over 250,000 members in 140 countries.[20] It offers a suite of Professional in Human Resources (PHR) certifications t rou!

its HR "ertification Institute. # e " artere$ Institute of Personnel an$ %evelo&ment, base$ in 'n!lan$, is t e ol$est &rofessional HR association,(it its &re$ecessor institution bein! foun$e$ in 1)1*. +everal associations also serve nic es (it in HR. # e Institute of Recruiters (I,R) is a recruitment &rofessional association, offerin! members e$ucation, su&&ort an$ trainin!.[21] -orl$at-or. focuses on /total re(ar$s/ (i.e., com&ensation, benefits, (or. life, &erformance, reco!nition, an$ career $evelo&ment), offerin! several certifications an$ trainin! &ro!rams $ealin! (it remuneration an$ (or.0life balance. ,t er nic e associations inclu$e t e 1merican +ociet2 for #rainin! 3 %evelo&ment an$ Reco!nition Professionals International. Publications 1ca$emic an$ &ractitioner &ublications $ealin! e4clusivel2 (it HR5 "ornell HR Revie( HR 6a!a7ine (+HR6) Human Resource 6ana!ement (8o n -ile2 3 +ons) Human Resource 6ana!ement Revie( ('lsevier) International 8ournal of Human Resource 6ana!ement (#a2lor 3 9rancis) Pers&ectives on -or. (:'R1) Relate$ &ublications5 1ca$em2 of 6ana!ement 8ournal 1ca$em2 of 6ana!ement Revie( 1$ministrative +cience ;uarterl2 (+amuel "urtis 8o nson <ra$uate +c ool of 6ana!ement) ,r!ani7ation +cience (I=9,R6+) +ee also -i.ime$ia "ommons as me$ia relate$ to5 Human resources mana!ement 1s&iration 6ana!ement ,r!ani7ational be avior ,r!ani7ational t eor2 References :ibrar2 resources 1bout Human resource mana!ement Resources in 2our librar2 Resources in ot er libraries

> 6er.le, 8u$it 1. 6ana!ement an$ I$eolo!2. ?niversit2 of "alifornia Press. I+@= 0052000ABAB05. > 6a2o, 'lton (1)45). /Ha(t orne an$ t e -estern 'lectric "om&an2/. Harvar$ @usiness +c ool. Retrieve$ 2* %ecember 2011. > /1bout "IP%/. " artere$ Institute of Personnel an$ %evelo&ment. Retrieve$ 22 %ecember 2011. > /1bout "ornell I:R/. "ornell ?niversit2 +c ool of In$ustrial an$ :abor Relations. Retrieve$ 201000102). > a b /1bout +HR6/. +ociet2 for Human Resource 6ana!ement. Retrieve$ 22 %ecember 2011. > ,C@rien, 6ic ael (,ctober *, 200)). /HRCs #a.e on # e ,ffice/. Human Resource '4ecutive ,nline. 1rc ive$ from t e ori!inal on 1* %ecember 2011. Retrieve$ 2* %ecember 2011. > /"atbert s o(s tou! er si$e to uman resources/. Personnel #o$a2. 1u!ust A0, 200B. Retrieve$ 2* %ecember 2011. > ?lric , %ave (1))D). Human Resource " am&ions. # e ne4t a!en$a for a$$in! value an$ $eliverin! results. @oston, 6ass.5 Harvar$ @usiness +c ool Press. I+@= 00 *B5*40B1)0D. ,":" A4B04)04. > #o(ers, %avi$. /Human Resource 6ana!ement essa2s/. Retrieve$ 200B01001B. > a b 8onat an '. %e<raff (21 9ebruar2 2010). /# e " an!in! 'nvironment of Professional HR 1ssociations/. "ornell HR Revie(. Retrieve$ 21 %ecember 2011. > -ri! t, Patric.. /# e 2011 "HR, " allen!e5 @uil$in! ,r!ani7ational, 9unctional, an$ Personal #alent/. "ornell "enter for 1$vance$ Human Resource +tu$ies ("1HR+). Retrieve$ A +e&tember 2011. > "onat2, @ill, an$ Ram " aran (2011). # e #alent 6asters5 - 2 +mart :ea$ers Put Peo&le @efore =umbers. "ro(n Publis in! <rou&. I+@= )B*000A0B04D02D04. > /Human Resources, #rainin!, an$ :abor Relations 6ana!ers an$ +&ecialists/. ?.+. @ureau of :abor +tatistics. 2011. Retrieve$ 2A %ecember 2011. > /Human Resources 6ana!er/. "== 6one2. 200D. Retrieve$ 2A %ecember 2011. > /Human Resources 6ana!er/. "== 6one2. 200). Retrieve$ 2A %ecember 2011. > /#o(ers -atson '4ecutives +ee <ro(t 1 ea$ 9or 6er!e$ 9irms/. -or.force 6ana!ement. 200B. Retrieve$ 8anuar2 1A, 2010. > /HR consultant/. "== 6one2. Retrieve$ 2A %ecember 2011. > /1bout "ornell I:R/. "ornell ?niversit2 +c ool of In$ustrial an$ :abor Relations. Retrieve$ 2A 1u!ust 200). > /HR <ra$uate Pro!ram Ran.in!s/. HR Patriot. 200)00402D. Retrieve$ 20100 0B005. > +HR6 -ebsite5 1bout +HR6 > /1bout I,R/. Institute of Recruiters (I,R). Retrieve$ 22 %ecember 2011. [ i$e] v

