ABSTRACT

The purpose of this study was to examine the correlation between job satisfaction as it relates to downsizing, control of the work environment, communication with management, and perceptions of rules and policies of the organization. With the advent of airline consolidation, debt loads, years of labor unrest, higher fares, and questionable services for passengers, this study showed significant positive relationships between job satisfaction and for management to be more open in their communications with the flight attendants and to develop rules and policies that are helpful in the performance of the flight attendants’ duties. This study further develops some understanding of the unique situation of flight attendants on the job and what can be implemented by management in building a stronger organization and in developing a more productive workforce.

I. THE PROBLEM

The birth of air transportations started when entrepreneur Walter T. Varney launched the first “air mail’ operation on April 6, 1926. This was the beginning of commercial aviation in the United Stated. (United Airlines History, 2000).

On May 15, 1930, Boeing Air Transport was the first to introduce stewardesses for the comfort of the passengers that used this form of transportation (United Air Lines History). The airline industry has changed dramatically in the last fifty years. Flight attendants today are both male and female and there are no longer restrictions on age as in the past (United Air Lines History).

The stress level of airline flight attendants is well documented. Smithsons’ (2000) research on how passengers have become violent during flights, and how attendants have to be the ones to restrain these passengers, reveal that these occurrences are on the rise. Dealing with passengers at 30,000 feet in the air is a daunting responsibility for each flight attendant on an airline. The airlines are trying to fight back with respect to passengers who are rude, rowdy and violent. Kleiner’s (1998) statistics show that on just one major U.S. airline there was a record 921 flight incidents ranging from tampering with the smoke alarm to an assault on a flight attendant. Kleiner’s research also shows that the over-consumption of alcohol is a contributing factor for this rise in passenger air violence. Passengers fail to realize that they could receive up to twenty years in prison and up to $250,000 in fines from the federal government for such behavior.

Flight attendants have seen a proliferation of changes in their profession. Stricter policies and procedures have been handed down by the upper levels of management (Murphy, 1998). This has resulted in flight attendants not complying completely with management’s policy changes.

Quite often the flight attendants resist the change that is imposed by management. A study that was done by Murphy (1998) showed that flight attendants appeared to comply with constraining organizational policies, but privately resists the policies that really have no value in the protection of each passenger. “Her supervisor had recently told Terry that she could no longer wear the Santa earrings she had worn every holiday for fifteen years. To get around the policy, she took off her earrings when she was in the main lounge and then promptly and proudly put them back on once she stepped on board the airplane” (Murphy, p. 499).

In 1997 there were 900 Hawaii based flight attendants for this major airline. In 2005, 47.2% remain out of this group. The reason for the lower staffing of these flight attendants stemmed from:

1. The re-routing of flights coming out of Los Angeles going directly to Asian destinations.
2. Hawaii being a major recreational/tourist destination has declined.

II. PROBLEM BACKGROUND

Job satisfaction is a major issue with all types of businesses in an organization. If there is dissatisfaction on the job 30,000 feet above the ground, does it affect the service and quality of the airline? Where does dissatisfaction begin? Does it come from inadequate communication from top levels of management? Are the attendants’ benefits eroding as airlines’ profit and growth increase? Major airlines, in their attempts to trim costs, have reduced the layers of management by ten percent to encourage their staff at the lower ranks to be involved in the decision making process (Institute of Directors, 1997). Quite often when an organization decides to trim the middle level of management, it also cuts off the communication process that flows between the lower levels and the higher echelons of management. When employees do not have someone to voice their concerns, frustration and dissatisfaction will negatively affect their job.

Quite often, reducing the levels of management creates an environment of confusion for employees because of a lack of guidance and direction within the organization (Certo, 1997). This coupled with major changes in the industry and businesses has resulted in more pressure on everyone in the airline industry.

A lack of communication by management can also cause confusion, distrust and low morale within the company. Organizations have to be honest with their employees. An organization should communicate to their employees the truth about what is happening within the company. When employees know what is happening, they are better able to cope with the changes that will take place within the firm (Hadden, 2000).

