on 1. +ecember # 11. Retrie"ed #. +ecember # 11. ? 2*atbert shows tougher side to human resources2. 'ersonnel Today. 4ugust A , # B. Retrie"ed #. +ecember # 11. ? Ulrich, +a"e (1--D). Human Resource *hampions. The ne6t agenda for adding "alue and deli"ering results. @oston, Mass.7 Har"ard @usiness School 'ress. &S@> 3 .B$.%3B1-3D. /*;* A%B %- %. ? Towers, +a"id. 2Human Resource Management essays2. Retrie"ed # B31 31B. ? a b 9onathan ,. +e=raff (#1 :ebruary # 1 ). 2The *hanging ,n"ironment of 'rofessional HR 4ssociations2. *ornell HR Re"iew. Retrie"ed #1 +ecember # 11. ? 0right, 'atric1. 2The # 11 *HR/ *hallenge7 @uilding /rgani8ational, :unctional, and 'ersonal Talent2. *ornell *enter for 4d"anced Human Resource Studies (*4HRS). Retrie"ed A September # 11. ? *onaty, @ill, and Ram *haran (# 11). The Talent Masters7 0hy Smart ;eaders 'ut 'eople @efore >umbers. *rown 'ublishing =roup. &S@> -B.3 3A B3%D #D3%. ? 2Human Resources, Training, and ;abor Relations Managers and Specialists2. U.S. @ureau of ;abor Statistics. # 11. Retrie"ed #A +ecember # 11. ? 2Human Resources Manager2. *>> Money. # D. Retrie"ed #A +ecember # 11. ? 2Human Resources Manager2. *>> Money. # -. Retrie"ed #A +ecember # 11. ? 2Towers 0atson ,6ecuti"es See =rowth 4head :or Merged :irms2. 0or1force Management. # B. Retrie"ed 9anuary 1A, # 1 . ? 2HR consultant2. *>> Money. Retrie"ed #A +ecember # 11. ? 24bout *ornell &;R2. *ornell Uni"ersity School of &ndustrial and ;abor Relations. Retrie"ed #A 4ugust # -. ? 2HR =raduate 'rogram Ran1ings2. HR 'atriot. # -3 %3#D. Retrie"ed # 1 3 B3 $. ? SHRM 0ebsite7 4bout SHRM ? 24bout &/R2. &nstitute of Recruiters (&/R). Retrie"ed ## +ecember # 11.

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Human resource management Southwest 4irlines # #7 4n &ndustry Under Siege Harvard Business School: 9-803-133 ,6ecuti"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$* 1). 0hat is the competiti"e business en"ironment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* #). 0hat is the competiti"e ad"antage that the company obtained as discussed in the caseJ Southwest Airlines co !etitive advanta"es are their !oint-to-!oint services which are "enerall$ 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). 0hat 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. 4ll other 4irlines 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*