FACTORS INFLUENCING JOB SATISFACTION
AMONG THAI CABIN CREW OF
AN INTERNATIONAL LOW-COST AIRLINE
BY
MR. APISIT VISARATANUNTA
A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF ARTS IN CAREER ENGLISH
FOR INTERNATIONAL COMMUNICATION
LANGUAGE INSTITUTE
THAMMASAT UNIVERSITY
ACADEMIC YEAR 2017
COPYRIGHT OF THAMMASAT UNIVERSITY
Ref. code: 25605921040019SPR
FACTORS INFLUENCING JOB SATISFACTION
AMONG THAI CABIN CREW OF
AN INTERNATIONAL LOW-COST AIRLINE
BY
MR. APISIT VISARATANUNTA
A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF ARTS IN CAREER ENGLISH
FOR INTERNATIONAL COMMUNICATION
LANGUAGE INSTITUTE
THAMMASAT UNIVERSITY
ACADEMIC YEAR 2017
COPYRIGHT OF THAMMASAT UNIVERSITY
Ref. code: 25605921040019SPR
i
Thesis Title FACTORS INFLUENCING JOB SATISFACTION
AMONG THAI CABIN CREW
OF AN INTERNATIONAL LOW-COST AIRLINE
Author Mr. Apisit Visaratanunta
Degree Master of Arts
Major Field/Faculty/University Career English for International Communication
Language Institute
Thammasat University
Thesis Advisor Associate Professor Sucharat Rimkeeratikul, Ph.D.
Academic Years 2017
ABSTRACT
In the service industry, including airlines, success depends very much on
the frontline employees, that is, cabin crew members whose main functions are to
ensure safety standards and passengers’ welfare on board the aircraft. The aim of the
current study was to (1) examine ten factors of job satisfaction, namely, pay, promotion,
supervision, fringe benefits, contingents rewards, operating conditions, coworkers,
nature of work, communication, and physical evidence of the cabin, that influence the
service performance of Thai cabin crew at an international low-cost airline. (2)
investigate the relationship of demographics on overall job satisfaction. The
questionnaires were distributed online to Thai cabin crew members of the airline in the
study. A total of 124 questionnaires were returned. The results of this study revealed
that the nature of work played the greatest role in creating job satisfaction among
participants in terms of having a sense of pride in doing their job. On the other hand,
the lowest level of job satisfaction related to pay in terms of flight duty allowance.
Moreover, the overall job satisfaction of those who were 25-34 years was found to be
different from those who were 35-44 years old.
Keywords: Job satisfaction, Thai cabin crew, low-cost airline
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ACKNOWLEDGEMENTS
Foremost, I would like to thank my beloved advisor, Associate Professor
Dr. Sucharat Rimkeeratikul, for her patience, motivation, and immense knowledge. Her
guidance helped me greatly while writing this thesis.
This research paper could not have been completed without support from
these teachers: Ajarn Dr. Chanon Sirinthorn, Ajarn Dr. Natinee Thanajaro, Ajarn
athiphu Lee, Ajarn Pawarisorn Somsin, and Ajarn Dr. Nopmat Puangsuwan. My
sincere thanks also go to Ajarn Dr. Tunyaluk Anekjumnongporn, Associate Professor
Dr. Supong Tangkiengsirisin and Ajarn Dr. Benjamin Clarke who gave me valuable
ideas and comments.
Finally, I must express my very profound gratitude to my parents, sisters,
and my family. Special thanks also go to my CEIC friends and colleagues for providing
me with unfailing support and continuous encouragement throughout the two years of
study. This accomplishment would not have been possible without these people. Thank
you.
Mr. Apisit Visaratanunta
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TABLE OF CONTENTS
Page
ABSTRACT
i
ACKNOWLEDGEMENTS
ii
LIST OF TABLES
vii
LIST OF FIGURES
ix
LIST OF ABBREVIATIONS
x
CHAPTER 1 INTRODUCTION
1.1 Background
1.2 Research Questions
1.3 Objectives of the Study
1.4 Definition of Terms
1.5 Scope of the Study
1.6 Significance of the Study
1.7 Conceptual Framework
CHAPTER 2 REVIEW OF LITERATURE
2.1 The Concept of Internal Marketing
2.2 The Concept of Services Marketing: 7ps
2.3 The Factors of Job Satisfaction
2.4 Maslow’s Hierarchy of Needs
2.5 Physical Evidence and Servicescape
2.6 The General Concept of Cabin Crew
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2.7 Previous Research Studies
CHAPTER 3 RESEARCH METHODOLOGY
3.1 Participants and Sample Size
3.2 Instrument
3.2.1 Demographic Questions
3.2.2 Closed-Ended Questions
3.2.3 Open-Ended Questions
3.2.4 Pilot
3.2.5 Validity of the Questionnaire
3.3 Data Collection
3.4 Data Analysis
3.4.1 Descriptive Statistics
3.4.2 Inferential Statistics
CHAPTER 4 DATA ANALYSIS
4.1 Demographic Data of the Participants
4.2 Descriptive Statistics of Job Satisfaction of the Participants
towards Factors Influencing Service Performance
4.2.1 Pay
4.2.2 Promotion
4.2.3 Supervision
4.2.4 Fringe Benefits
4.2.5 Contingent Rewards
4.2.6 Operating Conditions
4.2.7 Coworkers
4.2.8 Nature of Work
4.2.9 Communication
4.2.10 Physical Evidence of the Cabin
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4.3 The Top 5 Highest/Lowest Mean Scores of Job Satisfaction
4.4 Descriptive Statistics of Overall Job Satisfaction of Cabin Crew
Members at an International Low-Cost Airline
4.5 Relationship Between Demographic Data of Thai Cabin Crew
and Overall Job Satisfaction at an International Low-Cost Airline
4.5.1 Gender of Participants and Overall Job Satisfaction at an
International Low-Cost Airline
4.5.2 Age of Participants and Overall Job Satisfaction at an
International Low-Cost Airline
4.5.3 Education of Participants and Overall Job Satisfaction at an
International Low-Cost Airline
4.5.4 Work Position of Participants and Overall Job Satisfaction
at an International Low-Cost Airline
4.5.5 Total Flying Experience Including Previous Airlines of
Participants and Overall Job Satisfaction at an International
Low-Cost Airline
4.5.6 Average Monthly Income of Participants and Overall Job
Satisfaction at an International Low-Cost Airline
CHAPTER 5 CONCLUSION, DISCUSSIONS AND
RECOMMENDATIONS
5.1 Conclusion of the Study
5.1.1 Demographic Data of the Participants
5.1.2 Degree of Job Satisfaction of Participants towards Factors
Influencing Service Performance
5.1.3 Relationship Between Demographic Data of Thai Cabin
Crew and Overall Job Satisfaction at An International Low-Cost
Airline
5.2 Discussion of the Findings
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5.3 Recommendations for Further Research
REFERENCES
APPENDICES
APPENDIX A
APPENDIX B
BIOGRAPHY
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LIST OF TABLES
Tables Page
2.3 Facets from the Job Satisfaction Survey 11
3.2.2 Components of the Factors Influencing the Job Satisfaction with
10 Aspects
20
3.2.3 Rating Scale of Job Satisfaction and Interpretation 21
3.2.4 Reliability of the Questionnaire 21
3.2.5 The Interpretation of the IOC Score 22
4.1 Demographic Data of the Participants 24
4.2.1 Job Satisfaction towards Pay 26
4.2.2 Job Satisfaction towards Promotion 27
4.2.3 Job Satisfaction towards Supervision 27
4.2.4 Job Satisfaction towards Fringe Benefits 28
4.2.5 Job Satisfaction towards Contingent Rewards 29
4.2.6 Job Satisfaction towards Operating Conditions 30
4.2.7 Job Satisfaction towards Coworkers 31
4.2.8 Job Satisfaction towards Nature of Work 31
4.2.9 Job Satisfaction towards Communication 32
4.2.10 Job Satisfaction towards Physical Evidence of the Cabin 34
4.4 Overall Job Satisfaction of Participants 36
4.5.1 Independent Samples Test of Gender 37
4.5.2.1 Descriptive of Age 38
4.5.2.2 ANOVA of Age 39
4.5.2.3 Multi Comparisons of Age 39
4.5.3 Independent Samples Test of Education 40
4.5.4.1 Description of Working Position 41
4.5.4.2 ANOVA of Working Position 41
4.5.5.1 Description of Total Flying Experience including Previous
Airlines
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4.5.5.2 ANOVA of Total Flying Experience including Previous
Airlines
4.5.6 Independent Samples Test of Average Monthly Income
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LIST OF FIGURES
Figures Page
2.4 Maslow’s Hierarchy of Needs 12
4.3.1 The Top 5 Highest by Mean Scores of Job Satisfaction 35
4.3.2 The Top 5 Lowest by Mean Scores of Job Satisfaction 36
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LIST OF ABBREVIATIONS
Symbols/Abbreviations Terms
df
M
N
n
p/Sig.
SD/Std. Deviation
%
≥
≤
Degree of freedom
Mean
Population
Sample size
Significant level
Standard deviation
Percent
Greater than or equal to
Less than or equal to
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CHAPTER 1
INTRODUCTION
1.1 BACKGROUND
International air transportation has played a major role in the growth of
travel and tourism in Thailand over decades. The direct contribution of its GDP in 2016
was 9.2%, which reflects the economic activity generated by lodging, airlines and other
passenger transportation. Moreover, the Thailand aviation business has been
significantly expanded as a result of the growth of low-cost carriers (LCCs) and the
increase of international passengers. According to the AOT’s airport traffic report 2016,
total passengers reached 121.71 million and the total number of passengers at the
Thailand’s international airports increased by 10.83% compared with the previous year
(AOT, 2016).
There has been an inevitable restructuring of the airline market in Thailand,
which is intensively competitive. Airlines are continually striving to develop the quality
of service and marketing strategies by improving the intrinsic and extrinsic
environment such as expanding the fleets size and routes, enhancing in-flight services
qualities and boosting employees’ performance to deliver a good travel experience for
the passengers and gain more profits.
One of the major service concepts is inseparability of service from
products. People are integral in a service encounter, particularly service employees.
Cabin crew is the key professionals who ensure safety standards are met for customers’
welfare onboard the aircraft. They are also the representatives of an airline brand’s
image. Central to the entire discipline of the expanded marketing mix for services 7Ps,
people (service employees and customer), process (in-flight service), and physical
evidence of the cabin (servicescape) are directly involved in the airline business, which
aims to improve the service quality, boost profits and build individuals’ loyalty.
