Rahul Singh

Blue skies or dark clouds for the pilots

and flight attendants?

Loyalty, self-loyalty, commitment and motivation in the flight industry

Arbetsvetenskap Magister thesis

Term: VT 2020

Supervisor: Jonas Axelsson

Acknowledgments:

First, I want to thank my supervisor Jonas Axelsson, who is an expert in the field of loyalty and self-loyalty, for his excellent guidance and support during my thesis. I especially appreciated that you supported me with your articles which were the engine during my thesis. Your models about loyalty and self-loyalty acted like a jet turbine because they applied so well to this study. Thank you very much that you supported me as a Captain from the departure to the arrival of my thesis. Additionally, I want to thanks Miriam Krumbach, a native English school teacher of Helmholtz-Gymnasium in Zweibrücken (Germany) and Irene Groot, fresh Uppsala alumni (2020) in Conflict and Peace Studies, for proofreading and giving suggestions for improvement under the motto of my thesis “The Sky has no limit”. Special thanks to all the respondents for sharing useful knowledge with me. Without you this research would not have been possible! Uppsala, August 2020

Summary

Title Blue skies or dark clouds for pilots and flight-attendants?

Level Date Magister-level August 2020

Author Supervisor Examiner Rahul Singh Jonas Axelsson Birgitta Ericsson

Abstract

While worldwide the flight industry was increasing in the last decade, little is known about the working environment of pilots and flight attendants. This paper aims to develop a deeper understanding based on the theories of loyalty, self-loyalty, commitment, and motivation for pilots and flight attendants in the low-cost segment and the carrier segment in the flight industry. A qualitative study with a semi-structured interview is provided. In total, three pilots and three flight attendants who work for a low-cost airline and carrier airlines from all over the world were interviewed. The findings show that a differentiation between before the COVID 19 pandemic and during COVID 19 has to be made. Before COVID 19, pilots were almost satisfied with their working conditions whereas flight attendants felt their working conditions could have been improved in terms of better wages. However, during the COVID 19 time, both the flight attendants and pilots are afraid of losing their job. Due to COVID 19, many flights were cancelled which might have an impact on the flight industry in the future. My studies open up possibilities for new research in the future about the transformation of the flight industry after COVID 19.

Keywords: Loyalty, Self-loyalty, Motivation, Commitment, Pilot, Flight attendant, Flight industry, Low-cost airline, Carrier airlines

Table of Content

1. Introduction ............................................................................................................................ 1

1.1. History of the airline industry ...................................................................................... 1

1.2. Problem description ..................................................................................................... 3

1.3. Purpose ........................................................................................................................ 4

1.4. Research questions and limitations .............................................................................. 5

1.5. Outline of the thesis ..................................................................................................... 6

2. Previous Research .............................................................................................................. 7

2.1. Summary of previous research .................................................................................... 9

3. Theoretical Framework ........................................................................................................ 12

3.1. Loyalty in the working environment ............................................................................. 12

3.2. Self-loyalty .................................................................................................................... 14

3.3. Organizational commitment .......................................................................................... 16

3.4. Motivation theory .......................................................................................................... 17

3.4.1. Maslow’s hierarchy of needs theory ...................................................................... 17

3.4.2. Herzberg’s two-factor theory ................................................................................. 18

3.5. The connection between, loyalty, commitment and motivation theory ........................ 20

3.6. Summary of theories ..................................................................................................... 21

4. Methodology ........................................................................................................................ 22

4.1. Selection of methods ..................................................................................................... 22

4.2. Pre-understanding .......................................................................................................... 23

4.3.Selection of the method for this study ............................................................................ 24

4.4. Semi-structured interview form .................................................................................... 25

4.5. Selection of interviewees .............................................................................................. 26

4.6. Interview procedure ....................................................................................................... 28

4.7. Method of analysis ........................................................................................................ 29

4.8. Validity .......................................................................................................................... 31

4.9. Reliability ...................................................................................................................... 32

4.10. Discussion of the method ............................................................................................ 33

4.11. Ethics ........................................................................................................................... 33

5. Results and analysis ............................................................................................................. 35

5.1. Loyalty in the working environment ............................................................................. 35

5.2. Self- loyalty ................................................................................................................... 42

5.3. Organizational commitment .......................................................................................... 49

5.4. Motivation ..................................................................................................................... 54

5.4.1. Maslow’s Hierarchy of Needs Theory ................................................................... 54

5.4.2. Herzberg’s Two-Factor Theory .............................................................................. 58

6. Conclusion ............................................................................................................................ 68

6.1. Discussion ......................................................................................................................... 74

6.2. Recommendation for further research ............................................................................... 75

7. References ............................................................................................................................ 76

Appendix .................................................................................................................................. 80

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1. Introduction

“My soul is in the sky.” - William Shakespeare

Our dream of flying has come true: Sailing freely through the air – this is what a human being

has always longings for. Many of us had dreams that we could fly like birds: “Is something in

us (human beings) that we want to go high?”