Employee frustration usually sets in when employees are not properly trained to do their job. The benefits of training each employee properly are numerous. Training should be looked at as an investment by the company. To have a workforce that is smarter and more competitive in the marketplace can lead to a competitive advantage for the organization (Mullns, 2000). Training also can develop a group of employees into a highly cohesive, motivated, satisfied and productive group, if a process of team building and camaraderie are developed early on in the employees’ training program (Gunn, 2000). It is thought that flying alone and moving around a lot, as flight attendants do, can be a lonely work experience.

Organizational effectiveness is also correlated with job satisfaction (Hiltebeitel, 2000). Most would agree that an organization has to develop goals. Developmental goals have to be implemented to facilitate the training needs of its workers for job satisfaction. Hiltebeitel’s research discusses the process of facilitating professional goals and expectations and recording the employee’s performance for evaluation. Similarly, employee satisfaction often hinges on how well an organization clarifies what is expected of each employee and how management guides the employees on what is expected and the outcomes of his/her position (O’Dirscoll & Beehr, 2000). When there is little guidance, job satisfaction is thought to be reduced.

III. PURPOSE OF THE STUDY

The purpose of this study was to examine the correlation between job satisfaction and management communication processes and also, employee benefits given to flight attendants based in Hawaii. Was dissatisfaction on the job an organizational issue or a personal issue pertaining to each individual flight attendant?

IV. RESEARCH QUESTIONS

It was predicted that the flight attendants’ satisfaction on the job was directly related to the following questions.

• Does management communicate with the attendants adequately on what is expected of each of them?
• Is promotion on the job related to employee performance?
• Has downsizing caused the Hawaii based flight attendants to have a high level of dissatisfaction on the job?
• Have changes in their work environment caused dissatisfaction on the job?

It was hoped that this research would answer all of these questions and develop insight on increasing worker satisfaction and productivity for the airline industry.

V. LIMITATIONS/DELIMITATIONS

There were 425 Hawaii based flight attendants serving this major airline. The use of Dr. Paul E. Spector’s Job Satisfaction Survey (1994), JSS will be used to weigh the satisfaction level of these attendants. Dr. Spector’s survey was developed to measure the satisfaction level of people in the human services professions but should also work well with flight attendants. His questionnaire measures employee attitudes about their job and their perception of their work environment. His questionnaire has also been used in the public and private sectors in the United States and foreign countries (Spector, 1985). Vyskocil-Czajkowski and Gilmore (1992) used Dr. Spector’s survey on food service personnel and Zia-Mian (1997) did an analysis of job satisfaction between Jamaican and American employees using the thirty-six-question to evaluate job satisfaction. The questionnaire’s thirty-six questions were generalized and were thought to work well with the flight attendants too.

Dr. Spector’s Work Locus of Control Scale was also used to evaluate the flight attendants’ beliefs in the workplace.  The “scale has been shown to relate to several work variables, including job performance and job satisfaction.  It also related to counterproductive behavior and organizational commitment” (Spector, 1999, p. 5).

Spector’s Locus of control looks at internals and externals.  The internals within the organization look to themselves for direction, and the externals depend on outside factors that include company rules and their supervisors.  Flight attendants have to make decisions that affect the lives of their passengers.  What type of individuals are flight attendants?  Internal or external employees?  Are flight attendants satisfied with their profession?  What factors cause dissatisfaction for this group?  Spector predicts that “when task or organizational demands require initiative and independence of action, the internal would be more suitable; when the requirement is for compliance, however, the external would be more appropriate” (1999, p. 486).

The Organizational Evaluation Survey (Choy, 2001) with a six point rating scale, was used to gain information about each flight attendant’s opinion as it relates to the effects of downsizing, route changes, communication levels between management and subordinates, and rules and policies as it affected each attendant’s performance on the job.

The survey was sent out to the 425 Hawaii based flight attendants of a major airline. It is to be noted that the sample may not be representative of all flight attendants of this airline across the United States.