Although the rest of service concepts are intangible, the relationship between service
employees and customers is crucial to the success of an airline. Most previous research
studies on cabin crew in Thailand have only focused on English proficiency and
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communication problems (Ruknahatai, 2015; Sirichan, 2013; Sirisiraprapakul, 2015;
Suthat, 2011; Yossinee, 2011). However, no study has investigated the influence of in-
flight service performance on customer satisfaction. Moreover, the airline business is
mostly focused on measuring customers’ satisfaction rather than employees’
satisfaction (Maciejewska & Cicenaite, 2012; Messner, 2016). Despite the increasing
attention paid to employee performance, the consequences of employee involvement in
tourism on their service performance have been overlooked (Suhartanto, Dean,
Nansuri, & Triyuni, 2018). This specific area of service employees’ perspective, which
in this case refers to Thai cabin crew, has not yet been explored. Hoffman and Bateson
(2010) point out that employees are customers of internal services and assess internal
service quality daily due to their direct involvement in providing service delivery.
Employee complaints can be a warning because employees often observe the system
breaking down before customers do. Han (2013) suggests that the working environment
should gain more in-depth attention, particularly in the airline industry, as ambient and
space/function attributes are obvious cues that can positively or negatively affect
employees’ and passengers’ decision-making process.
This study aimed to examine the degree of job satisfaction and the
differences among demographic data of Thai cabin crew of an international low-cost
airline, which significantly affect service performance. Knowing the job satisfaction of
Thai cabin crew can improve the overall in-flight service performance of an
international low-cost airline and increase the employee’s engagement towards the
organization.
1.2 RESEARCH QUESTIONS
This study aimed to answer the following questions:
1.2.1 What are the most important factors of job satisfaction that influence
the Thai cabin crew of an international low-cost airline?
1.2.2 Is there any relationship between demographic data, namely, gender,
age, education, working position, total flying experience including previous airlines,
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and the average monthly income of Thai cabin crew and the overall job satisfaction at
an international low-cost airline?
1.3 OBJECTIVES OF THE STUDY
The objectives of this study were the following:
1.3.1 To examine the levels of factors influencing job satisfaction of Thai
cabin crew of an international low-cost airline.
1.3.2 To compare the demographic data of Thai cabin crew with overall job
satisfaction at an international low-cost airline.
1.4 DEFINITION OF TERMS
Most technical terms mentioned in this research are derived from airline’s
in-flight service and the principle of services marketing. The definition of terms of this
study are as follows:
Hospitality refers to the hosting behavior that emphasize convivial and
personalized services with the ultimate aim to provide psychological comfort to
passengers onboard an airline (Nameghi & Ariffin, 2013).
Internal marketing refers to the orienting and motivating customer contact
of employees and supporting service employees to work as a team to provide customer
satisfaction (Kotler & Armstrong, 2017).
In-flight service refers to offerings by an airline, both free and paid, that
add to a passenger’s flying experience. Such items provided as in-flight services may
include meals, snacks, beverages, duty-free shopping, and others made available during
a flight for the convenience of the passenger. Sometimes, in-flight service may also
include the flight’s in-flight entertainment and in-flight entertainment devices (Jaunter,
2017).
Low-cost airline (LCC) refers to an airline that offers low fares in exchange
for a no-frills service that eliminates many of the value-added services such as free
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meals and in-flight entertainment that are routinely offered by full-service carriers
(FSCs) (Gour & Theingi, 2009).
Physical Evidence or Servicescape refers to the use of physical evidence to
design service environments (Hoffman & Bateson, 2010).
1.5 SCOPE OF THE STUDY
This study aimed to investigate Thai cabin crew’s perspective in an
international low-cost airline. according to the concept of internal marketing and
services marketing mix: 7Ps. Participants’ job satisfaction was studied in 10 aspects,
namely, pay, promotion, supervision, fringe benefits, contingent rewards, operating
conditions, coworkers, nature of work, communication and physical evidence of the
cabin using an adapted questionnaire, namely, the Job Satisfaction Survey (JSS) by
Spector (1997), integrated with another component from the services marketing mix
concept: physical evidence or servicescape by Zeithaml, Bitner, and Gremler (2013).
Also, the demographic data of participants were analyzed to determine if there was a
significant diffenrence among Thai cabin crew in an international low-cost airline.
Therefore, the findings of this study may have no direct relevance to the job satisfaction
of other contexts or airlines.
1.6 SIGNIFICANCE OF THE STUDY
This study aimed to contribute to this growing area of research by obtaining
a better understanding of service employees’ viewpoints towards the factors of job
satisfaction in terms of the expanded marketing mix for services 7Ps concept, namely,
people (service employees), process (in-flight service) and physical evidence
(servicescape) in the airline business, particularly a low-cost airline market in Thailand.
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1.7 CONCEPTUAL FRAMEWORK
Independent Variable
1. Gender
2. Age
3. Education
4. Working position
5. Total flying experience
including previous airline
6. Average monthly income
Dependent Variable
Job satisfaction factors of an
international low-cost airline crew
1. Pay
2. Promotion
3. Supervision
4. Fringe benefits
5. Contingent rewards
6. Operation conditions
7. Coworkers
8. Nature of work
9. Communication
10. Physical evidence of the cabin
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CHAPTER 2
REVIEW OF LITERATURE
This chapter reviews the literature in seven main areas: (1) the concept of
internal marketing (2) the concept of services marketing: 7Ps (3) the factors influencing
job satisfaction (4) Maslow’s hierarchy of needs (5) the physical evidence and
servicescape (6) the general concept of cabin crew, and (7) previous research studies.
2.1 THE CONCEPT OF INTERNAL MARKETING
Internal marketing is a concept introduced in service marketing in the late
1970s (Groenroos, 2007). This key concept is the shift of the target from only focusing
on external customers to focusing on internal employees inside the organization
(Kaplan, 2017).
Kotler and Keller (2016) defined internal marketing as an element of
holistic marketing, which is the task of hiring, training, and motivating able employees
who want to serve customers well.
Berry (1976) as cited in Kapland (2017) proposed internal marketing as a
solution to “the problem of delivering consistently high quality of service” due to the
fact that service employees are the most common form of service delivery. The
customer directly perceives an impact from employee.
Lloyd (2002) as cited in Kaplan (2017) defines internal marketing as “sum
of a company’s efforts to communicate to existing and prospective staff that it is a
desirable place to work.”
Groenroos (2007) states that internal marketing is the philosophy to treat
employees as customers who should be satisfied with their job environment and
relationships with employers on all hierarchical levels within an organization. He also
emphasizes that internal marketing should operate as a holistic management process to
integrate multiple functions into two areas. Firstly, to ensure that all employees
understand and have experience in various business activities, campaigns, and process.
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Secondly, all employees are prepared and motivated to operate in a service-oriented
manner.
Heskett and Schlesinger (1994) propose the service-profit chain models,
which create relationships between profitability, customer loyalty, and employee
satisfaction, loyalty and productivity. Employee satisfaction is mostly influenced by the
value of services provided to customers. Value is created by satisfied, loyal, and
productive staff members. Employee satisfaction can deliver service to customers. They
state that the concept of internal quality of a working environment leads to employee
satisfaction, which is measured by the feelings that employee have toward their job,
colleagues, and company. The researcher emphasized that frontline employees and
customers need to be the center of management’s concern. Successful service
management should pay attention to the factors that drive profitability, investment in
people, technology that supports frontline workers, and compensation linked to
performance for employees at every level.
They further point out that the internal marketing model, especially people
or service employees, are critical to marketing success. Marketing activities within the
firm can be as important as important, or even more so, than those directed outside the
company (Kotler & Keller, 2016).
Berry et al. (1976) as cited in Ishaque and Shahzad (2016) highlight that
organizations can consider employees as internal customers and jobs can be their
internal products given to the employees. Using the four Ps of the traditional marketing
mix, that is, Product, Price, Place and Promotion, can achieve satisfaction and
motivation of the employees by offering better jobs.
Therefore, employees can be considered as the customer inside the firm
that the management should focus on them by using the concept of marketing mix of
the 4Ps in order to drive and motivate them to provide better customer service and gain
more profits for the organization.
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2.2 THE CONCEPT OF SERVICES MARKETING: 7PS
Zeithaml et al. (2013) defines services as “deeds, processes and
performances provided or coproduces by one entity or person for another entity or
person.”
Kotler and Armstrong (2017); Zeithaml et al. (2013) describe four
distinctive characteristics of services compared to goods:
Service intangibility refers to the services that cannot be seen, tasted, felt,
heard, or smelled that are bought by customers.
Service inseparability means that services cannot be separated from their
providers, whether the providers are people or machines. If a service employee provides
the service, then the employee becomes a part of the service. Customers buy and use a
service simultaneously. Service employees play an active role to deliver the service.
Customers and service employees interact and influence the service performance.
Service variability means that the quality of services provider is not equal
and rely on when and how they produce the service.
Service perishability means that services cannot be kept for later sale or
utilization.
Barrows and Powers (2008) additionally define services as intangible
experiences of performance that the customers receive along with the tangible side of
the product purchased.
Generally, the marketing mix is the most basic concept in marketing
consisting of the 4Ps, namely, product, place, price and promotion (Zeithaml et al.,
2013). According to the basic differences between goods and services, the services
marketing mix has been expanded with three additional variables, namely, people,
process and physical environment. In hospitality, services are performed for the
customer by people or by systems, which emphasize the total customer experience.
Employees and customers are both personally involved in service encounters that are
produced and consumed simultaneously. For example, the appearance and attitude of
employees, decoration and interior design can influence customer perception and
experiences (Hoffman & Bateson, 2010; Zeithaml et al., 2013).
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Zeithaml et al. (2013) additionally state that the term marketing mix can be
applied to all the elements that are interrelated and rely on each other for a given market
segment at a given point in time. The traditional marketing mix concept consists of the
four Ps: product, place (distribution), promotion, and price. These elements are the core
in any marketing area. Therefore, the four Ps concept needs some adjustments when
applied to services due to the different contexts as services are produced and consumed
simultaneously. For example, customers directly interact with service employees in the
service setting. Therefore, services marketing requires more elements than the
traditional marketing concept that uses only the four Ps (Kotler & Armstrong, 2017).