For many human beings flying is one of the greatest inventions. The Wright brothers who

were bicycle repairmen and enjoyed experimenting with bicycles in their free time made the

most important step towards flying in 1903 where they built their first flying machine called

the Wright Flyer. By this, they opened the era of aviation (Wright State University, 2020).

117 years later, the headlines in the news are full of high emissions from commercial aviation,

new airport opening, striking of the pilots and flight attendants, airplane crashes, and the

impact of COVID-19 in the flight industry.

While worldwide the flight industry was increasing in the last decade, little is known about

the working environment of pilots and flight attendants in terms of loyalty, self-loyalty,

commitment, and motivation from the pilot and flight attendant perspective.

1.1. History of the airline industry

According to Belobaba et al. (2016:32), the airline industry plays an important role in the

world economy. This industry is related to aircraft manufacturing and tourism. The growth of

the airline industry started in the 1950s when major technological innovations like jet

airplanes were used for commercial flight. Wide-body airplanes, also called “jumbo jets”,

were introduced in the 1970s the environment in the airline industry changed with cost

efficiency, operating profitability, and competitive behaviour. Nowadays, the airline industry

worldwide counts more than 1400 commercial airlines which are operating with more than

25000 commercial aircraft in over 3800 airports (Belobaba et al., 2016:32).

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According to IATA (2014A), over 36 million commercial flights transported over 3.1 billion

passengers in 2013. In general, the airline industry grew around 5 % per year in the last 30

years. Belobaba et al. (2016:32) stated that in the airline industries there are variations in

growth because of the economic conditions and differences in economic growth in different

regions and countries.

Today, the region with the most passenger traffic is North America followed by Europe and

Asia-Pacific (Figure 1). In the 1980s and 1990s, total passenger transportation grew faster in

the Asia-Pacific region than in North America and Europe. Since 2005, the Asia-Pacific

region has been as large as the European air traffic market. Figure 1 shows the growth rates of

airline passenger traffic from 1970 to 2015 by region.

According to Bamber et al. (2009) the airline industry has been suffering increasingly from

negative effects. In the first 5 years of the twenty-first century the US airline industry lost $30

billion. Moreover, four of the biggest airlines went bankrupt because of equity investors who

wiped the airlines out financially. After World War II, most of the carriers in Europe and Asia

were held by the government like Air Canada, Air India, Aer Lingus, KLM, Lufthansa,

Qantas, SAS, and Singapore Airlines (Doganis, 2006:226). Since the 1980s, many

governments sold their stakes to their state-owned airlines because of a move towards

privatization (Doganis, 2006:225). Additionally, new entrants from the Middle East which are

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large government-owned airlines such as Emirates, Qatar Airways, and Etihad Airways

restructured the airline market with their fast expansion (Doganis, 2006:225). These airlines

profited from their geographical and economic location (Airbus, 2011). Furthermore, Bamber

et al. (2009: 36) stated that the airline industry changed in the 1970s because of the new

phenomena of low-cost airlines. The established carrier airlines faced more competition

because of the deregulation and new entrants of the low-cost airlines. This trend continued in

the 1990s and low-cost carriers gained a bigger market share in the airline industry.

Meanwhile, more passengers flew by planes because of the lower price of flight tickets

(Bamber et al., 2009: 36)

However, Bamber et al. (2009: 40) stated that in the US airline market some airlines like

Southwest Airlines and Continental Airlines have been able to offer their passengers a high-

quality service and good jobs for the employees as well as making profits and being less

subject to volatility. These examples show that veteran airlines (carriers) and low-cost airlines

can be sustainable and balance the interests of the multiple stakeholders. Furthermore,

Bamber et al. (2009: 40) highlighted that in Anglo-Saxon countries the model of maximizing

shareholder gains is more common than in Scandinavian and Germanic countries as well as

Japan where they have a coordinated-market approach to governing their economies and a

better balance of the interests of different stakeholders. These variations between different

countries and airlines have to be considered related to their treatment of their employees.