VI. IMPORTANCE OF THE STUDY

There have been numerous research studies on employee satisfaction as it relates to human service organizations and governmental agencies. Cobb, (1998), studied nurses and their satisfaction on the job, Durr (1996) looked at state agencies, and Palmer & East (1993) researched academia. Job satisfaction, as it pertains to flight attendants in the United States, is very limited. The present research was developed to gain further knowledge and information on what constitutes the flight attendant’s satisfaction on the job and how management can develop programs, compensation, and policies to open up communication with their employees. The flight attendants profession is stressful and customers who travel fail to understand the advanced training and responsibility each flight attendant carries. It is imperative then, for the airlines to insure that flight attendants have maximum conditions for effective work performance. The present study aims to provide information on the status of flight attendants and their perceptions of their work environment.

VII. REVIEW OF THE LITERATURE

The airline industry has gone through a tremendous shakedown as an industry in general. Zellner (2000) sees the risk that could develop when airlines consolidate. Harrison (2000) also sees labor problems developing as major airlines merge. Harrison cites the biggest obstacle with mergers are unions negotiating seniority pertaining to its employees.

The increase in delays for airline travelers, whether for business or pleasure, has created pressures for all facets of employees in the industry, especially the flight attendants who serve these customers. With the pressure mounting for on-time scheduling by the airlines, coupled with the dissatisfaction of these air travelers, how does this group of professionals, the airline flight attendants, cope with the external and internal pressures of their job?

Violence and anti-social behavior also has escalated aboard airlines. Flight attendants now have to cope with this added pressure 30,000 feet in the air. Study done by Smithson(2000) states that alcohol, altitude, crowding, cabin air pressure and poor air quality are major contributors of anti-social behavior with the passengers.

The airline industry has downsized during the last ten years. How does this affect the flight attendants morale? Organizations oftentimes downsize to maintain a competitive edge in the marketplace. But does downsizing create value for a company? Piturro (1999) sees downsizing as a threat to an organization’s intangible assets such as the organization’s “memory” that is in each employee within the organization. An organization’s culture and history is preserved by employees that understand the goals and ideas of the organization.

VIII. OUTCOME

425 questionnaires were given to the Hawaii-based flight attendants. The questionnaire was given to a representative of the flight attendants based in Hawaii and a letter was sent with the questionnaire explaining the purpose of the study. Voluntary participation of each individual was stressed and no identifiable information would be disclosed. All results are presented as an aggregate, summary data.

The Job Satisfaction Survey was the primary mode of obtaining each flight attendant’s view on how they perceive their job. The Work Locus of Control was used to calculate the attendants’ beliefs about the control levels in their jobs. The sixteen-item scale was designed to assess control beliefs in the workplace. The

Organizational Evaluation Survey (Choy) was used to evaluate the opinion of each flight attendant as it related to downsizing, communication with management, route changes, and rules and policies of the airline.

IX.  DATE PROCESSING AND ANALYSIS

Hypothesis
H1A: Flight attendants who perceive they have more control of their work environment will be more satisfied on the job.

Null Hypothesis
HOA: There is no difference with flight attendants who perceive they have more control of their work environment that they will be more satisfied on the job.
H2B: Flight Attendants who perceive rules and policies as helpful will be more satisfied on the job.

Null Hypothesis
HOB: There is no difference with flight attendants who perceive rules and policies as helpful will be more satisfied on the job.
H3C: Flight Attendants who view downsizing as detrimental to their job will be less satisfied on the job.

Null Hypothesis
HOC: There is no difference with flight attendants who view downsizing as detrimental to their job will be less satisfied on the job.
H4D: Flight Attendants who have good communication with management will be more satisfied on the job.

Null Hypothesis
HOD: There is no difference with flight attendants who have god communication with management will be more satisfied on the job.

X. RESULTS

There were 425 flight attendants based in Hawaii in this particular organization. They had a combined average time on the job of 27.5 years. Out of the 425 flight attendants, 85.3% were females and 14.7% were males.

The Job Satisfaction Survey, Work Locus Control Survey, and the Organizational Evaluation Survey were given by a senior flight attendant for distribution and passed out to the flight attendants by the chief bursars on each flight.