According to Mudie and Pirrie (2006), each item is of central importance
of services. Each component represents a cue which customers factor in when
considering overall image and quality. In regard to the expanded marketing mix for
services, Zeithaml et al. (2013) define people as “All the human actors participating in
the service delivery and influence the buyer’s perceptions: namely, employees,
customers and other customers in the service setting.”
Process is “The actual procedures, mechanisms, and flow of activities by
which the service delivered also include the operating systems.”
Physical evidence is “The environment in which the service is delivered
and where the firm and customer interact, and any tangible components that facilitate
performance or communication of the service.”
Due to the intangible nature of services, it is thought that consumers will
rely more heavily on extrinsic clues when making pre-purchase decisions. Thus,
external clues such as guests' word-of-mouth recommendations, price and certain
tangible components of service, for example, the appearance and design of buildings,
signage and décor, play a vital role when consumers attempt to predict service quality
prior to consumption (Gould-Williams, 1999).
2.3 THE FACTORS OF JOB SATISFACTION
Job satisfaction is a multidimensional concept that has been studied in
many perspectives, such as organizational psychology, business, marketing,
management, human resource, and sociology (Zheng, Talley, Faubion, & Lankford,
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2017). Moreover, job satisfaction among service employees is one of the most studied
topics in human resources research (Ishaque & Shahzad, 2016).
Generally, Spector (1997) defines job satisfaction as an attitudinal variable.
Studies of job satisfaction explore the causes and effects of employee attitudes and this
is linked with essential behaviors and employee performance.
Robbins and Judge (2017) additionally describe job satisfaction as a
positive feeling from an evaluation about the characteristics of a job. Employees with
high job satisfaction have positive feelings about work, whereas employees with low
satisfaction have negative feelings. They state that job conditions, especially the
intrinsic nature of work, social interactions, and supervision, are causes influencing the
job satisfaction of employees. Pay is correlates with job satisfaction and overall well-
being but the effect can be smaller when an individual reaches a standard level of
comfortable living. They additionally point out that service organizations should be
concerned with employee satisfaction as it is related to positive customer outcomes, for
example, frontline employees who have direct contact with customers. Satisfied
frontline employees seem to increase customer satisfaction and customer loyalty.
Therefore, the assessment of employee attitudes such as job satisfaction,
job conditions, and job performance has become a common in organizations in which
management is concerned with the physical and psychological well-being of employees
inside the organization. The organization can identify areas of dissatisfaction, which
can be improved to increase employee job satisfaction.
Spector (1997) categorizes two major reasons for job satisfaction that
should be of concern to organizations. Firstly, the humanitarian dimension is that
people deserve to be treated fairly and with respect. The scholars claim that job
satisfaction is an indicator of the emotional well-being of employees. Second is the
utilitarian dimension, as job satisfaction can lead to employee performance that affects
company functioning. It can be seen as the important interpretation of employee
feelings that can lead to both positive and negative performance.
Spector (1997) proposes nine factors in the Job Satisfaction Survey (JSS)
that can measure the level of satisfaction with all job aspects as follows:
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Table 2.3
Facets from the Job Satisfaction Survey
Facet Description
Pay pay and remuneration
Promotion promotion opportunities
Supervision immediate supervisor
Fringe Benefits monetary and nonmonetary fringe benefits
Contingent rewards appreciation, recognition and rewards for good work
Operating conditions operating policies and procedures
Coworkers people who work with the employee
Nature of work job tasks themselves
Communication communication within the organization
Note. Adopted from “Facets from the Job Satisfaction Survey,” by Spector, P. E,
1997, Job satisfaction: application, assessment, cause, and consequences, 97, p.8.
Service employees play a vital role to deliver services to the customers.
Their attitude and behavior at work are very crucial to the successful service industry.
Services are performed for the customer by people or by systems that emphasize the
total customer experience.
Improving the process and service quality of service employees can
increase the overall performance of the organization. Thus, service employees’
satisfaction is studied in the research.
Previous studies have concluded that satisfied front-line employees
perform better than service employees with low satisfaction (Ostroff, 1992) as cited in
Ishaque and Shahzad (2016). Service employees represent the organization to the
customer, which affects a customer’s decisions to purchase or utilize products from the
service industries. The quality of services depends on the attitude of service employees.
If service employees are satisfied with the organization, they will perform extra role
behavior and tend to leave a good impression of the organization on customers (Ishaque
& Shahzad, 2016).
Previous research studies on job satisfaction, particularly on the personal
wellness of front-line employee, indicated that promoting wellness at work can increase
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the positive productivity, performance and organizational commitment. Failing to take
into account the wellness and well-being of employee can be a risk to company
performance. Also, well-being can positively predict the levels of job satisfaction and
performance of service employees. Researchers highlight that irregular shift works,
short breaks, physical job demands, and food choice at work are similar to motivation.
Time, money and conflicting responsibilities are challenges facing low-wage of front-
line employees because these employees in the hospitality industry always confront job
demands and challenges with their physical labor and long working hours (Russell,
2017).
2.4 MASLOW’S HIERARCHY OF NEEDS
The hierarchy of needs was developed by psychologist Abraham Maslow
in the 1940s. Maslow argues that human beings are animals that have a natural desire
to satisfy a given set of needs. Moreover, he also believes that these needs are arranged
in a hierarchy of importance. The foundation of the hierarchy is the most basic needs
(Griffin & Moorehead, 2014).
Figure 2.4
Maslow’s Hierarchy of Needs
Note: Abraham H. Maslow, “A Theory of Human Motivation,” Psychological Review,
1943, vol., 50, pp.374-396. As cited in Robbins and Judge (2017, p. 248).
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Figure 2.4 shows that the needs theory consists of five basic categories of
needs respectively. The most basic needs are physiological needs, which include the
needs for food, sex, and air. Next are security needs. Safety and security refer to
adequate housing, clothing and freedom from worry and fear. Belongingness needs are
primarily social, for example, the need for love, affection and the need to be accepted
by peers. Esteem needs are the need for a positive self-image and self-respect and also
the need to be respected by others. at the top of the hierarchy, self-actualization needs
are a person’s realizing of their potential and becoming all that individual can be. The
three sets of needs at the bottom are called deficiency needs that must be satisfied for
the individual to be fundamentally comfortable. The top two sets of needs are called
growth needs since they focus on personal growth and development. Each need level
must be satisfied before the above level.
Griffin and Moorehead (2014) highlight that in most business contexts,
physiological needs such as adequate wages, facilities, ventilation, and comfortable
temperatures and working conditions are the easiest to measure. Also, security needs in
the companies can be satisfied by job continuity, a reporting system, and an ample
insurance and retirement system to protect against financial loss from illness and to
ensure retirement income. Belongingness needs are satisfied by family and group
relationships both internal and external to the organization. In a working context,
developing friendships can play a major role in satisfying social needs that constitute
the foundation of the social interaction of individuals. Hamilton (2014) emphasizes that
businesses rely on strong interpersonal relationships among coworkers and listening to
employees by supervisory levels is a way of expressing support, which creates a more
open climate and increases employee satisfaction, productivity, morale and
engagement. Job titles, merit pay increases, awards and other forms of recognition are
esteem needs in a firm. To ensure long-term employee motivation, these must be given
equitably and be based on employee performance. The top of the Maslow’s hierarchy
of needs is self-actualization, which is the most difficult to satisfy. People who
completely meet their full potential will move towards self-actualization stage when
they already fulfill the level of esteem needs.
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2.5 PHYSICAL EVIDENCE AND SERVICESCAPE
Bitner (1992) coined the term of servicescape to refer to the physical
surroundings, man-made or built environment in which a service takes place and which
affects both customers and employees.
Hoffman and Bateson (2010) refers to servicescape as the use of physical
evidence to design service environments.
Roy, Mutum, and Nguyen (2017) additionally define servicescape as
opposed to the natural or social environment, which can satisfy people’s need for
emotional support and a sense of community.
Servicescape can provide clues and create an immediate perceptive
impression on the surrounding environment to form beliefs as a basis to infer service
quality (Lee, Wang, & Cai, 2015).
Hoffman and Bateson (2010) divide the role of servicescape into three
broad categories: facility exterior, facility interior and other tangibles. Facility exterior
includes the exterior design, signage, parking, landscaping and the surrounding
environment. The facility interior includes elements such as the interior design,
equipment, layout, air quality, and temperature. Other tangibles that are part of the
firm’s physical evidence include items such as business cards, stationery, billing
statements, reports, employee appearance, uniforms.
To conclude, servicescape can be defined as a non-verbal communication
which affects customers and employees’ beliefs and behavior towards place and service
in a setting.
Zeithaml et al. (2013) categorize the typology of servicescape usage into
three groups. Self-service (customers only) customers perform most of the activities,
for example, ATMs and check-in kiosks at the airport. Remote service (employees
only) involves no or little customer involvement, for example, telecommunications.
Interpersonal services refer to both customers and employees interacting in the
servicescape. They must attract, satisfy and facilitate the activities simultaneously.
Scholars additionally highlight how servicescape affects the nature and quality of their
social interactions. Zeithaml et al. (2013) describes two types of complexity that can
affect the servicescape. Lean environments are simple, have few elements, few spaces
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and few pieces of equipment; meanwhile, elaborate environments are complicated with
many elements and forms.
Servicescapes have a variety of functions and strategically significant
components used in positioning a service company (Hoffman & Bateson, 2010;
Zeithaml et al., 2013). Image or appearance attract the individual perception and
cognitive level by sensory and emotion. The package is similar to stimuli. Image
development especially exterior, interior and other factors in the service context are
crucial for creating an individual’s impression, changing the expectations, purchase
intentions, adding value and after purchase service. Servicescape can provide
information to facilitate the flow of activities, which can enhance or inhibit users’
satisfaction in an airline context, for instance, signs, menus, and safety cards.
Socialization functions convey the respective roles and relationships among employees
and between employees and customers. The aim of the socialization process is to create
a positive and consistent image to the public such as the airline employees’ uniform.
Previous studies showed that uniform usage can identify roles and status, present a
physical symbol, imply a coherent group structure, assist in the perception of
consistency in performance, change as personnel move through the ranks and control
unusual employees (Hoffman & Bateson, 2010). The appearance of personnel and
facilities can also serve as differentiating factors and have a direct impact on how
consumers perceive a firm will handle the service aspects of its business. Differentiation
can also be achieved by utilizing physical evidence to reposition the service firm in the
eyes of its customers. Upgrading the firm’s facilities often upgrades the image of the
firm in the minds of consumers, and may also lead to attracting more desirable market
segments, which further aids in differentiating the firm from its competitors.
