prof Hopkins

9/25/16, 2:37 PMTurnitin Originality Report

Page 1 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

1

Turnitin Originality Report

MAN6307-1_Course Project_Week 9.docx by THERESA RICE

From Week 5: Course Project* (Management of Human Resources - 1M)

Processed on 23-Sep-2016 3:02 PM PDT ID: 710047757 Word Count: 1726

Similarity Index 81% Similarity by Source

Internet Sources: 31%

Publications: 5%

Student Papers: 81%

sources:

81% match (student papers from 14-Jun-2015) Submitted to Corinthian Colleges on 2015-06-14

paper text: Running Head: Week 5 Week 5 Course Project

1Management of Human Resources – 1 Everest University Course Project Week 9 Refer to your selected integrative case as you complete the following: Write a one-page response to “Projects to Extend Your Learning” Questions 1.a.-1.e. on page 262. Review the end-of-text case of Southwest Airlines. Describe and evaluate the selection procedures used. In preparing your answer, consider the following issues: a. The objectives of the selection process. “According to its annual report, the mission of Southwest Airlines is “dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.” Indeed, Southwest proudly proclaims, “We are a company of People, not planes. That is what distinguishes us from other airlines and other companies.” (Jackson, 2012, pg. 577) The Southwest Airlines’ objectives of the selection process include obtaining workers who are compatible with their company culture, recruiting

9/25/16, 2:37 PMTurnitin Originality Report

Page 2 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

these employees and retaining them. The core values of Southwest must align with their HR policies and procedures concerning employees and customers. The selections and placements of employees are made by line management and specialized individual from the People Department. This department designs the recruitment process and attracts, recruits and hires employees. (Jackson, 2012, pg. 584) b. The criteria used. The criteria used at Southwest Airlines in the selection process involves employees to make HR decisions. Southwest Airlines’ priority is to recruit new hires who have excellent customer service and social skills for coworker interactions. Their HR process is thorough and designed with structured questions which are specific to Southwest’s needs. Their values include a warrior spirit of hard work, initiative and innovation. Potential employees must have a servant’s heart which contains respecting others, following rules and procedures and being proactive. They must have a fun-loving attitude for an enjoyable work environment. Lastly, employees must be safe, reliable, friendly and cost- efficient. (Southwest, 2015) c. The techniques used to assess the competencies of job applicants. The techniques used to assess the competencies of Southwest Airlines’ job applicants are personality tests and interviews which calculate potential employee behaviors and attitudes. Their personality tests rate candidates concerning seven separate traits which are “cheerfulness, optimism, decision-making skills, team spirit, communication, self-

confidence, and self-starter skills.” (Jackson 2012, pg. 584) This is a multiple hurdles approach where employees have to maintain a fixed proficiency level or be dismissed. There is an also an interview process that have applicants go through several interviews with different departments. Potential employees are judged on their teamwork abilities and corresponding prior work proficiencies. Therefore, Southwest Airlines uses structured questions, organized scoring principles, and numerous interviews for each specific job requirements. (Jackson, 2012, pg. 585) d. The apparent effectiveness of the selection process. The apparent effectiveness of the selection process is effective and efficient. Southwest Airlines maintains its reputation as a great place to work and receives many applications daily. “Very few companies have a business methodology of putting their people first. Our view is that happy employees lead to happy customers, which create

happy shareholders. Thus our strong people practices put the employee first, then the

9/25/16, 2:37 PMTurnitin Originality Report

Page 3 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

customer and shareholder. When you stand behind your employees that reverberates

throughout the organization. It builds fierce loyalty. Our recent survey of employees

showed an incredible level of employee satisfaction.” (Jackson, 2012, pg. 588) In conclusion, Southwest Airlines has a very small turnover rate which is under five percent. e. The roles and responsibilities of line managers, HR professionals, and other employees The roles and responsibilities of line managers, HR professionals and employees of Southwest Airlines are combined to assist with recruiting, interviewing and hiring the best possible candidates. All of these groups assist in the selection and placement of new candidates. “The People Department has sound procedures in place for any level of selection, be it in the form of personality tests, interviews, or other assessments.”

(Jackson, 2012, pg. 584) Southwest’s hiring decisions are completed with present employee full involvement since they are considered company partners. (Jackson, 2012, pg. 584) Write a half-page response to “Projects to Extend Your Learning” Questions 1.a. and 1.b. on page 307. Review the cases of Southwest Airlines at the end of this book. a. Company is training and development Southwest Airlines’ has a proactive approach in training and development which is focused on “building a relational competence as well as functional expertise.” (Jackson, 2012, pg. 585) All new employees receive two weeks of classroom training and a company orientation which is designed to initiate them into Southwest’s culture. Additionally, the orientation explains all staff positions to recruits in hopes that they will further understand the organization and promote competent employee interactions. (Jackson, 2012, pg. 586) b. Describe how the training and development activities are related to other HR activities. The training and development activities of Southwest Airlines relates to other HR activities through employee training which promotes leadership qualities which assist in employee retention as well as promotional advancement. (Jackson, 2012, pg. 587) “With this in mind, HR managers must look for options in training employees, providing job rotations, or

providing other services that will have a vested interest in the employee, all while

strengthening the company.” (Hall, 2007, pg. 9) Write a one-page response to “Projects to Extend Your Learning” Questions 1.a.-1.c. on page 347. Review the case of Southwest Airlines at the end of this book. Then, answer the following questions: a. Discuss Southwest Airlines with respect to the major purposes of performance measurement and feedback. Why does this

