Southwest must acknowledge the trend toward a strategy of total compensation
(Zingheim and Schuster, 2002). Employees are looking for more than just money. Skilled workers look for opportunities for advancement and growth. Further, a genuine concern for
employees, which Southwest already exhibits, will produce loyalty and improved performance
for years to come. Other valuable incentives may include: job security, contracts, or guarantees
of term employment (Gelinas, 2005). Compensation strategy must produce the desired results
and support the business strategy (Nelson, 1998). Southwest Airlines is an example of how an
organization can maintain a competent workforce and a supportive culture without having a
highly paid total force (Nelson, 1998).