Employee Engagement
Effectively Using an Integrated Employee Engagement Program
Marilyn Field
University of the Rockies
October 3, 2010
Org/8530
Dr. Gary Shelton
Abstract
A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage. An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards.
Effectively Using an Integrated Employee Engagement Program
For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine. There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine.com., 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive to maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that the airline
Marilyn Field
University of the Rockies
October 3, 2010
Org/8530
Dr. Gary Shelton
Abstract
A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage. An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards.
Effectively Using an Integrated Employee Engagement Program
For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine. There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine.com., 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive to maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that the airline
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