How Southwest Airlines Motivates Employees

Southwest Airlines Motivates Its Employees with a Purpose Bigger Than a Paycheck

Overview

            The news article is all about how Southwest Airlines has managed to maintain a highly motivated workforce willing to do everything in its power to ensure its success in the industry. Apparently, the company has established a unique corporate culture that enables it not only to attract but also retain the best talent in the market. The management at Southwest has ensured the development of a clear vision that stipulates what the airline intends to achieve and how it plans to achieve the same. The company seeks to be ranked among the most loved airlines in the world. Its people are encouraged to work as a team or in collaboration to achieve a common purpose. The establishment of a collaborative work environment has helped Southwest to maintain high levels of motivation among its people. Friendliness is of the essence. The management is also keen to motivate people through giving credit where it is due. Individuals at the airline are always appreciated whenever they display exemplary performances. This encourages them to work harder in the future. It also motivates other people to improve their performances or productivity to be recognized in the future. At Southwest, the corporate structure is upside down with low-level employees being on the top and senior executives at the bottom (Gallo, 2014).

Employee motivation is essential to the success of company or organization. Businesses with a highly motivated workforce find it easy to survive their markets considering their people commit their efforts to the achievement of organizational goals and objective (Bailey, 2010). On the contrary, poorly motivated employees often fail to handle their roles and duties as expected. Various factors determine employee motivation in a firm. Corporate culture is one of the main factors that can either boost or lower worker morale. Companies with cultures that address the needs and wants of their employees enjoy high motivation. On the other hand, weak cultures reduce morale among workers. As such, their productivity or performances are impacted negatively (Munro, Schumaker, & Carr, 2014). According to the article, Southwest has managed to avoid similar challenges through its culture. In essence, the company has managed to establish a culture where employees feel appreciated at all times. Individuals as the company are willing to work with their leaders and peers to achieve common goals and objectives. They also avoid behaviors that can negatively affect the airline’s ability to deliver its promise to target consumers or achieve its vision. This also ensures low levels of employee turnover as most people have developed an emotional attachment to Southwest. Instead of leaving, they recommend other individuals with the right skills and knowledge (Gallo, 2014).

Discussion

Southwest case is a classic example of how companies strive to develop effective corporate cultures to motivate their people and boost their performances. The Airline goes beyond paycheck to ensure the well-being of its people. Traditionally, many organizations have attempted to motivate their people through good pay. This is a strategy that has since been established as ineffective as workers have other needs others than financial needs (Pinder, 2014). For instance, according to the Maslow’s hierarchy of needs theory, people seek to satisfy different needs. The satisfaction of one need leads to one focusing on other needs. As such, focusing entirely on the satisfaction of one need can result in a business failing to motivate its people effectively. In the same regard, what drives people varies from one person to another. The management in a company must apply more than one strategy to motivate its people as expected (Munro, Schumaker, & Carr, 2014). Southwest has developed a culture that addresses the diverse needs of its people. This explains why individuals are attracted to it despite the fact that it does not offer high salaries. In fact, the company can negotiate wages even with its unionized employees. The management has managed to create good relationships with its people hence, a collaborative work environment. (Gallo, 2014)

Management and administrative theories can be used to analyze the Southwest case. The administrative theory is concerned with how companies are designed and managed. Fayol’s principles of management are commonly used to explain how companies are designed and operated. The principles include division of labor, authority and responsibility, discipline, unity of command, unity of direction, centralization, remuneration of personnel, subordination of individual interest, and order. Other include equity, initiative, stability of tenure, and esprit de corps, committees, and functions of management (Bailey, 2010). One principle evident at Southwest is equity. Individuals at the airline are treated with fairness. The company ensures it hires the best among the best. It does not favor anyone during the hiring process, hence its capability to access highly skilled and knowledgeable employees. However, the administrative theory emphasizes bureaucracy, specialization, and centralization. The management at Southwest works under the assumption that strict rules hinder innovation and impact employee motivation negatively. This is the reason as to why employees are considered bosses and allowed to take part in the decision-making process. There are times when individuals make decisions without having to rely on their leaders. Flexible management practices are of the essence. Fundamentally, executive managers at the airline are more concerned addressing employees’ needs to improve their morale as opposed to relying on strict rules and traditional management practices to enhance productivity (Munro, Schumaker, & Carr, 2014).