2.6 THE GENERAL CONCEPT OF CABIN CREW
Safety and service are the main tasks to be performed for cabin crew
regardless of whether the airline company is a low-cost carrier or full-service carrier.
Most of the duties in the cabin today are the same as they were at the beginning of air
travel but the working conditions have changed dramatically (Ann Bergman, 2015;
Ariffin & Maghzi, 2012). Researchers point out that in the 1960s, air transportation
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served only high-status air travelers. However, in the modern era, aviation has become
a mass transportation form that includes multiple purposes of travel. Therefore, the
duties of cabin crew have evolved due to the influence of the development of aviation,
which consists of the new technology of the aircraft and the competitiveness of low-
cost airlines.
Airline hospitality is defined in the context of the performances of cabin
crew onboard (Nameghi & Ariffin, 2013). Airline cabin service is one of the most
crucial parts of air transportation (BÜLbÜL & ErgÜN, 2017). Airline hospitality is
considered as interpersonal services in which both customers and employees are
involved. (Bitner, 1992, p. 59). According to BÜLbÜL and ErgÜN (2017), cabin crew
are the employees who have the longest interaction with passengers and provide the
main service that customers paid for. Therefore, their performance has a direct effect
on passenger perception of service quality and satisfaction.
The responsibilities of cabin crew can be divided into two main categories.
First, cabin crew play a vital role in ensuring flight safety and security. They are trained
in aircraft emergencies, evacuation procedures, medical care, sales and marketing.
Secondly, cabin crew are trained in customer service and welfare of the passengers,
which includes comfort, meals and drinks. (Belobaba, Odoni, & Barnhart, 2009) Other
responsibilities include providing customer service products such as in-flight
entertainment service, seat arrangements, assistance with boarding and cabin
cleanliness.
Camilleri (2018) point out that in-flight service is heavily emphasized in
airline advertising. It is the feature of the overall airline product that customers associate
with the airline. Therefore, it is of the utmost importance that the airlines’ service is
efficient as possible. Unlike other areas of customer service, this area is the sole
responsibility of airlines. Once the aircraft has taken off, the customer service is under
the airlines’ direct control. Important areas under this heading are: seating, lavatories,
catering, entertainment, the cabin crew’s customer-centric ethos, the provision of
entertainment packs for children, public address system, clear information on onward
flights, Wi-Fi facilities, and the like. As was seen previously, inflight service is
particularly important to the corporate business passenger.
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2.7 PREVIOUS RESEARCH STUDIES
Boontharika (2010) investigated the degree of job satisfaction of Thai
Airways cabin crew to find out the factors influencing their job satisfaction and their
comments and suggestions about their job with quantitative methods. There were 160
respondents. The results revealed the degree of overall job satisfaction of Thai Airways
cabin crew was at a high level. However, work and supervision aspects such as payroll
and promotions had a somewhat low level. Furthermore, respondents had a high degree
of satisfaction with their colleagues. Another main finding of this research was that the
cabin crew was concerned about the problem they faced at work, especially substandard
working equipment, the need for fairer treatment and more benefits from the company.
Maythisa (2005) studied job satisfaction of Thai cabin crew on a Japanese
airline. The aim of the study was to investigate the job satisfaction in six different
aspects, namely, the nature of the job, present pay, promotions, and relationship
between colleagues, supervision and the job in general. The sample size was 50 Thai
cabin crew of Japan Airlines (Bangkok based). The results showed that Thai cabin crew
were satisfied with all aspects except income and promotions.
Rast and Tourani (2012) studied employees’ job satisfaction and the role of
gender differences in the airline industry in Iran. The purpose of this study was to
determine the level of employees’ job satisfaction and to investigate the effect of gender
on job satisfaction. Important factors that had an impact on job satisfaction were
supervision, relationships with co-workers, present pay, nature of work, and
opportunities for promotion. Data for this study was collected from employees of three
private airline companies in Iran. The findings suggested that employees were
moderately satisfied with their job and there was no significant difference between male
and female employees’ job satisfaction.
Torlarp (2009) investigated the factors affecting job satisfaction of
employees in four and five-star hotels in Bangkok, Thailand. A total of 299 employees
were recruited in this study. A self-administration questionnaire was employed. The
results showed that two factors, i.e., nature of work and extrinsic rewards, were found
to significantly influence the overall job satisfaction of 4-5 stars hotel employees.
Moreover, employees in different positions, managerial levels and subordinates
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revealed differences in their job satisfaction with regards to nature of work, extrinsic
rewards, supervisors and communication.
Ann Bergman (2015) studied how an airline company used the labor of a
group of middle-aged cabin attendants in an industry increasingly characterized by
deregulation and competition. Seven female cabin crew between 24 and 30 years of
flying experience participated in this research. The data was collected by in-depth
interviews. The article focused on working conditions and well-being. The analysis
revealed three major facets, namely, intensification of work, vulnerability and aging,
which affect the cabin crew’s experiences and emotions linked to work. The findings
showed that exploitation can decrease positive emotions such as job satisfaction and
commitment and lead to poor working conditions.
Russell (2017) studied employee wellness among non-supervisory, front-
line employees in three Maryland industries. The study aimed to explore the perceptions
of wellness and workplace influences among the variety of employees. A total of 22
employees participated in this research. The data was collected from a focus group. The
findings supported the conceptual framework and suggested the importance of
supportive work environments and that the workplace may positively affect employee
wellness.
Jangsiriwattana (2016) studied the quality of work life of Thai flight
attendants in Thailand using a case study approach. In-depth interviews were conducted
with 10 active flight attendants in one aviation organization in Thailand. The findings
revealed six themes of the quality of work life of Thai flight attendants, including
compensation and benefits, work-life balance, leadership, teamwork, job
meaningfulness, and organizational culture.
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CHAPTER 3
RESEARCH METHODOLOGY
This chapter describes four main areas: (1) participants and sample size, (2)
instrument, (3) data collection, and (4) data analysis.
3.1 PARTICIPANTS AND SAMPLE SIZE
The population in this study was Thai cabin crew currently working in an
international low-cost airline based in Bangkok, Thailand. The sample size of this study
was recruited by the convenince sampling methods. A total of 169 Thai cabin crew of
the sample airline operating international routes based in Bangkok, Thailand was
selected for this study (N = 169).
3.2 INSTRUMENT
This current study was a quantitative one. The questionnaire was generated
and adapted based on the information from the previous literature mainly from
Spector’s Job Satisfaction Survey (JSS) and related research papers. The questionnaire
contained three sections: demographic data of the participants, closed-ended questions
on the 10 factors of job satisfaction influencing the service performance of Thai cabin
crew of an international low-cost airline, and open-ended questions.
3.2.1 Demographic questions
The questionnaire consisted of six checklist questions asking for
demographic data of the participants, namely, gender, age, education level, working
position, total flying experience including previous airlines and average monthly
income. The data of participants was kept confidential and anonymous.
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3.2.2 Closed-ended questions
The closed-ended questions consisted of 47 questions on factors
influencing the job satisfaction with 10 aspects using a five-point Likert scale and the
checklist answers. It can be categorized into ten components as follows:
Table 3.2.2
Components of the Factors Influencing the Job Satisfaction with 10 Aspects
Facet Description
Pay Satisfaction with present pay
Promotion Satisfaction with promotion opportunities
Supervision Satisfaction with the immediate supervisor
Fringe Benefits Satisfaction with fringe benefits
Contingent rewards Satisfaction with rewards (not necessarily
monetary) given for good performance
Operating conditions Satisfaction with rules and procedures
Coworkers Satisfaction with coworkers
Nature of work Satisfaction with the type of work done
Communication Satisfaction with communication within
organization
Physical evidence of the cabin Satisfaction with servicescape of the cabin
The five-point Likert scale was calculated and interpreted into the
degree of job satisfaction according to the following formula:
Interval = the highest score – the lowest score
Number of interval
For this reason, the interval scale in this research was:
Interval = = 0.8
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The ranges of the five levels of the frequency are presented in the
table below:
Table 3.2.3
Rating Scale of Job Satisfaction and Interpretation
3.2.3 Open-ended questions
In this section, the participants were able to add opinions and
suggestions for each factor.
3.2.4 Pilot
Table 3.2.4 reports on the reliability of the questionnaire, which was
determined to ensure that the responses collected through the instrument were reliable
and consistent. The questionnaire was piloted with 30 Thai cabin crew that were not in
the sample group. Cronbach’s Alpha Coefficient was analyzed. George and Mallery
(2010) illustrated the value of Cronbach’s Alpha Coefficient as follows: ≥ 0.9 =
Excellent, ≥ 0.8 = Good, ≥ 0.7= Acceptable, ≥ 0.6 = Questionable, ≥ 0.5 = Poor, and ≤
Interval score Ordinal Scale Interpretation
4.21 – 5.00
3.41 – 4.20
2.61 – 3.40
1.81 – 2.60
1.00 – 1.80
5
4
3
2
1
Extremely satisfied
Slightly satisfied
Moderately satisfied
Slightly not satisfied
Extremely not satisfied
Table 3.2.4
Reliability of the Questionnaire
Question Cronbach’s Alpha N of Items
Factors influencing job
satisfaction
.974 74
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0.5 = Unacceptable. Therefore, all factors had Cronbach’s Alpha coefficient with a
cutoff value of 0.70, which was used to indicate the acceptable reliability. Table 3.2.4
indicates that Cronbach alphas for Reliability of questionnaire were .974 indicated that
the scales were acceptable.
3.2.5 Validity of the questionnaire
The Item-Objective Congruence (IOC) was used to evaluate the items
of the questionnaire based on the scoring range from -1 to +1 as shown in the following
table:
Table 3.2.5
The Interpretation of the IOC Scores
Score Interpretation
+1
0
-1
Congruent
Questionable
Incongruent
Five experts were invited to make suggestions and improve the content
validity and wording of the questionnaire. The experts consisted of specialists in
English language, hotel and tourism, and services marketing. Each questionnaire was
corrected and adjusted in accordance with the comments and recommendations made
by the advisory committee. Items that had scores greater than or equal to 0.67 were kept
unchanged. On the other hand, the items that had scores lower than 0.33 were revised.