1. Job Satisfaction Survey had a return rate of 120 respondents out of the original 425 (a response rate of 28.2%).
2. Work Locus of Control Survey had a return rate of 47 respondents (a response rate of 11%).
3. Organizational Evaluation Survey had a return rate of 58 respondents (a response rate of 13.6%).

The disparity on the return rate for the three surveys returned was questioned and the following information was obtained. The Job Satisfaction Survey was the first survey shown each flight attendant, followed by the Organizational Evaluation Survey, and finally the Work Locus of Control Survey. The surveys were administered during flight time while the attendants were on duty. Towards the end of the flight, what was not completed was turned in as a complete packet. Hence, the disparity of completed returns on the three surveys.

XI. JOB SATISFACTION SURVEY

A brief analysis of the Job Satisfaction Survey, (Table 1.1) shows that:

The perception of benefits are below average on a scale that ranges from 1 through 6 (Benefits=2.31). The raw scores for the scales can range from a low of 1 to a high of 6, with higher scores indicating higher levels of job satisfaction. However, they seem to enjoy their work (Nature of Work=4.31), and co-workers (4.60).

Table 1.1 Job Satisfaction survey Summary-Flight Attendants Descriptive Statistics

XII. LOCUS OF CONTROL

The Work Locus of Control Scale was designed to assess control beliefs in the workplace. Spector’s Locus of Control Survey showed a mean of 39.9 with a standard deviation across samples of 10.0 across a U.S. sample.

The Locus of Control Survey of the 47 flight attendants who completed the survey showed the following: Mean: 44.59 with a standard deviation of 9.77. This suggests some similarity to Spector’s Locus of Control Survey taken in the United States.

The mean of 44.59 fits into Spector’s norms as it pertained to the industrialized countries of France-45.0, England=43.5, Canada=40.6, Germany=40.4, and the U.S.=39.9. The mean raw scores for the scales can range from a low of 1 to a high of 6, with higher scores indicating they perceived they had control over their work environment (Table 1.3). the overall mean score was a 2.78.

A brief analysis of the Locus of Control Survey reveals that the flight attendants believed that who you know is more important than what you know (3.8). The flight attendants also perceived that most employees have more influence on their supervisors than they think they do (3.6).

Table 1.3 Locus of Control Summary-Hawaii Based Flight Attendants Descriptive Statistics

XIII. ORGANIZATIONAL EVALUATION SURVEY

The Organizational Evaluation Survey (Table 1.4) looked at four key issues as it relates to the attendants based in Hawaii. There was a six point rating scale from a low of 1 to a high of 6. The lower scores indicates significant issues as it pertained to:

1. Downsizing
2. Route change
3. Communication
4. Rules and regulations

Questions 1 through 4 evaluated whether downsizing was detrimental to their job.   Questions 5 through 8 asked whether route changes created problems for them on their jobs.   Questions 9 through 11 asked if the flight attendants communication with management was adequate.  Question 12 through 15 asked if the flight attendants found the rules, policies and guidelines set by the airline helpful to their job or not.  The questions that were worded negatively were reversed in the scoring to correlate to the other positive worded questions.

The Organizational Evaluation Survey reveals that the flight attendants perceive that downsizing, route changes, communication with management, and rules and policies are issues that have to be addressed with management. With an average mean of 1.824 out of a possible 6 point rating, the lower numbers indicates that the flight attendants that participated in the survey perceived organizational issues as relates to downsizing, route changes, communication with management, and rules and policies with this major airline as issues that have to be addressed.

Table 1.4 Organizational Evaluation Survey Summary One-Sample Statistics

XIV. TESTS OF HYPOTHESES 1,2, 3, 4

The following information reports on the test of the hypotheses (Table 1.5):

H1: Flight attendants who perceive that they have more control of their work environment will be more satisfied on the job.
The correlation between control of their work and satisfaction on the job showed a negative .222/Pearson Correlation (p<05).
This may be a function of the sample seen here, or perhaps as control goes up, satisfaction does indeed go down. Quite possibly the flight attendants who participated in the survey did not want that much control on the job.