The human relations theory best explains the organizational culture used at Southwest to achieve high employee motivation. The theory emphasizes the importance of leaders in a firm focusing on their people as opposed to rules, processes, and procedures (Bailey, 2010). Instead of directives coming from the management, the human relation theory sees the significance of managers and employees collaborating in the decision-making process. Open communication is of the essence. Employees are exposed to emotional and motivational tactics to ensure an increase in their productivity. The main aim of the theory is the creation of fulfilled and productive workers and helping them to invest in the company in question (Pinder, 2014). Southwest outperforms most of its competitors in regards to attending to its people’s needs. Individuals are treated with respect hence, their willingness to help their organization achieve its goal. Workers are encouraged to share their ideas and opinions at all times without feeling intimidated. They also take part in the decision-making process. The management appreciates the fact that employees deal with customers directly hence, have a better understanding of their needs and preferences. Placing them in the front enables the company to attend to consumers’ needs with ease (Gagné, 2014).

Southwest maintains high motivation among its people by attending to their needs. Potential employees are usually attracted to companies that show concern regarding their needs and preference. For example, individuals in the contemporary world are attracted to work environments where they feel their work is more than a job. Most of them would wish to associate their jobs with a higher purpose. The human relations theory argues for the need for managers in an organization to treat employees with respect and great concern (Munro, Schumaker, & Carr, 2014). This helps in ensuring workers develop the feeling that their roles and duties seek to achieve a higher purpose. Consequently, they develop an emotional attachment to the company. Moreover, they show appreciation for their jobs hence, great motivation. Apparently, the company has also produced a culture of sharing great stories, for example, how exemplary employees handle their duties. Such a culture motivates people to maintain the same level of performances or improve on it. Equally, it encourages more workers to work hard to be recognized or for their stories to be shared in the future (Schermerhorn, 2012).

Attending to employees’ issues also help in boosting their morale at work. The administrative theory is of the view that staff and managers should learn to keep personal issues out of business. It is hard for a company to survive the modern business environment when workers’ issues are ignored. This is one of the main reasons as to why the human relations theory is more applicable to contemporary businesses (Munro, Schumaker, & Carr, 2014). Southwest has mastered the art of attending to its people’s issues or problems. The management at the airline encourages its people to share their problems and concerns at all times. This helps leaders to address problems before they escalate into serious challenges that can impact negatively on the company’s success. Additionally, this has assisted in the creation of a work environment where people feel appreciated and cared for. Employees at Southwest treat customers with utmost respect. The way the management treats them is reflected in the way they treat customers. Managing employees in the right manner has also enabled Southwest to avoid the issue of high employee turnover. As a consequence, the firm also avoids high costs linked with attracting and selecting new hires (Gallo, 2014).

Bureaucracy is demotivating to employees. In the past, companies utilized bureaucracy to make decisions as well as determine power. Such practices have been deemed ineffective in managing employees and motivating them to work harder. For one, they are believed to slow down the decision-making process. Equally, it creates the ‘us versus them’ culture. Creating a collaborative work culture becomes a problem. Such a culture can also lead to employees viewing their leaders as their enemies (Schermerhorn, 2012). Southwest Airlines has embraced a flat organizational structure to avoid similar challenges. Its people are encouraged to make decisions without having to rely on their leaders. Nonetheless, they are free to involve managers whenever possible especially when an issue proves problematic. Leaders in the company operate at a distance but are always keen to step in whenever their people are struggling to get things done. This is a culture that has boosted innovation and creativity in the company. Individuals look for novel ways to handle issues as well as serve customers to ensure their firm maintains an edge in the market. With few rules and procedures, employees display flexibility when dealing with consumers. This makes it easy for them to handle the diverse needs and preferences of travelers, hence high levels of customer satisfaction.