3.3 DATA COLLECTION
After the pilot testing and all necessary modifications of the questionnaire
were implemented based on the comments of the thesis advisory commitee, the survey
was conducted to collect the data of the participants. The online self-administered
questionnaire by Google forms was distributed to the 169 participants (N = 169) by the
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company email address. The response rate was set at 65%. The 124 questionnaires were
completely returned. (n = 124). The duration for data collection was from May - June
2018.
3.4 DATA ANALYSIS
After the researcher had gathered the completed questionnaires from
participants, the data were statistically analyzed by the Statistical Package for the Social
Sciences program (SPSS) version 24 into two aspects:
3.4.1 Descriptive statistics
The data was processed for descriptive statistics. The means were
calculated to determine the central tendency of the demographic data of participants
namely, frequency, percentage, mean, and standard deviation, respectively.
3.4.2 Inferential statistics
Independent-samples T-test, a one-way analysis of variance (One-way
ANOVA) and Tukey HSD post hoc test were employed in order to investigate if there
was a relationship between the participant’s demographic data, namely, gender, age,
education, working position, total flying experience includeing previous airlines and
average monthly income, respectively and the overall job satisfaction of a low-cost
airline. The mean difference was significant at less or equal 0.05 level (p ≤ .05).
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CHAPTER 4
DATA ANALYSIS
This chapter reports the results of the questionnaire divided into five parts:
(1) demographic data of the participants, (2) degree of job satisfaction of participants
towards factors influencing service performance (3) the top five highest/lowest mean
scores of job satisfaction, (4) overall job satisfaction of cabin crew member of an
international low-cost airline, and (5) relationship between the participants’
demographic data and overall job satisfaction. The data was obtained from 124
participants (n = 124). The study was conducted during May - June 2018.
4.1 DEMOGRAPHIC DATA OF THE PARTICIPANTS
Table 4.1
Demographic Data of the Participants
Demographic data Frequency Percent
Gender
Males 50 40.3
Females 74 59.7
Total 124 100
Age
25-34 years old 75 60.5
35-44 years old 35 28.2
45 years old or higher 14 11.3
Total 124 100
Education
Bachelor's degree 84 67.7
Master's degree 40 32.3
Total 124 100
Working position
Cabin crew 67 54.0
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Table 4.1
Demographic Data of the Participants (Cont.)
Demographic data Frequency Percent
Purser 26 21.0
Cabin crew supervisor 25 20.2
Cabin crew instructor 6 4.8
Total 124 100
Total flying experience including previous airlines
4-6 years 41 33.1
7-9 years 31 25.0
10 years or above 52 41.9
Total 124 100
Average monthly income
40,001-80,000 baht 103 83.1
80,001-120,000 baht 21 16.9
Total 124 100
Table 4.1 shows the frequency and percentage of participants. Out of 124
participants (n = 124), 50 participants (n = 50) were male at 40.3% and 74 participants
(n = 74) were female at 59.7%. The largest group of participants was aged between 25-
34 years old (n = 75), accounting for 60.5% followed by age 35-44 years (n = 35) at
28.2%, age 45 years old or higher (n = 11.3) at 11.3%, respectively. The majority of the
participants educational background were bachelor’s degrees (n = 84) at 67.7%
followed by master’s degrees (n = 40) at 32.3%. Most of the participants were cabin
crew (n = 67) at 54%, followed by purser (n = 26) at 21%, cabin supervisor (n = 25) at
20.2%, and cabin crew instructor (n = 6) at 4.8%, respectively. The total flying
experience including previous airlines of participants was 4-6 years (n = 41) at 33.1%
followed by 7-9 years (n = 31) at 25%, and 10 years or above were (n = 52) at 41.9%,
respectively. The average monthly income of the majority of participants was 40,001-
80,000 baht at 83.1% (n = 103), followed by participants earning 80,001-120,000 baht
at 16.9% (n = 21).
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4.2 DESCRIPTIVE STATISTICS OF JOB SATISFACTION OF
PARTICIPANTS TOWARDS FACTORS INFLUENCING SERVICE
PERFORMANCE
4.2.1 Pay
Table 4.2.1
Job Satisfaction towards Pay
Question N Mean Std. Deviation Interpretation
Base salary is appropriate. 124 2.49 1.123 Slightly not
satisfied
Per diem is appropriate. 124 3.94 .961 Slightly satisfied
Flight duty allowance is
appropriate.
124 1.73 .955 Extremely not
satisfied
Uniform laundry is
appropriate.
124 3.65 1.106 Slightly satisfied
Transportation allowance is
appropriate.
124 4.25 .925 Extremely
satisfied
I am satisfied when I get
paid for working on a day
off/holiday/vacation leave.
124 2.74 1.535 Moderately
satisfied
I am satisfied with
reimbursement for other
expenses related to work.
(e.g. phone bills, bag repair,
travel document fees etc.)
124 4.23 1.029 Extremely
satisfied
Table 4.2.1 shows the descriptive statistics of job satisfaction of
participants towards pay with the highest/lowest items of job satisfaction. The
highest/lowest means were item “Transportation allowance is appropriate” (M = 4.25,
SD = .925), followed by “I am satisfied with reimbursement for other expenses related
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to work” (M = 4.23, SD = 1.029), and “Per diem is appropriate” (M = 3.94, SD = .961),
respectively. The lowest mean was item “Flight duty allowance is appropriate” (M =
1.73, SD = .955).
4.2.2 Promotion
Table 4.2.2
Job Satisfaction towards Promotion
Question N Mean Std. Deviation Interpretation
I am offered an equal
chance to get promoted to a
higher position.
124 3.19 1.254 Moderately
satisfied
Table 4.2.2 shows the descriptive statistics of job satisfaction of
participants towards promotion. The mean of the questionnaire item was 3.19 (SD =
1.254).
4.2.3 Supervision
Table 4.2.3
Job Satisfaction towards Supervision
Question N Mean Std. Deviation Interpretation
My purser shows his/her
subordinates that he/she
cares about their feelings.
124 4.02 .584 Slightly satisfied
My purser respects my
views and ideas.
124 4.06 .773 Slightly satisfied
My purser is approachable. 124 4.31 .667 Extremely
satisfied
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Table 4.2.3 shows the descriptive statistics of job satisfaction of
participants towards supervision with the highest/lowest items of job satisfaction. The
highest/lowest means were “My purser is approachable” (M = 4.31, SD = .677),
followed by “My purser respects my views and ideas” (M = 4.06, SD = .733), and the
lowest mean was item “My purser shows his/her subordinates that he/she cares about
their feelings” (M = 4.02, SD = .584), respectively.
4.2.4 Fringe benefits
Table 4.2.4
Job Satisfaction towards Fringe Benefits
Question N Mean Std. Deviation Interpretation
I am satisfied with the
number of annual vacation
days.
124 4.20 .846 Extremely
satisfied
I am satisfied with the
benefits I gain (e.g. dental
care, health checkups).
124 3.01 1.101 Moderately
satisfied
I am satisfied with health
and accident insurance
provided by the company.
124 3.74 .962 Slightly satisfied
I am satisfied with the
property insurance provided
by the company.
124 3.38 .925 Moderately
satisfied
I am satisfied with the
pension plan provided by
the company.
124 1.77 1.154 Extremely not
satisfied
I am satisfied with
recreational activities for
the staff provided by the
company.
124 2.53 .923 Slightly not
satisfied
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Table 4.2.4
Job Satisfaction towards Fringe Benefits (Cont.)
The benefit package I have
from the company is fair.
124 2.79 1.121 Moderately
satisfied
Table 4.2.4 shows the descriptive statistics of job satisfaction of
participants towards fringe benefits with the highest/lowest items of job satisfaction.
The highest/lowest means were item “I am satisfied with the number of annual vacation
days” (M = 4.20, SD = .846), followed by “I am satisfied with health and accident
insurance provided by the company” (M = 3.74, SD = .962), and “I am satisfied with
the property insurance provided by the company” (M = 3.38, SD = .925), respectively.
The lowest mean was item “I am satisfied with the pension plan provided by the
company” (M = 1.77, SD = 1.154).
4.2.5 Contingent rewards
Table 4.2.5
Job Satisfaction towards Contingent Rewards
Question N Mean Std. Deviation Interpretation
Cabin crew members are
normally rewarded when
performing well in their
jobs.
124 2.42 1.029 Slightly not
satisfied
Annual salary increase is
appropriate.
124 1.77 1.280 Extremely not
satisfied
I am satisfied with the
annual bonus.
124 2.06 1.062 Slightly not
satisfied
I think my efforts are
rewarded appropriately.
124 2.35 1.141 Slightly not
satisfied
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Table 4.2.5 shows the descriptive statistics of job satisfaction of
participants towards contingent rewards with the highest/lowest items of job
satisfaction. The highest/lowest means were item “cabin crew members are normally
rewarded when performing well in their jobs” (M = 2.42, SD = 1.029), followed by “I
think my efforts are rewarded appropriately” (M = 2.35, SD = 1.141), and “I am
satisfied with the annual bonus” (M = 2.06, SD = 1.062), respectively. The lowest mean
was item “Annual salary increase is appropriate” (M = 1.77, SD = 1.280).
4.2.6 Operating conditions
Table 4.2.6
Job Satisfaction towards Operating Conditions
Question N Mean Std. Deviation Interpretation
In-flight service procedures
are effective.
124 2.06 1.023 Slightly not
satisfied
Rules and procedures make
me perform better in my
job.
124 3.20 1.223 Moderately
satisfied
In-flight service
duration/time is appropriate
for me to perform
effectively.
124 3.38 .907 Moderately
satisfied
In each flight, the amount of
work assigned to me is
appropriate.
124 3.35 .988 Moderately
satisfied
Table 4.2.6 shows the descriptive statistics of job satisfaction of
participants towards the operating conditions with the highest/lowest items of job
satisfaction. The highest/lowest means were item “In-flight service duration/time is
appropriate for me to perform effectively” (M = 3.38, SD = .907), followed by “In each
flight, the amount of work assigned to me is appropriate” (M = 3.35, SD = .988), and
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“Rules and procedures make me perform better in my job” (M = 3.20, SD = 1.233),
respectively. The lowest mean was item “In-flight service procedures are effective” (M
= 2.06, SD = 1.023).
