Factors influencing job satisfaction among Thai cabin crew ...

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

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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


4.5.3 Education of Participants and Overall Job Satisfaction at an


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

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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


I am offered an equal

chance to get promoted to a

higher position.


satisfied


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


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.


My purser is approachable. 124 4.31 .667 Extremely

satisfied

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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


I am satisfied with the

number of annual vacation

days.

124 4.20 .846 Extremely

satisfied


benefits I gain (e.g. dental

care, health checkups).


satisfied

I am satisfied with health

and accident insurance

provided by the company.



property insurance provided

by the company.

124 3.38 .925 Moderately

satisfied


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.


satisfied


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


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


annual bonus.


satisfied

I think my efforts are

rewarded appropriately.


satisfied

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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


In-flight service procedures

are effective.


satisfied

Rules and procedures make

me perform better in my

job.


satisfied

In-flight service

duration/time is appropriate

for me to perform

effectively.


satisfied

In each flight, the amount of

work assigned to me is

appropriate.


satisfied


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


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


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


I am satisfied when I sell

food and beverages on

board.


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.


My job requires very

specialized knowledge and

skills.


I feel a sense of pride in

doing my job as a cabin

crew member.

124 4.39 .751 Extremely

satisfied


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



information given to me by

organization.


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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.


As a team member, it is my

duty to report to my

supervisor (e.g. customer

complaints).



airline's reporting system

and communication

technology, which is

supposed to facilitate my

job.



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


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 announcements

in the cabin are appropriate


The storage layout can

enhance my work

performance.


satisfied


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


Please rate your overall job

satisfaction towards service

performance as a cabin

crew of this airline.


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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


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


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


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).


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).


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.


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.


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.


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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.


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.


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.


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.


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.


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.


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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