Having a clear vision is essential to employee motivation. Some companies have failed to motivate their people just because they lack clear goals and objectives. Normally, unclear goals can be frustrating to employees. Specifically, there is the risk that they will not know what is expected of them. Essentially, it is hard for employees to show their full commitment when they are not well aware of what is expected of them (Gagné, 2014). Southwest Airlines has handled this problem through the creation of a clear vision and objectives. The vision is shared among all employees to ensure they understand what the airline intends to achieve and how it wishes to provide the same. Executives at the company act as an example. Fundamentally, they are always in the forefront in ensuring the achievement of the vision. This also motivates their people to work harder (Gallo, 2014). Workers are willing to follow directives from their leaders when leaders show commitment to the same. Southwest’ leaders do not expect their people to behave in a particular manner when they are acting contrary. They encourage their people to act accordingly by acting in a similar fashion.

A teamwork culture is also essential to employee motivation. The nature of tasks handled by employees and customer needs in the modern world demands cooperation if a company is to realize its objectives (Gallo, 2014). For example, in the airline industry, individuals must work as a team when dealing with customers to provide the best services. This is also imperative when addressing concerns raised by travelers. The administrative theory argues for the division of labor or specialization to achieve high performances. This may be true to some extent. However, this also creates a culture where individuals only focus their efforts on the accomplishment of their tasks and may not help one another should the need arise. Consequently, this hinders skill diversification (Gagné, 2014). Basically, individuals focus on the achievement of their duties and miss on the opportunity to expand their abilities by handling tasks outside their job description. They also struggle along to deal with issues which may lower their motivation. Such matters can be eliminated through teamwork. A collaborative work environment encourages individuals to seek help whenever necessary to perform as expected. People also develop a sense of belonging to the business in question and do not have the desire to leave (Pinder, 2014).

Leadership practices determines the corporate culture in a firm. For example, autocratic leadership creates a culture where employees rely on their leaders at all times for direction and support. On the contrary, democratic leadership leads to employees feeling free to air their views and issues (Gallo, 2014). Equally, it leads to the development of culture where individuals take part in the decision-making process. Southwest leaders allow their people to make most decisions and only seek help when it is absolutely necessary. Leaders also work with employees to achieve common goals. Such a culture has assisted in boosting employee motivation. People feel appreciated and trusted enough by their leaders. As a result, they are willing to undertake roles and duties allocated to them by their leaders. Additionally, they collaborate executive managers when situations demand it (Gallo, 2014). Such a friendly working environment enable the management to maintain high levels of customer satisfaction. With trust, employees share their issues and conflicts allowing the management to deal with the same in a timely manner to avoid escalation.

Conclusion

Southwest has managed to develop a unique organizational culture that has helped it to thrive the industry for the past decades. Specifically, the organization capitalizes on its culture to boost its employees’ motivation. It ensures its people understand what is expected of them at all times. Consequently, the airline has embraced a collaborative work culture. Employees are treated with great respect hence, their willingness to embrace behaviors essential to meet or exceed customer expectations. The human relations theory best explains Southwest corporate culture. The company goes against the suppositions of the administrative theory.

References

Bailey, T. L. (2010). Organizational Culture, Macro and Micro Empowerment Dimensions, and Job Satisfaction: An Application of Concurrent Mixed and Multi-Level Methods in the Federal Sector. Delhi: Universal-Publishers.

Gagné, M. (2014). The Oxford handbook of work engagement, motivation, and self-determination theory. Oxford : Oxford University Press.

Gallo, C. (2014). Southwest Airlines Motivates Its Employees With A Purpose Bigger Than A Paycheck. Retrieved from Forbes: http://www.forbes.com/sites/carminegallo/2014/01/21/southwest-airlines-motivates-its-employees-with-a-purpose-bigger-than-a-paycheck/#21c7f28e48e1

Munro, D., Schumaker, J. F., & Carr, S. C. (2014). Motivation and Culture. New York, NY: Routledge.

Pinder, C. C. (2014). Work Motivation in Organizational Behavior, Second Edition. London: Psychology Press.

Schermerhorn, J. R. (2012). Organizational behavior. Hoboken, NJ: John Wiley.