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Choices

Analysis of how well each choice works

View of employees

Southwest Human Resources holds its employees as assets. Such a technique works pretty well as it encourages an environment that is favourable for the employees because they will feel valued and involved in the company's success. Acknowledging employees as capital enlivens bonds and trust, enhancing their loyalty, dedication and engagement (Al-Madi et al., 2017). Such a standpoint coincides with a strategy of creating a cooperative and giving workplace climate.

Employees as expenses

• Employees as assets

Compensation

Southwest Airlines offers a competitive compensation package, which keeps the best people on the board and on the job all the time. Employing this approach, therefore, helps companies in that it ensures that the employees are the most skilled and motivated. Firstly, it has an effect of high employee morale and engagement, thanks to employees who recognize that they are fairly compensated and hence feel motivated.

Below market

• Competitive

Above market

Training and Development

Southwest has a systematic way of training and developing its employees. This decision not only helps to improve individual performance but also leads to increased productivity of the company (Robertson et al., 2015). It goes along with the strategic objective of possessing a professional and competent labour force. The training programs, which are well planned, also serve to increase employee morale, as they feel their employer’s concern about their career progress.

Spontaneous

• Planned

Job Descriptions

Southwest Airlines adopts detailed job descriptions, which is good for indicating roles and responsibilities. Through this strategy, employees can execute their responsibilities very well, which translates to high performance and effectiveness. Furthermore, the exact job descriptions assist in the alignment of a given role with the organisation's goals.

• Specific

General

Recruitment

Southwest uses a mixed approach to recruitment, combining both external and internal sources. This approach allows the organization to tap into external talent while promoting internal growth and development. It contributes to a well-rounded workforce, aligning with the strategic goal of maintaining a diverse and adaptable team (Gilch & Sieweke, 2021).

External

• Mixed

Internal

Onboarding – Socialization of new employees

The Southwest's hiring process includes intensive onboarding and socializing of new staff. Such a strategy is useful in incorporating freshmen into the corporate culture, developing the feeling of belongingness, and hence minimizing their adaptation period. Extensive onboarding not only helps to increase employee engagement but is also in line with the organizational strategy of creating a harmonious and collaborative workplace.

Limited

• Extensive

Bargaining

Southwest participates in collective bargaining, a process that involves talks with employee associations or trade unions. This way of engagement may facilitate the formation of a good atmosphere at the place of work and guarantee reasonable wages and other terms (Jackson, 2020). Collective bargaining is in line with the strategic objective of developing a harmonious union-management relationship and tends to have a positive impact on total company performance.

• Collective

Individual