1.2. Problem description

Bamber et al. (2009: 37) argued that the airline industry is subject to high volatility which

affects airlines. In the year 2006, US airlines had a boom session where they made large

profits. At the same time, employees demanded a higher income and are treated fairly by

getting a share of the gains. In general, the airline industry has to deal with volatile cycles

because of the factors of globalization or attacks like 9/11/2001 in New York and

Washington, D.C. where the airline industry made a major loss with negative consequences

for the employees.

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The high volatility in the airline industry changed the working conditions for pilots and flight

attendants in the last years. This may have an impact on motivation, commitment, self-

loyalty, and loyalty.

In 2019/ 2020, the COVID-19 outbreak around the globe has influenced commercial aviation,

with high consequences for the employees that are not fully realized. Many airlines have to

cancel their flights and reduce their flights because fewer passengers are not getting on

airplanes. For the airline industry, the COVID-19 outbreak is one of the greatest threats

because commercial aviation is an important connective component in the global economy

(Nytimes, 2020 May).

The carrier airline Air Canada lay off more than 5,100 flight attendants due to the COVID-19

(CTV News, 2020 March).

1.3. Purpose

This paper aims to develop a deeper understanding of loyalty, self-loyalty, commitment, and

motivation for pilots and flight attendants in the low-cost segment and in the carrier segment

(high-cost segment) of the flight industry.

Additionally, my thesis offers many interesting theories such as loyalty, self-loyalty,

commitment, and motivation applied to the flight industry. However, these theories can be

also applied to other professions such as investment, sport, music, or as an entrepreneur.

Therefore, an individual can figure out their niche what they love to do work with. By this,

individuals can find their passion and stay with it which may lead to success. For example,

pilots and flight attendants can wider their competence in many different ways such as the

context of the flight industry, discovering nice destinations, new cultures, new foods,

technical knowledge about airplanes, being a training coach, and serving high-quality food.

As mentioned in the history part of the thesis, external factors such as the rise of low-cost

airlines, new entrants for example Middle East Airlines (which lead to an increase in

competition), world crises such as economic downturn or a pandemic (COVID-19), and the

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variations in labor treatment in the different countries may have an impact on the flight

industry and employees in terms of loyalty, self-loyalty, motivation, and commitment.

1.4. Research questions and limitations

The thesis aims to enhance the understanding of employee loyalty, self-loyalty, motivation,

and commitment for pilots and flight attendants (carrier and low-cost) in the airline industry.

Question 1:

Which factors and needs are important for the pilots when they work for an airline?

Question 2:

Which factors and needs are important for the flight attendant when they work for an

airline?

Question 3:

Do pilots have thoughts about loyalty at work? And in that case of loyalty, how do they

explain it?

Question 4:

Do flight attendants have thoughts about loyalty at work? And in that case of loyalty, how

do they explain it?

Question 5:

What are the main similarities and differences in the working conditions between pilots

and flight attendants?

Limitations

The thesis is a qualitative study which means that it cannot be generalized for the whole flight

crew and employees in the airline industry. This study should be seen more as an example.

The respondents are working for airlines in different parts of the world. The respondents are

pilots and flight attendants who work for airlines in the low-cost segment as well as the high-

cost segment (carriers). In this study, I focus exclusively on airline employees that operate in

the air and thereby exclude any other type of airline service provision.

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1.5. Outline of the thesis

The thesis starts with an introduction about the flight industry and the changes that happened

concerning the employees of the airlines as well as the economic potential of the global

airline industry. In the next chapter, previous studies are represented. In chapter 3, a literature

review is given with important theories like loyalty, self-loyalty, commitment, and

motivation. Chapter 4 discusses the methodology of the thesis and in chapter 5 the results and

analysis are given. In the last chapter, the research question is answered and a conclusion is

presented.

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2. Previous Research

This chapter focuses on previous studies which deal with employment relations in the flight

industry.

Management and employment-relations strategies in European airlines

The authors Bamber et al. (2009) published an article entitled Contrasting Management and

Employment-Relations Strategies in European Airlines. They emphasized in their study that

in the airline industries many changes have taken place in the operating environment as well

as in management practices of airlines since the 1980s. Airlines have been privatized after the

airline market was deregulated. Since the deregulation of the airline industry, many airlines

became tougher employers, reducing the benefits and economic rewards of their employees

and thereby airlines increasing their shareholder value in the short-term.

This is an interesting study because the authors focused on external factors of the airline

industry such as deregulation of the industry and on different political economic systems

(varieties of capitalism) which have a huge influence on the employer-employee relationship

and employee commitment. However, the authors did not focus much on internal factors such

as loyalty and motivation of the employees. External factors and internal factors of the

employee-employer relationship are both important to get a big picture of the airline industry.