4.2.7 Coworkers
Table 4.2.7
Job Satisfaction towards Coworkers
Question N Mean Std. Deviation Interpretation
The cooperation among the
colleagues at work is
effective.
124 4.20 .732 Extremely
satisfied
My colleagues are willing
to listen to my problems at
work.
124 4.28 .705 Extremely
satisfied
Table 4.2.7 shows the descriptive statistics of job satisfaction of
participants towards coworkers with the highest/lowest items of job satisfaction. The
highest mean was item “My colleagues are willing to listen to my problems at work.”
(M = 4.28, SD = .705). The lowest mean was item “The cooperation among the
colleagues at work is effective” (M = 4.20, SD = .732).
4.2.8 Nature of work
Table 4.2.8
Job Satisfaction towards Nature of Work
Question N Mean Std. Deviation Interpretation
I am satisfied when I sell
food and beverages on
board.
124 3.32 .942 Moderately
satisfied
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Table 4.2.8
Job Satisfaction towards Nature of Work (Cont.)
My job involves the use of
complex equipment and
technology on board.
124 3.66 .835 Slightly satisfied
My job requires very
specialized knowledge and
skills.
124 3.56 1.170 Slightly satisfied
I feel a sense of pride in
doing my job as a cabin
crew member.
124 4.39 .751 Extremely
satisfied
Table 4.2.8 shows the descriptive statistics of job satisfaction of
participants towards the operating conditions with the highest/lowest items of job
satisfaction. The highest/lowest means were item “I feel a sense of pride in doing my
job as a cabin crew member” (M = 4.39, SD = .751), followed by “My job involves the
use of complex equipment and technology on board” (M = 3.66, SD = .835), and “My
job requires very specialized knowledge and skills” (M = 3.56, SD = 1.170),
respectively. The lowest mean was item “I am satisfied when I sell food and beverages
on board” (M = 3.32, SD = .942).
4.2.9 Communication
Table 4.2.9
Job Satisfaction towards Communication
Question N Mean Std. Deviation Interpretation
I am satisfied with the
information given to me by
organization.
124 3.45 .931 Slightly satisfied
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Table 4.2.9
Job Satisfaction towards Communication (Cont.)
The information about
assignments, duties, and
tasks for each flight is fully
explained.
124 3.72 .992 Slightly satisfied
As a team member, it is my
duty to report to my
supervisor (e.g. customer
complaints).
124 4.11 .947 Slightly satisfied
I am satisfied with the
airline's reporting system
and communication
technology, which is
supposed to facilitate my
job.
124 3.89 .947 Slightly satisfied
Table 4.2.9 shows the descriptive statistics of job satisfaction of
participants towards communication with the highest/lowest items of job satisfaction.
The highest/lowest means were item “As a team member, it is my duty to report to my
supervisor (e.g. customer complaints)” (M = 4.11, SD = .947), followed by “I am
satisfied with the airline's reporting system and communication technology, which is
supposed to facilitate my job” (M = 3.89, SD = .947), and “The information about
assignments, duties, and tasks for each flight is fully explained” (M = 3.72, SD = .992),
respectively. The lowest mean was item “I am satisfied with the information given to
me by organization” (M = 3.45, SD = .931).
4.2.10 Physical evidence of the cabin
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Table 4.2.10
Job Satisfaction towards Physical Evidence of the Cabin
Question N Mean Std. Deviation Interpretation
The service equipment used
on board is appropriate.
124 3.45 1.031 Slightly satisfied
The physical facilities (e.g.
toilets, signs) in the cabin
are appropriate.
124 4.12 .802 Slightly satisfied
Temperature and humidity
in the cabin is appropriate.
124 4.13 .806 Slightly satisfied
The interior design of the
aircraft is attractive.
124 4.08 .925 Slightly satisfied
The color and light in the
cabin can enhance my work
performance.
124 4.09 .954 Slightly satisfied
The boarding music in the
cabin can enhance my work
performance.
124 3.56 1.270 Slightly satisfied
The public announcements
in the cabin are appropriate
124 3.57 1.127 Slightly satisfied
The storage layout can
enhance my work
performance.
124 3.34 1.337 Moderately
satisfied
Table 4.2.10 shows the descriptive statistics of job satisfaction of
participants towards physical evidence of the cabin with the highest/lowest items of job
satisfaction. The highest/lowest means were item “Temperature and humidity in the
cabin is appropriate” (M = 4.13, SD = .806), followed by “The physical facilities (e.g.
toilets, signs) in the cabin are appropriate” (M = 4.12, SD = .802), and “The color and
light in the cabin can enhance my work performance” (M = 4.09, SD = .954),
respectively. The lowest mean was item “The storage layout can enhance my work
performance” (M = 3.34, SD = .1.337).
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4.3 THE TOP 5 HIGHEST/LOWEST MEAN SCORES OF JOB
SATISFACTION
Figure 4.3.1
The Top 5 Highest by Mean Scores of Job Satisfaction
Figure 4.3.1 illustrates the top 5 highest mean scores of job satisfaction.
Item “I feel a sense of pride in doing my job as a cabin crew member” had a mean of
4.39 (SD = .925) followed by “My purser is approachable) at 4.31 (SD = .667), “My
colleagues are willing to listen to my problems at work” at 4.28 (SD = .705),
“Transportation allowance was appropriate” at 4.25 (SD = .925) and “I am satisfied
with reimbursement for other expenses related to work. (e.g. phone bills, bag repair,
travel document fees, etc.)” at 4.23 (SD = 1.029), respectively.
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Figure 4.3.2
The Top 5 Lowest by Mean Scores of Job Satisfaction
Figure 4.3.2 illustrates the top 5 lowest mean scores of job satisfaction. Item
“Flight duty allowance is appropriate” had the lowest mean at 1.73 (SD = .955),
followed by “I am satisfied with the pension plan provided by the company” at 1.77
(SD = 1.154). “Annual salary increase is appropriate” at 1.77 (SD = 1.280), “I am
satisfied with the annual bonus” at 2.06 (SD = 1.062), and “In-flight service procedure
are effective” at 2.06 (SD = 1.023), respectively.
4.4 DESCRIPTIVE STATISTICS OF OVERALL JOB SATISFACTION OF
CABIN CREW MEMBERS AT AN INTERNATIONAL LOW-COST
AIRLINE
Table 4.4
Overall Job Satisfaction of Participants
Question N Mean Std. Deviation Interpretation
Please rate your overall job
satisfaction towards service
performance as a cabin
crew of this airline.
124 4.15 .612 Slightly satisfied
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Table 4.4 shows the descriptive statistics of job satisfaction of participants
towards overall job satisfaction as a cabin crew member. The mean of the questionnaire
item was 4.15 (SD = .612).
4.5 RELATIONSHIP BETWEEN DEMOGRAPHIC DATA OF THAI CABIN
CREW AND OVERALL JOB SATISFACTION AT AN INTERNATIONAL
LOW-COST AIRLINE
The purpose of this study was to investigate if there was a relationship
between the participants’ demographic data and overall job satisfaction at an
international low-cost airline. In order to determine if the demographic differences of
participants influenced overall job satisfaction, an independent-samples T-test was
utilized to compare gender, education level, average monthly income variables and the
analysis of variance (One-way ANOVA) was employed to compare the difference
among variables equal or more than three groups, namely, age, working position and
total flying experience including previous airlines, respectively.
4.5.1 Gender of participants and overall job satisfaction at an
international low-cost airline
Research question 1: Does the gender of participants affect overall
job satisfaction at an international low-cost airline.
Table 4.5.1
Independent Samples Test of Gender
Gender Mean Std.
Deviation
t df Sig. (2-
tailed)*
Male 4.28 .607 1.916 122 .058
Female 4.07 .604
*p ≤ .05, n = 124
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Table 4.5.1 shows the independent samples t-test that was conducted to
compare the overall job satisfaction based on gender. There was no significant
difference in the scores for males (M = 4.28, SD = .607) and females (M = 4.07, SD =
.604) conditions; t(1.916) = 122, p = .058. The result indicated that there is no
statistically significant based on the gender of participants on overall job satisfaction of
an international low-cost airline.
4.5.2 Age of participants and overall job satisfaction at an
international low-cost airline
Research question 2: Does the age of participants affect overall job
satisfaction at an international low-cost airline.
Table 4.5.2.1
Descriptive Statistics of Age
Age Mean Std. Deviation
25-34 years old 4.35 .533
35-44 years old 3.74 .657
45 years old or higher 4.14 .363
Total 4.15 .612
Table 4.5.2.1 shows descriptive statistics of age. The results indicated the
mean of 25-34 years old condition was 4.35 (SD = .533), 35-44 years old condition was
3.74 (SD = .6.57) and age 45 years old or higher condition was 4.14 (SD = .363),
respectively.
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Table 4.5.2.2
ANOVA of Age
*p ≤ .05, n = 124
Table 4.5.2.2 shows a one-way analysis of variance indicated that there was
a significant difference in terms of the age of participants among 25-34 years old
condition, 35-44 years old condition and age 45 years old or higher condition; F(2,121)
= 14.082, p = .00.
Table 4.5.2.3
Multi Comparisons of Age
(I) Work position (J) Work position Mean
Difference
(I-J)
Std.
Error
Sig.* 95% Confidence
Interval
Lower
Bound
Upper
Bound
25-34 years old 35-44 years old .604* .114 .000 .33 .87
45 years old or
higher
.204 .162 .421 -.18 .59
35-44 years old 25-34 years old -.604* .114 .000 -.87 -.33
45 years old or
higher
-.400 .176 .063 -.82 .02
45 years old or
higher
25-34 years old -.204 .162 .421 -.59 .18
35-44 years old .400 .176 .063 -.02 .82
*p ≤ .05, n = 124, Tukey HSD
Table 4.5.2.3 shows post hoc comparisons using the Tukey HSD test
indicated that the mean scores for age 25-34 years old condition were significantly
df F Sig.*
Between Groups 2 14.082 .000
Within Groups 121
Total 123
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different than age 35-44 years old condition, p = .00, whereas age 45 years old or higher
condition did not differ from each other significantly.
4.5.3 Education of participants and overall job satisfaction at an
international low-cost airline
Research question 3: Does the education of participants affect overall
job satisfaction at an international low-cost airline.
Table 4.5.3
Independent Samples Test of Education
Education Mean Std.
