In Baltimore

People – One of the many things good about Southwest Airlines is that the kinds of people who are heroes of the organization are people who care and go out of their way to help the customers. They’re the ones who are celebrated and held up as shining examples. Additionally, high levels of satisfaction among employees can be attributed to Southwest employee policy. Happy employees can provide high quality service and bring more customers back. To reinforce the culture of hard work, high-energy, fun, local autonomy, and creativity, the company provided continuous education program to employees. If you can help someone out or brighten someone’s day, be it a co-worker or a passenger, you’re doing your job well.

The human resources practices have created shareholder value by means of low turnover, high productivity and excellent job satisfaction level. Southwest has designed cross function work coordination whereby once the airline reaches a destination, every member of the flight and ground crew does everything necessary to get the next flight out on time. Remarkably the airline achieved a turnaround rate of 70% of their flights had an average fifteen minutes ground time in 1991. This lessens labour costs, significant productivity advantage in terms of equipment utilization, avoidance of long delays and makes flying with Southwest attractive to the travelers.

We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all,

Answer: Southwest should check if it can manage all potential bottleneck are effectively. Southwest’s famous rapid gate-turnaround of 25 minutes or less demonstrates how attention to the activities that ground operations must complete to clean, fuel, and prepare a plane for flight can become bottlenecks if not properly scheduled. In the terminal at the gate, passenger boarding also can be a bottleneck if the boarding process itself is not carefully managed. In 2007, as part of the company’s improvement activities, Southwest focused its attention on the passenger boarding process to

3.) If the companies sales are down, people that work for the company would suffer.

A. Preformed one-on-one employee interviews in order understand the reasons behind declining morale within the branch.

a. The company wouldn’t produce replicas and change their business model (sales are still increasing roughly 20% each year)

d. Since this is a variable pay and not a permanent increase, it does not ensure a long term

At Southwest Airlines, the company’s business strategy has a positive effect on the training they provide to their employees. Southwest Airlines is a Texas based airline that started up in 1971 (Corporate Fact Sheet). Over the years the airline has been recognized for its outstanding customer service and its low airfare fees. Due to their excellent customer service, the company has been ranked number one in customer satisfaction in 2013 by the U.S Department of Transportation. In. 2015, Southwest airlines was recognized as one of the Best Places to Work in the Glassdoor Employees’ Choice Award. The reason that Southwest airlines is recognized for all these great things is because they obtain a good organizational control over the airline.

b.  Do the same for the employees that travel more than the median who have stayed beyond 3 years.

This, along with the fleet maintenance costs and gate acquisition costs are unavoidable costs. The main challenge for Southwest is to optimize its operations such as to make maximum utilization of resources and thus cut back on the operating costs. The practice of paying salaries higher than the industry average is also a concern because the employees now expect such benefits from the airlines.

c. Make sure that all other influenced are covered and verbalized during the interviews .

Southwest has an average turnaround time of 25 minutes. This is quite lower than the industry average. For this success, the factors that were responsible were; an absence of meals on all Southwest flights, a limited amount of checked luggage on Southwest’s typically 60- to 90- minutes flights, a near-uniform configuration for all of its 737 aircraft, a team-oriented approach to ground services with team measures for turning around planes and freedom to do whatever necessary to get a plane pushed off on time with a high speed boarding process.

The major issue with lower productivity in my plant is wasting time. This encompasses many organizational concepts such as procrastination, cleanliness and orderliness, stealing time, goofing off. This happens on both sides of the employment structure.

a. Increase the productivity of yield-management specialists and the reduction in work load can allow them to spend more time reviewing only critical flights thus making better revenue decisions.