My study concentrates on internal factors such as loyalty, commitment, and motivation of

pilots and flight attendants in order to provide a broader picture of the employee-employer

relationship in the airline industry. Additionally, I want to find out if there are differences in

the internal factors (motivation, loyalty, self-loyalty, and commitment) between carriers and

low-cost airlines for pilots and flight attendants.

Organizational rewards and employee commitment: a Chinese study

Newman et al. (2010) did a study on organizational rewards and employee commitment in

China. Chinese society follows a Confucianism traditional and collectivist orientation. They

surveyed 290 Chinese employees who work for one of the biggest Chinese airlines. The

authors stated that individuals or society in a highly traditional culture take less responsibility

for work-related activities than those who have low traditions because they feel powerless due

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to their traditional beliefs. The authors Newman et al. (2010) concluded that China is still a

traditional society even though their society is changing due to globalization. However, their

traditional beliefs may not be significant in the relationship between organizational rewards

and employee commitment to the organization because the wages in the Chinese airline

industry are very low which leads to dissatisfaction. This reduces the impact of tradition that

the employees are satisfied with their employer.

The Newman et al. (2010) study is also interesting because the authors focused on other

internal factors such as tradition, respect for authority, pay satisfaction, autonomy, and

satisfaction with supervision. These are more applicable to Chinese society. I focus on other

internal factors (theories) which are similar such as loyalty (my study) and tradition (Newman

et al.) or motivation (my study) and satisfaction/dissatisfaction (Newman et al.). Hence, the

models of loyalty, self-loyalty, commitment, and motivation are flexible models that can be

used for all types of societies. Therefore, my study is interesting if other studies using similar

concepts come to a similar conclusion for the airline industry.

However, my study covers fewer employees in the airline industry and I set other limitations

than Newman et al. (2010) did. My study focuses on pilots and flight attendants who work for

different airlines (low-cost and carriers) around the world whereas Newman et al. (2010)

focused on one specific airline. In comparison to Newman et al. (2010), my data can be seen

as more in-depth because an interview is a good way to understand the context. It is easier to

get a big picture of a topic whereas a survey can be seen as more superficial.

Building trust through promises and performance – Can your organization achieve the

stellar results and employee loyalty found at Southwest Airlines? // Edward J. O`Connor

and Michael H. Annison (2002)

The study of O’ Connor and Annison (2002) is interesting because they focused on Southwest

Airlines, a low-cost airline that managed successfully to have the most committed and work-

efficient employees who achieve excellent results. Moreover, Southwest Airlines has been

consistently profit-making, even in the early 1990s when other airlines made billion-dollar

losses. In comparison with other airlines, Southwest Airlines is the only airline that earned a

profit yearly since 1973. The airline manages costs, service, and availability in a manner

which is consistent with its commitment to democratizing air travel. For the authors

Southwest Airlines is an interesting airline because it is known for long-term trust. Their

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president Herb Kelleher built up a reputation for his commitment to his employees and for

keeping his word. Therefore, Southwest Airlines is a good example to consider theories such

as honesty, integrity as well as long-term trust which are based on agreements about values,

purpose, vision, and goals.

In my study, I used the similar concepts of loyalty, commitment, and motivation. However, I

miss a survey or an interview in this study to get a deeper knowledge of the success of

Southwest Airlines. Their information and data are only based on examining existing

literature. Moreover, an examination of other types of airlines like carriers would have given a

broader picture of the airline industry. My study covers low-cost airlines such as Southwest

Airlines and carrier airlines. By interviewing pilots and flight attendants, I may get in-depth

information.

2.1. Summary of previous research

To sum up the previous studies, an interview with the employees in the flight industry is

missing. This is important to gain in-depth knowledge in the flight industry. However, it is

difficult for a researcher to get interviews because the employees who work for an airline

rarely give interviews about the working condition of their airlines. The data are very

sensitive. Additionally, airlines are not interested in providing employees for researchers.

Pilots and flight attendants have a huge network (because of their colleagues) to do a study

about the flight industry. However, it is unusual that pilots and flight attendants are working

as researchers because it is challenging for them to combine these professions. Pilots and

flight attendants have to travel to many different destinations which is time-consuming. This

complicates to carry out a study about the flight industry.

Within this study, I could fulfill a research gap by providing a perspective of pilots and flight

attendants about their working conditions in the flight industry in terms of loyalty, self-

loyalty, commitment, and motivation. This study was possible because I have a network of

pilots and flight attendants in different airlines around the world.

Newman et al. (2004) chose a quantitative approach to research internal factors for one airline

which is not representative of the airline industry as a whole. The results of quantitative

research are not in-depth in comparison with qualitative studies with interviews. Moreover,

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using a quantitative method means it is more difficult to find out how everything is related to

each other. In my opinion, this is important if a researcher is concentrating on internal factors.

