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Jetblue Case Study

Running Head: HUMAN RESOURCES MANAGEMENT AT JETBLUE

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Human Resources Management Analysis JetBlue Airways Case Study: JetBlue Airways: Starting from Scratch (Gittell & O’Reilly, 2001)

Running Head: HUMAN RESOURCES MANAGEMENT AT JETBLUE 2

Abstract This paper identifies the various impacts of Equal Employment Opportunity (EEO) laws on JetBlue Airways and the strategic and operational goals as they pertain to the human resources perspectives in the case study JetBlue Airways: Starting from Scratch (Gittell & O’Reilly, 2001).

Running Head: HUMAN RESOURCES MANAGEMENT AT JETBLUE

JetBlue Airways: A Strategic Human Resources Overview Ann Rhoades, former head of human resources for Southwest Airlines,

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became the driving force behind the JetBlue startup human resources strategy in 1999. The airline was started with more venture capital funding than any airline in history by David Neeleman, former executive vice president for Southwest Airlines, to build a fleet that could serve ‘under-‐serviced’ destinations at affordable rates, with the best service and technology in the industry. Not stopping there, Neeleman also wanted to create a company culture never seen before at any airline -‐ or by most any other

References: W. (2008). C. (2001). Commission (2009).

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