H2: Flight Attendants who perceive rules and policies as helpful will be more satisfied on the job.
The correlation on perceived helpfulness of rules and policies in relationship to satisfaction on the job was a .397/Pearson Correlation (p<.05).

H3: flight Attendants who view downsizing as a detrimental to their job will be less satisfied on the job.
The correlation of downsizing as being detrimental to their job in relationship to satisfaction showed a .111/Pearson Correlation (p>.05).
This again may have been a function of sample size as stated above.

H4: Flight Attendants who have good communication with management will be more satisfied on the job.
The correlation between communication with management and satisfied on the job showed a . 303/Pearson Correlation (p<.05).
In fact, perceptions of rules and policies as being helpful to the flight attendants and good communication may be related.

Table 1.5 Correlation to Job Satisfaction Correlation of Job Satisfaction with key factors

XV. HYPOTHESES OUTCOMES

Hypothesis H1: Flight Attendants who perceive that they have more control of their work environment will be more satisfied on the job (a significant negative correlation).

Hypothesis H2: Flight Attendants who perceive rules and policies as helpful will be more satisfied on the job showed a significant positive relationship with job satisfaction. hypothesis

H3: Flight Attendants who view downsizing as detrimental to their job will be less satisfied on the job showed no significant relationship to satisfaction on the job.

Hypothesis H4: Flight Attendants who have good communication with management will be more satisfied on the job showed a significant positive relationship with job satisfaction.

XVI. SUMMARY

Flight attendants have experienced greater stress levels on the job recently. With the increase in flight delays and labor management disagreements, flight attendants’ satisfaction on the job is a key issue for discussion (Jet). Detailed studies of flight attendants’ satisfaction on the job is limited however. This study, hopefully, adds some understanding to the unique situation of flight attendants on the job and what can be implemented by management in building a stronger organization and perhaps developing a more productive workforce.

Downsizing has increased in the airline industry. Piturro sees downsizing as a threat to an organization’s intangible assets. This intangible asset is the wealth of knowledge and understanding on the job that each seasoned person brings to the position.

Communicating with each employee and letting them know what is happening within the organization is of paramount importance in almost any job setting. Great corporations (Hadden) communicate the truth to teach employee within the organization, whether the news is good or bad. Gresing-Pophal also views trust and honesty as an important aspect of the communication process. Listening to each employees’ concerns and doing something about their concerns is thought to enhance trust between the employees and management.

Davis stresses the need for open communication with management and its employees. Heerzberg’s model looks at the factors that can develop satisfaction for each employee to do the job with professionalism and care. By giving an individual the ability to contribute to his/her job and by giving them leeway to get the job done in the way he/she feels is the best way, satisfaction is thought to follow. When a person is complemented by management for an exceptional job, being recognized for his/her achievements, a sense of pride can develop which is thought to create an atmosphere of satisfaction and worker motivation.

Schermerorn et.a. also see job satisfaction affecting employee turnover. Dissatisfied workers are most likely to quit their job. With the high cost of a dissatisfied employee leaving, this can lower employee morale further and cause operational disruptions within the organization. Employees have to have a sense of control in their work. If an employee believes they have control over their work environment, “…they do their jobs as if they own the company” (Dessler, p. 476).

Organizations must develop a system that:

• Fosters people-first values
• Encourages extensive two-way communications
• Builds a sense of shared fate and community
• Provides vision
• Uses value-based hiring
• Uses financial rewards and profit sharing
• Encourages self-actualizing

XVII. CONCLUSIONS

This study looked at the profession of flight attendants of a major airline based in Hawaii. Working as a flight attendant is a stressful job. Are the changes in the airline industry as it relates to downsizing, management communication, control of the work itself and perceptions of rules and regulations related to a deterioration of the flight attendants’ satisfaction on the job? Currivan’s research shows that role ambiguity, role conflict, and pay have little effect on job satisfaction and organizational commitment. The key may be open communication with management and its employees.