Deviation
t df Sig. (2-
tailed)*
Bachelor's degree 4.14 .697 -.272 122 .786
Master's degree 4.18 .385
*p ≤ .05, n = 124
Table 4.5.3 shows an independent samples t-test that was conducted to
compare the overall job satisfaction in terms of educational conditions. There was no a
significant difference in the scores for bachelor’s degree (M = 4.14, SD = .697) and
master’s degree (M = 4.18, SD = .385) conditions; t(-.272) = 122, p = .786). The results
indicated that there was no statistically significant difference with regard to the
education of participants and the effect on overall job satisfaction at an international
low-cost airline.
4.5.4 Work position of participants and overall job satisfaction at an
international low-cost airline
Research question 4: Does the working position of participants affect
overall job satisfaction at an international low-cost airline.
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Table 4.5.4.1
Description of Working Position
Mean Std. Deviation
cabin crew 4.18 .490
purser 4.08 .744
cabin crew supervisor 4.20 .816
cabin crew instructor 4.00 .000
Total 4.15 .612
Table 4.5.4.1 shows descriptive statistics of working position, the results
indicated the mean of cabin crew condition was 4.18 (SD = .490), purser condition was
4.08 (SD = .744), cabin crew supervisor condition was 4.20 (SD = .816), and cabin crew
instructor condition was 4.00 (SD = .000), respectively.
Table 4.5.4.2
ANOVA of Working Position
df F Sig.*
Between Groups 3 .343 .794
Within Groups 120
Total 123
*p ≤ .05, n = 124
Table 4.5.4.2 shows a one-way ANOVA that was conducted to compare
the difference among working position of participants classified by the four groups
namely, cabin crew, purser, cabin crew supervisor, and cabin crew instructor. There
was no significantly difference with regard to the working position and the effect to
overall job satisfaction at the p < .05 level; F(3,131) = .343, p = .794. The result
indicated that there was no statistically significant difference with respect to working
position of participants and its effect to overall job satisfaction at an international low-
cost airline.
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4.5.5 Total flying experience including previous airlines of
participants and overall job satisfaction at an international low-cost airline
Research question 5: Does total flying experience including previous
airlines of participants affect overall job satisfaction at an international low-cost airline.
Table 4.5.5.1
Descriptive Statistics of Total Flying Experience Including Previous Airlines
Mean Std. Deviation
4-6 years 4.27 .549
7-9 years 4.19 .402
10 years or above 4.04 .740
Total 4.15 .612
Table 4.5.5.1 shows descriptive statistics of total flying experience
including previous airlines. The results indicated the mean of 4-6 years condition was
4.27 (SD = .549), 7-9 years condition was 4.19 (SD = .402), and 10 years or above
condition was 4.04 (SD = .612), respectively.
Table 4.5.5.2
ANOVA of Total Flying Experience Includes Previous Airlines
df F Sig.*
Between Groups 2 1.726 .182
Within Groups 121
Total 123
*p ≤ .05, n = 124
Table 4.5.5.2 presents a one-way analysis of variance indicated that there
was no significant difference in total flying experience including previous airlines of
participants among the 4-6 years condition, 7-9 years condition, and 10 years or above
condition; F(2,121) = 1.726, p = .182. The results indicated that there was no
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statistically significant difference among total flying experience including previous
airlines of participants and its effect to overall job satisfaction at an international low-
cost airline.
4.5.6 Average monthly income of participants and overall job
satisfaction at an international low-cost airline
Research question 6: Does average monthly income of participants
affect overall job satisfaction at an international low-cost airline.
Table 4.5.6
Independent Samples Test of Average Monthly Income
Average monthly income Mean Std. Deviation t df Sig. (2-tailed)*
40,001-80,000 baht 4.14 .611 -.696 122 .488
80,001-120,000 baht 4.24 .625
*p ≤ .05, n = 124
Table 4.5.6 shows an independent samples t-test that was conducted
to compare the overall job satisfaction in average monthly income conditions. There
was no significant difference in the scores for the 40,001-80,000 baht (M = 4.14, SD =
.611) and 80,001-120,000 baht (M = 4.24, SD = .625) conditions; t(-.696) = 122, p =
.488. The results indicated that there was no statistically significant difference between
average monthly income of participants and its effect to overall job satisfaction at an
international low-cost airline.
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CHAPTER 5
CONCLUSION, DISCUSSIONS AND RECOMMENDATIONS
This chapter consists of (1) conclusion of a study (2) discussions of a
findings, and (3) recommendations for further research.
5.1 CONCLUSION OF THE STUDY
The aim of the current study was to (1) examine ten factors of job
satisfaction, namely, pay, promotion, supervision, fringe benefits, contingents rewards,
operating conditions, coworkers, nature of work, communication, and physical
evidence of the cabin, that influence the service performance of Thai cabin crew at an
international low-cost airline. (2) investigate the relationship of demographics on
overall job satisfaction. The self-administrative online questionnaires thru Google form
were distributed to participants during May - June 2018. The response rate was 65%.
By the end of the survey period, data had been completely returned by 124 participants
(n = 124).
5.1.1 Demographic data of the participants
This section of the questionnaire required participants to give
information on demographic questions. Out of 124 participants (n = 124), 50
participants (n = 50) were male at 40.3% and 74 participants (n = 74) were female at
59.7%. The largest group of participants were aged between 25-34 years old (n=75),
accounting for 60.5% followed by age 35-44 years (n = 35) at 28.2%, age 45 years old
or higher (n = 11.3) at 11.3%, respectively. The majority of the participants’ educational
background was bachelor’s degree (n = 84) at 67.7% followed by master’s degree (n =
40) at 32.3%. The most of the participants were cabin crew (n = 67) at 54%, followed
by purser (n = 26) at 21%, cabin crew supervisor (n = 25) at 20.2%, and cabin crew
instructor (n = 6) at 4.8%, respectively. The majority of total flying experience
including previous airlines of participants was 10 years or above (n = 52) at 41.9%,
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followed by 4-6 years (n = 41) at 33.1%, and 7-9 years (n = 31) at 25%, respectively.
The average monthly income of participants was 40,001-80,000 baht at 83.1% (n =
103), followed by participants earning 80,001-120,000 baht at 16.9% (n = 21),
respectively.
5.1.2 Degree of job satisfaction of participants towards factors
influencing service performance
This section of the questionnaire required participants to give
information on ten factors of job satisfaction at an international low-cost airline,
namely, pay, promotion, supervision, fringe benefits, contingent rewards, operating
conditions, coworkers, nature of work, communication, and physical evidence of the
cabin.
First, job satisfaction of participants towards pay, item
“Transportation allowance is appropriate” was extremely satisfactory (M = 4.25, SD =
.925), followed by item “I am satisfied with reimbursement for other expenses related
to work”, which was moderately satisfactory (M =4.23, SD = 1.029), and item “Per
diem is appropriate” was slightly satisfactory (M =3.94, SD = .961), respectively. On
the contrary, item “Flight duty allowance is appropriate” was extremely unsatisfactory
(M = 1.73, SD = .955).
In response to job satisfaction of participants towards promotion, the
overall response to this question was moderately satisfied (M = 3.19, SD = 1.254).
The overall response job satisfaction towards supervision was
positive, namely, item “My purser is approachable” was extremely satisfactory (M =
4.31, SD = .677), followed by item “My purser respects my views and ideas” was
slightly satisfactory (M = 4.06, SD = .733), and item “My purser shows his/her
subordinates that he/she cares about their feelings” was slightly satisfactory (M = 4.02,
SD = .584), respectively.
For job satisfaction of participants towards fringe benefits, item “I am
satisfied with the number of annual vacation days” was extremely satisfactory (M =
4.20, SD = .846), followed by “I am satisfied with health and accident insurance
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provided by the company” was slightly satisfactory (M = 3.74, SD = .962), and “I am
satisfied with the property insurance provided by the company” was moderately
satisfactory (M = 3.38, SD = .925), respectively. On the other hand, item “I am satisfied
with the pension plan provided by the company” was extremely unsatisfactory (M =
1.77, SD = 1.154).
For job satisfaction of participants towards contingent rewards, the
overall response to this section was lower means: Item “cabin crew members are
normally rewarded when performing well in their jobs” (M = 2.42, SD = 1.029),
followed by “I think my efforts are rewarded appropriately” (M = 2.35, SD = 1.141),
and “I am satisfied with the annual bonus” (M = 2.06, SD = 1.062), respectively. The
lowest mean score was item “Annual increase of salary is appropriate” (M = 1.77, SD
= 1.280).
For job satisfaction of participants towards operating conditions, the
total number of responses indicated moderate satisfaction: item “In-flight service
duration/time is appropriate for me to perform effectively” (M = 3.38, SD = .907),
followed by “In each flight, the amount of work assigned to me is appropriate” (M =
3.35, SD = .988), item “Rules and procedures make me perform better in my job” (M
= 3.20, SD = 1.233), and item “In-flight service procedures are effective” (M = 2.06,
SD = 1.023), respectively.
For job satisfaction of participants towards coworkers, the results
were extremely satisfied: item “My colleagues are willing to listen to my problems at
work.” (M = 4.28, SD = .705), and item “The cooperation among the colleagues at work
is effective” (M = 4.20, SD = .732).
For job satisfaction of participants towards the nature of work, the
majority of those who responded to this section felt optimistic: item “I feel a sense of
pride in doing my job as a cabin crew member” (M = 4.39, SD = .751), followed by
“My job involves the use of complex equipment and technology onboard” (M = 3.66,
SD = .835), and “My job requires very specialized knowledge and skills” (M = 3.56,
SD = 1.170), and item “I am satisfied when I sell food and beverages onboard” (M =
3.32, SD = .942), respectively.
For job satisfaction of participants towards communication, the
overall response to this section was slightly satisfied: item “As a team member, it is my
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duty to report to my supervisor (e.g. customer complaints)” (M = 4.11, SD = .947),
followed by “I am satisfied with the airline's reporting system and communication
technology, which is supposed to facilitate my job” (M = 3.89, SD = .947), item “The
information about assignments, duties, and tasks for each flight is fully explained” (M
= 3.72, SD = .992), and item “I am satisfied with the information given to me by
organization” (M = 3.45, SD = .931), respectively.
