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Essay / Research Paper Abstract
A 4 page paper assessing the effectiveness of Southwest’s staffing and selection procedures by examining the relationship it maintains with its employees. Southwest’s approach to its current employees reflects staffing practices focusing on selecting the right people for the right job, and placing having a sense of humor on the same plane as being technically proficient. Southwest’s commitment to open and multidirectional internal communication eases problems of the diverse workforce, and its openness speaks well of the ethics it uses in staffing and selection, as well as daily operations. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KShrSouthwest.rtf
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Unformatted sample text from the term paper:
Airlines consistently retains the leadership position in passenger boardings, and it is one of the nations most admired companies. The purpose here is to assess how Southwests staffing and
selection practices contribute to its continued success at a time that its industry is struggling desperately. Hijinks and Sobriety Wendy Zellner (1997) and
her editor write that at a Southwest function, "220 adults do the chicken dance ... They clap and flap their wings with abandon - and were only an hour into
Southwests Culture Day" (Zellner and Dallas, 1997; p. 12E4). Another author reports that Herb Kelleher showed up in a hangar at 2 a.m. on Halloween, dressed as Klinger from
the TV show M*A*S*H to thank the mechanics for working that night (Chakravarty, 1991). The fun at Southwest extends to all levels.
Flight attendants have held on-board contests for the largest holes in socks and stockings, they have delivered the pre-flight safety information to a rap beat. One pilot reportedly told
passengers, "As soon as yall set both cheeks on your seats, we can get this ol bird moving" (Chakravarty, 1991; p. 48). Kellehers perspective was that skills could be
taught; Southwest would hire according to positive attitude that applicants already possessed. "We draft great attitudes. If you dont have a good attitude, we dont want you, no matter
how skilled you are. We can change skill level through training. We cant change attitude" (Chakravarty, 1991; p. 48). The official position was
that having fun at work made work more enjoyable, but that it also carried another significant benefit. "Kelleher explains: Whats important is that a customer should get off the
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