Southwest Airline
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Culture Assessment
Southwest Airlines
At Southwest Airlines, little emphasis is placed on a formal organizational structure; instead, the organization values individual humor and encourages fun and creativity in the workplace. For example, what some companies normally call the human relations or personnel department, Southwest Airlines calls the People Department. The People Department and Vice Chair, Libby Sartain, is in charge of recruitment and hiring of employees. The process in hiring is to identify people with “relational competence, the ability to relate effectively with others” (Gittell, 2003, p. 85).
The success of Southwest Airlines lies in its people. It is not unusual for someone to go through the interview process for up to six weeks before they are hired. “About 20 percent of new hires fail to make it through the training period. The payback: low turnover, high customer satisfaction, and in Sartains estimation, a self monitoring culture of self motivated employees” (Donnelly, 2000, p. 68-70). People are hired for attitude and trained for skill. Training is done at the University for the People, a multitiered learning facility. According to Kevin and Jackie Friedberg (1997), “the University reinforces the importance of learning as a way of life for Southwest Airlines. Its primary mission is to equip employees to practice the kind of leadership that Southwest Airlines expects” (p.125).
Southwest Airlines retains employees by offering a profit sharing plan, excellent benefits, and extensive training and learning opportunities. Another key motivator is the fact that most of the promotional positions are filled from within the organization. They also recognize rewards achievement not only monetarily but with plaques, articles in the companys newsletter, and recognition ceremonies.
“Some of the thought processes and effects of these programs may be gleamed from their descriptions. These include the “Heroes of the Heart” program, the “Presidents Award”, and the “Winning Spirits Award”. There are several awards/recognition programs at Southwest Airlines including programs such as “Together We Make it Great”, “Ticket to the Future”, “Walk a Mile”, “Helping Hands”, “Stuck on Service”, and “Go See Do”. There are also awards such as “Joe Cool Award”, “Top Wrench Award”, “Super Stars”, “A Shining Star”, and “Voice Award”. They all promote behavior pivotal in achieving the firms goals and strategy” (Singh, 2002. p. 31-32).
Gittell (2003) states that ” Southwest Airlines most distinctive