It is not known why the correlation between control of their work and satisfaction on the job was negative and significant. Hypothesis H1 states that flight attendants who perceive that they have more control of their work environment will be more satisfied on the job. The findings here were clearly contrary to some of the previous research studies (Cobb, Palmer & East). This may be a function of the sample seen here, or perhaps as control goes up, satisfaction does indeed go down. Quite possibly the flight attendants who participated in the survey did not want that much control on the job.

Hypothesis H2 stated that flight attendants who perceive rules and policies as helpful will be more satisfied on the job. The results of the survey showed a significant .397/Pearson Correlation. It is also not known why perceptions of downsizing as being detrimental was not related to less satisfaction on the job by the flight attendants. Hypothesis H3 states that flight attendants who view downsizing as detrimental to their jobs will be less satisfied on the job. This again may have been a function of sample size as stated previously.

Hypotheses H4 stated that flight attendants who have good communication with management will be more satisfied on the job. The results of the survey again showed a significant .303/Pearson Correlation. In fact, perceptions of rules and policies as being helpful to them, and good communication may be related.

XVIII. IMPLICATIONS FOR PRACTICE

The importance of assessing the Job Satisfaction levels of Flight Attendants using the Job Satisfaction survey, Locus of Control survey, and the Organizational Evaluation Survey will help in understanding the needs of flight attendants-individuals who serve travelers from all walks of life. This study may help airline administrators assess the needs of their employees. As stated previously, organizations will have to develop programs that will train and motivate each employee to perform at an optimum level in order to keep up with the changes within and outside of the organization’s environment.

Management of this major airline should consider developing rules that enhance each attendant’s job performance and train their supervisors to listen to the wants and needs of the flight attendants. This ties in with Flaherty’s study, that management has to develop rules and regulations that helps and not hinder an employee’s performance on the job. Furthermore, management may need to communicate all aspects of what each employee needs to accomplish and keep the channels open if they desire increases in job satisfaction.

Again, in reviewing the results of this study, perceptions of control did not seem to matter as it relates to job satisfaction, but perception of helpful rules and policies seem to be related to satisfaction.

XIX. IMPLICATIONS FOR RESEARCH

With an average of 27.5 years of service, the benefit packages of these employees may need to be addressed. The veteran flight attendants’ may need greater medical and retirement benefits in relation to younger flight attendants. What appeals to one person may be inconsequential to another…some employees may be motivated by a significant raise, while another prefers the security of an employment contract. With this mature workforce, the present study shows a need to address the specific issues of flight attendants’ needs. Programs addressing a cafeteria approach to their benefits and needs should be examined when negotiating with the flight attendants’ union. The cafeteria approach may better meet the needs of each attendant, whether they want greater coverage in their medical benefits or a flexible working schedule, perceptions of helpful rules, or more communication to fit their needs.

A study should also be done across different types of organizations and how they relate to these findings in the airline industry.

XX. LIMITATIONS

Since the original sample size of 425 Hawaii based flight attendants were used, this research might not hold true for the airline industry in general. It is also not known how the entire sampling (all responding to all measures) may have affected the results.

XXI. RECOMMENDATIONS

his study showed some unexpected results. In particular, those perceiving more control on the job would have been thought to be more satisfied. This finding can be explained by either the flight attendants not really perceiving control on their jobs as being highly important (perhaps the Captain is really the boss). Or the disproportionate sample size (some responding and some not) may have contributed to these results. These ideas need to be studied further. Similarly, it is not known why as perception of downsizing as being detrimental increased, job satisfaction did not decrease. It was actually positive here. Perhaps this was a function of the disproportionate sample sizes obtained or possibly the flight attendants were well seasoned professionals who had been through a lot over their careers. The significant correlation between perceived rules and policies as helpful, and satisfaction, and flight attendants having good communication with management, and satisfaction, should also be verified in other studies. These tools may be quite helpful to management in running the organization and having satisfied employees.

With the advent of airline consolidation, airline debt loads, years of labor unrest, higher fares, and questionable services for passengers, the management of the airline should take a closer look at these issues. Based on the results of this study, flight attendants should be exposed to more open communications with management and be governed by rules that are seen to be helpful to them.

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