t e 6ana!ement ,utline of business mana!ement In$e4 of mana!ement articles 6ana!er 6ana!ement branc es 9inance Human resources Information tec nolo!2 6ar.etin! ,&erationsE&ro$uction +trate!2 ,t er 6ana!ement areas 1ccountin! 1ssociation "a&abilit2 " an!e "ommunication "onflict "onstruction "ost "risis "ritical "ustomer relations i& %istribute$ 'arne$ value '$ucational 'n!ineerin! 'nvironmental 9acilit2 Hos&ital Information Innovation Interim Inventor2 Fno(le$!e :an$ :o!istics :ifec2cle

6aterials ,ffice Perce&tion Practice Pro!ram ProGect Process Performance Pro$uct Public a$ministration ;ualit2 Recor$s Resource Restaurant Ris. +.ills +trate!ic +tress +u&&l2 c ain +2stems #alent #ime #ec nolo!2 6ana!ement0relate$ to&ics 1ssociation of #ec nolo!2, 6ana!ement, an$ 1&&lie$ 'n!ineerin! 1&&lie$ en!ineerin! @usiness sc ool " artere$ 6ana!ement Institute %ecision ma.in! st2les ,r!ani7ation $evelo&ment ,r!ani7ational stu$ies +ocial entre&reneurs i& 9orecastin! :ea$ers i& 1rticles 1$ ocrac2 1$ministration "ertifie$ @usiness 6ana!er "ollaboration "ollaborative met o$ "or&orate !overnance

%ecision 6a.in! 'n!ineerin! mana!ement 'vi$ence0base$ mana!ement '4ecutive Pa2 9orecastin! 9utures stu$ies <ro(t Fno(le$!e visuali7ation :ea$ers i& 6ana!ement consultin! 6ana!ement control 6ana!ement c2bernetics 6ana!ement $evelo&ment 6ana!ement fa$ 6ana!erial Ps2c olo!2 6ana!ement science 6ana!ement st2les 6ana!ement s2stem 6ana!erialism 6icromana!ement 6acromana!ement 6i$$le mana!ement 6usic mana!ement ,r!ani7ational be avior mana!ement ,r!ani7ational stu$ies P 2sical Internet Pre$ictive anal2tics #eam buil$in! +cientific mana!ement +enior mana!ement +ocial entre&reneurs i& Hirtual mana!ement -illiamsonCs 6o$el of 6ana!erial %iscretion Peter %ruc.erCs mana!ement b2 obGectives 'li2a u 6. <ol$rattCs # eor2 of constraints Point2 Haire$ @oss Portal +2stems science &ortal I "ate!ories5 Human resource mana!ement +out (est 1irlines 20025 1n In$ustr2 ?n$er +ie!e Harvard Business School: 9-803-133

'4ecutive +ummar2 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$* 1). - at is t e com&etitive business environment 3he airline industr$ 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$ste and their co it ent to a culture and e'!erience that !assen"ers were drawn to* 2). - at is t e com&etitive a$vanta!e t at t e com&an2 obtaine$ as $iscusse$ in t e 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$ste s which !ushed Southwest to develo! the .tic&etless/ travel !ro"ra as well as Southwest*co * A). - at strate!2 an$Eor mo$el (as use$ or im&lemente$ in t is caseJ @ar!ainin! &o(er of bu2ers 9orter)s 5 =o !etitive 8orces 6odel # rea ts +out (est vs. 1ll ot er 1irlines # reat of substitute

@ar!ainin! &o(er of su&&liers

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