Lastly, regarding job satisfaction of participants towards physical
evidence of the cabin, the majority of respondents felt slightly satisfied: item
“Temperature and humidity in the cabin is appropriate” (M = 4.13, SD = .806), followed
by “The physical facilities (e.g. toilets, signs) in the cabin are appropriate” (M = 4.12,
SD = .802), and item “The color and light in the cabin can enhance my work
performance” (M = 4.09, SD = .954), respectively. Only item “The storage layout can
enhance my work performance” (M = 3.34, SD = .1.337) indicated moderate
satisfaction.
5.1.3 Relationship between demographic data of Thai cabin crew and
overall job satisfaction at an international low-cost airline
There was no statistically significant difference with respect to
gender and overall job satisfaction at an international low-cost airline (p = .058).
There was a statistically significant difference with respect to the age
of participants among 25-34 years old condition, and the 35-44 years old condition (p
= .00), whereas the age 45 years old or higher condition did not show a significant
difference.
There was no statistically significant difference with respect to the
education of participants and its effect on overall job satisfaction at an international
low-cost airline (p = .786).
There was no statistically significant difference with respect to the
working position of participants and its effect on overall job satisfaction at an
international low-cost airline (p = .794).
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There was no statistically significant difference with respect to total
flying experience including previous airlines of participants and its effect to overall job
satisfaction of an international low-cost airline (p = .182).
There was no statistically significant difference with respect to the
average monthly income of participants and its effect on overall job satisfaction at an
international low-cost airline (p = .488).
5.2 DISCUSSIONS OF THE FINDINGS
This study has gone some way towards understanding gaining the
knowledge about Thai cabin crew and overall job satisfaction at an international low-
cost airline. The results suggest that the Thai cabin crew at an international low-cost
airline were most satisfied with the nature of work, especially having a sense of pride
in doing their job as a cabin crew member, whereas overall job satisfaction towards
service performance as a cabin crew member showed slight satisfaction. These results
match those of earlier studies. Maythisa (2005) showed that most Thai cabin crew of
Japan airlines were optimistic about the nature of the job. Boontharika (2010) indicated
that most of Thai airways cabin crew were proud to be cabin crew and Torlarp (2009)
determined that the nature of work and extrinsic rewards significantly influenced
overall job satisfaction of 4-5 stars hotel employees in Bangkok.
These results are consistent with those of other studies and suggest that
supervision and coworkers were significantly positive factors that can influence job
satisfaction of Thai cabin crew at an international low-cost airline. The findings further
support Maythisa (2005) conclusion that Thai cabin crew of Japan airlines were
satisfied with their present job in terms of supervision and Boontharika (2010) findings
on the relationships with colleagues and supervisors of Thai airways cabin crew being
at a high level of satisfaction due to the nature of in-flight services and teamwork.
On the contrary, the flight duty allowance, pension plan, annual salary
increases, the annual bonus, and in-flight service procedures showed low job
satisfaction. The current findings are consistent with previous research. For instance,
Maythisa (2005) revealed that Thai cabin crew were not satisfied with their total salary,
and Boontharika (2010) showed that total salary had at low level of job satisfaction.
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This research also found that there was no relationship between overall job
satisfaction and socio-demographic characteristics, with only the age condition among
Thai cabin crew showing a statistically significant difference. However, for other socio-
demographic factors of Thai cabin crew at an international low-cost airline, there was
no statistically significant difference with regard to gender, education, working
position, total flying experience including previous airlines, and average monthly
income.
For the managerial implications from the open-ended section, the
managerial levels should focus on conducting internal marketing surveys with service
employees to find the underlying needs to fulfill their job satisfaction and increase the
level of job engagement. This finding also corroborates the ideas of the Maslow’s
hierarchy of needs, namely, physiological, security, belongingness, esteem, and self-
actualization needs provided by the organization. The physiological needs cover the
area of present pay, workplace facilities. The security needs cover compensation,
benefits and social welfare; belonging needs cover collaboration among coworkers,
superiors, morale support and internal communication; and the esteem needs cover
promotion to a new career path, pay increases, awards, and recognition. Ultimately,
reaching the full potential of an individual is self-actualization. A better understanding
of these factors from a cabin crew’s perspective would be beneficial for the airline’s
reputation.
In conclusion, the airline business relies on strong service skills and the
attitudes of cabin crew to deliver quality service to passengers. These could directly
affect productivity and profitability of the organization as mentioned in the literature
review. Management should thus pay attention to investment in people and technology
that supports frontline workers, as well as compensation linked to performance of the
frontline employees (Heskett & Schlesinger, 1994).
5.3 RECOMMENDATIONS FOR FURTHER RESEARCH
It is recommended that further research should be undertaken in the
following areas:
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First of all, researchers may consider a larger number of participants as well
as utilizing integrated research methodology for data collection, such as in-depth
interviews, group interviews or mixed methods.
Moreover, the relationship between the researcher and participants is
crucial for the data collection process and participants might have misunderstood some
items of the questionnaire. To give comprehensive explanations, it is recommended that
future researchers collect data in person or fully translate the questionnaire in Thai
language. This will enhance accuracy in the data collection procedure.
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APPENDICES
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APPENDIX A
QUESTIONNAIRE
FACTORS INFLUENCING JOB SATISFACTION AMONG THAI
CABIN CREW OF AN INTERNATIONAL LOW-COST AIRLINE
This survey is a part of research that is partial fulfillment of the
requirements for Master of Arts in Career English for International Communication,
Language Institute, Thammasat University. The objective of the study is to investigate
the factors influence Thai cabin crew in an international airline and compare the degree
of job satisfaction of Thai cabin crew in an international airline which influence to their
in-flight service performance. Your information will be kept strictly confidential and
will be used for research purposes only. You will not be affected by answer given at
any causes. Your cooperation in answering this questionnaire is highly appreciated.
Should you have questions or need more information about this research, please kindly
contact the researcher directly.
Instruction: Please give information by putting X in the box and write your suggestions
in the blank.
Part 1: Demographic questions
Gender
□ Male
□ Female
Age
□ 24 years old or lower
□ 25-34 years old
□ 35-44 years old
□ 45 years old or higher
Education
□ Bachelor's degree
□ Master's degree
□ Doctoral degree or higher
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Working Position
□ Cabin crew
□ Purser
□ Cabin crew Supervisor
□ Cabin crew instructor
Total flying experience including previous airlines
□ Less than 1 year
□ 1-3 years
□ 4-6 years
□ 7-9 years
□ 10 years or above
Average monthly income
□ 10,001-40,000 Baht
□ 40,001-80,000 Baht
□ 80,001-120,000 Baht
□ 120,001 Baht or higher
Part 2: Factors influencing job satisfaction
Instruction: Please give information by putting X in the box and write your answer
in the blank.
Rating scale
5 = Extremely satisfied
4 = Slightly satisfied
3 = Moderately satisfied
2 = Slightly not satisfied
1 = Extremely not satisfied
1. Pay 1 2 3 4 5
Base salary is appropriate.
Per diem is appropriate.
Flight duty allowance is appropriate.
Uniform laundry is appropriate.
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Transportation allowance is appropriate.
I am satisfied when I get paid for working on a day
off/holiday/vacation leave.
I am satisfied with reimbursement for other expenses
related to work. (e.g. phone bill, bag fix, travel document
fee etc.)
Others (please specify)
2. Promotion 1 2 3 4 5
I am offered an equal chance to get promoted to a higher
position.
Others (please specify)
3. Supervision 1 2 3 4 5
My purser shows his/her subordinates that he/she cares
about their feelings.
My purser respects my views and ideas.
My purser is approachable.
Others (please specify)
4. Fringe benefits 1 2 3 4 5
I am satisfied with the number of annual vacation days.
I am satisfied with the benefits I gain (e.g. dental care,
health check-up).
I am satisfied with health and accident insurance provided
by the company.
I am satisfied with the properties insurance provided by the
company.
I am satisfied with the pension plan provided by the
company.
I am satisfied with recreational activities for the staff
provided by the company.
The benefit package I have from the company is fair.
Others (please specify)
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5. Contingent rewards 1 2 3 4 5
cabin crew members are normally rewarded when
performing well in their jobs.
Raising salary annually is appropriate.
I am satisfied with annual bonus.
I think my efforts are rewarded appropriately.
Others (please specify)
6. Operating conditions 1 2 3 4 5
In-flight service procedures are effective.
Rules and procedures make me perform better in my job.
In-flight service duration/time is appropriate for me to
perform effectively.
In each flight, the amount of work assigned to me is
appropriate.
Others (please specify)
7. Coworkers 1 2 3 4 5
The co-operation among the colleagues at work is effective.
My colleagues are willing to listen to my problems at work.
Others (please specify)
8. Nature of work 1 2 3 4 5
I am satisfied when I sell food and beverage on board.
My job involves the use of complex equipment and
technology on board.
My job requires very specialized knowledge and skills.
I feel a sense of pride in doing my job as a cabin crew
member.
Others (please specify)
9. Communication 1 2 3 4 5
I am satisfied with the information given to me by
organization.
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The information about assignments, duties, and tasks for
each flight is fully explained.
As a team member, it is my duty to report to my supervisor
(e.g. customer's complaint).
I am satisfied with the airline's reporting system and
communication technology, which is supposed to facilitate
my job.
Others (please specify)
10. Physical evidence of the cabin 1 2 3 4 5
The service equipment used on board is appropriate.
The physical facilities (e.g. toilets, signs) in the cabin are
appropriate.
Temperature and humidity in the cabin is appropriate.
The interior design of the aircraft is attractive.
The color and light in the cabin can enhance my work
performance.
The boarding music in the cabin can enhance my work
performance.
The public announcement in the cabin is appropriate.
The storage layout can enhance my work performance.
Others (please specify)
Part 3 Overall Job Satisfaction of Thai cabin crew
In your opinion, what factors affect your service
performance? (at least 1 option)
□ 1. Pay
□ 2. Promotion
□ 3. Supervision
□ 4. Fringe benefits
□ 5. Morale support
□ 6. Operating conditions
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□ 7. Coworkers
□ 8. Nature of work
□ 9. Communication
□ 10. Physical evidence of the cabin
1 2 3 4 5
Please rate your overall job satisfaction towards service
performance as a cabin crew of this airline.
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APPENDIX B
OUTPUT
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BIOGRAPHY
Name Mr. Apisit Visaratanunta
Date of Birth June 26, 1986
Educational attainment 2008: Bachelor of Social Work
Thammasat University
Work Position
Work Experiences
Cabin Crew
Norwegian Air Shuttle
Passenger Handling officer
Garuda Indonesia Airline
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