9/25/16, 2:37 PMTurnitin Originality Report

Page 4 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

organization seems to be more concerned with traits? With behavior? With results? What uses does performance measurement serve in this companies? Southwest Airlines’ performance measurement and feedback seems to be more concerned with employee behavior and the ability to meet customer needs. Customer service skills are foremost in the company’s corporate culture. “Most performance measures used at Southwest are broader and more cross-functional than a manager’s judgment. This motivates cooperation rather

than competition, consistent with Southwest’s culture.” (Jackson, 2012, pg. 587) Feedback is solicited from both customers and employees which empowers all employees to be part of the inter-company monitoring process. (Hall, 2007) c. Discuss the sources of performance information used at Southwest Airlines. Would you recommend that this organizations use 360-degree appraisals? Why, or why not? The sources of performance information used at Southwest Airlines are both employees and customers. Any management who gives a superior performance rating to an employee must show examples of this behavior to justify it. Apparently, Southwest Airlines already has a 360- degree appraisal approach. (Jackson, 2012) Per an online article on workforce.com, “those who are considered for managerial positions at larger operations, such as a reservation center, attend a special program called"The Up and Coming Leader."Instead of a two-day session, individuals undergo training for six months. During that period, the employee maintains his or her current position, but also receives training in every department within the company. At the conclusion of the program, the candidate is provided with 360-degree performance feedback from the various department heads, peers and subordinates.” (Sunoo, 1995) Therefore, they already collect performance information from customers and fellow coworkers to evaluate employees. (Jackson, 2012) Write a one-page response to “Projects to Extend Your Learning” Questions 1.a. and 1.b. on page 391 1. Review the case of Southwest Airlines at the end of this book. Then, answer the following questions. a. Discuss the following: The objectives of their total compensation practices. Southwest Airlines’ objectives of their total compensation practices are a low-cost strategy. Consequently, Southwest’s wages have always historically been lower than other airlines but their employee benefits surpass that issue. These benefits include profit sharing, stock purchase plans, and employee recognition programs.

9/25/16, 2:37 PMTurnitin Originality Report

Page 5 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

Additionally, other benefits include “medical insurance, dental insurance, vision coverage, life insurance, long-term disability insurance, dependent care, adoption

assistance, and mental health assistance. Most of these are provided at no cost to the

employee as well. Employees and their families also fly free on Southwest and at a

discount on other carriers.” (Jackson, 2012, pg. 587) The role of total compensation in achieving a competitive advantage. The role of total compensation in achieving a competitive advantage for Southwest Airlines is its abilities to attract, motivate and retain the best employees in their company field. They have done this by providing a combination of monetary and nonmonetary rewards plus pay fairness. This includes competitive pay, a generous benefits package, workplace recognition and the availability for career advancement plus fairness in wages in comparison to other comparable jobs. (Jackson, 2012) The pay mix and employee’s reactions to the pay mix. Southwest Airlines’ pay mix and employee’s reactions to the pay mix has been favorable. Employee retention is high and as well as satisfaction and motivation. Currently, employees possess about eight percent of the Southwest’s stock which gives them good financial returns. Additionally, Southwest regularly surveys its employees for benefit satisfaction. “Recent improvements to Southwest’s benefits package include improved mental health coverage, enhanced coverage for life and disability insurance, and

reduced rates for dependent life insurance.” (Jackson, 2012, pg. 587) b. Which approach to compensating employees would you prefer? Why? The approach I would prefer to compensating employees would be the competency-based method which focuses on job competencies required for accurate job performance. The organization would require domain competencies which would mirror Southwest Airlines’ business policies and standards. These job competencies would be assembled into grades or classes which would allow more beneficial competencies to receive higher pay grades compared to less valuable ones which will have lower wages. Thus, the company would use broadbanding which includes a small amount of pay grades that ultimately promotes employee growth within our company. (Jackson, 2012, pg. 377) In conclusion, they would design their internal pay structure with a competency-based configuration which will contain a limited amount of pay grades and ranges. It would correspond to job competencies based on its values. There would be lower and higher

9/25/16, 2:37 PMTurnitin Originality Report

Page 6 of 6file:///Users/anserpierrelouis/Downloads/Turnitin_Originality_Report_710047757.html

ranges relative to their competency values. (Jackson, 2012, pg. 383) References Jackson, S.E., Schuler, R.S., & Werner, S. (2012). Managing Human

Resources, (11th Ed.). Mason, OH: South-Western, Cengage Learning. Southwest.

(2015). “Southwest Culture.” Southwest.com. Retrieved on June 14, 2015 from

https://www.southwest.com/html/about-southwest/careers/culture.html Hall, A. (2007).

“Southwest Airlines: The Role of Human Resources in Implementing Business Strategy

and Hiring Practices.” Retrieved from June 14, 2015 from

http://www.arichall.com/academic/papers/om5210-hrm.pdf Sunoo, B. (1995). “How Fun

Flies at Southwest Airlines.” Retrieved on June 14, 2015 from

http://www.workforce.com/articles/how-fun-flies-at-southwest-airlines 1 COURSE PROJECT WEEK 9 2 COURSE PROJECT WEEK 9 3 COURSE PROJECT WEEK 9 4 COURSE PROJECT WEEK 9 5 COURSE PROJECT WEEK 9 6 COURSE PROJECT WEEK 9 7 COURSE PROJECT WEEK 9 8 COURSE PROJECT WEEK 9 9 COURSE PROJECT WEEK 9 10