By interviewing the respondents, the researcher can easily find out how everything is related

to each other. Edward O’Connor and Michael H. Annison (2002) also focused on one

particular airline which is not representative of all airlines. In contrast, I interviewed pilots

and flight attendants who work in different airlines all over the world which may give a

broader view of the flight industry. By this, I could ask the respondents additional questions if

I have not understood the context. Therefore, I got an in-depth understanding of the flight

industry which is difficult by using quantitative methods. Bamber et al. (2009) only

concentrated on external factors such as political-economic systems. By concentrating on

external factors, it is difficult to get a big picture of the flight industry because the internal

factors are missing. It would be interesting to research what a pilot or flight attendant thinks

about the external factors such as working-condition laws in the country where they are

working.

When I started with this study in 2019, I did not concentrate on external factors because my

study only focused on internal factors due to the time limitation. However, the external factor

COVID-19 in 2020 had a huge impact on the flight industry. Therefore, I included COVID-19

as an only external factor in my study because I could have a huge impact on loyalty, self-

loyalty, commitment, and motivation. However, I found out that external factors such as

country culture and the laws in different countries have an impact on the working conditions

of pilots and flight attendants which might affect internal factors such as loyalty, self-loyalty,

commitment, and motivation.

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3. Theoretical Framework

This chapter discusses includes the theoretical framework of the study. It begins with the first

theory of loyalty in the working environment because pilots and flight attendants are

employed by an airline. The second theory is self-loyalty because pilots and flight attendants

have to focus to reach their career goals. The third theory is commitment and the chapter

ends with the fourth theory: motivation.

3.1. Loyalty in the working environment

Elegido (2013) emphasized that employee’s loyalty is defined as a deliberate commitment.

He noted that loyalty may demand a sacrifice of some aspects of one’s self-interest.

According to Guillon et al. (2014:839), loyalty is a kind of “psychological contract” between

employers and employees. Royce (1908:25) defined loyalty as” The willing and practical and

thoroughgoing devotion of a person to a cause”. Foust (2012:5) stated that the scholar

McDermott explains loyalty as treacherous and ambivalent.

According to Arvidson and Axelsson (2014), nowadays loyalty has become a stronger focus

in the working environment due to fast-changes in working environments and in society

which have been driven by social media. Because of this they updated the term loyalty,

dividing it into two stages: In the first stage, the authors renewed the classic range of loyalty

to sharpen the term into an overall level. In the second stage, the authors established a

distinction between different forms of loyalty by implementing two dimensions. The first

dimension is voluntarily and involuntarily, the second dimension is horizontal and vertical.

For Arvidson and Axelsson (2014) the form of loyalty can be used indifferent social contexts

for example in families or in the relationship between employee and employer. The authors

mentioned that individuals often have to be loyal to an organization and respect the

requirements of loyalty because it is expected of them. This shows that loyalty can be

involuntary. On the other hand, they noted that individual’s feel at times that they must take a

position against that of their colleagues, the organization or their superior which is an

example that loyalty can be involuntary.

Arvidson and Axelsson (2014) emphasized that loyalty is often understood as a vertically

focused term where a manager expects loyalty from their employees. Employers have a

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superior role and have expectations and requirements of employees who have a subordinate

role. This type of vertical loyalty exists for example in southern Italy where some people put

the family above the democratic system. This is a client–guard system, a vertical form of

loyalty, whereas a democratic system (at least on paper) is supported by the majority of the

population and is a horizontal form of loyalty.

Therefore, Arvidson and Axelsson (2014) created a model (see figure 3) which illustrates the

basic forms of loyalty which are divided into four different fields. With this model, it is

possible to differentiate the different types of loyalty.

The four social loyalty forms:

Examples:

An example of a voluntary-horizontal loyalty is if colleagues in the same position develop an

informal collective culture where they protect each other. An involuntary-horizontal form of

loyalty can be group pressure like “Jantelagen” in Nordic countries. An example of an

involuntary-vertical loyalty is if a young employee is being brainwashed by the organization

culture (to think positively about the organization). And an example for a voluntary-vertical is

a violinist in an orchestra which is led by a conductor (Arvidson and Axelsson, 2014).

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Related to the theory of loyalty in the working environment, here is the second theory self-

loyalty. Self-loyalty focuses on an individual itself. An individual can be disloyal to an

organization, but loyal to him/herself. Hence, individuals who are highly self-loyal choose

jobs or life-styles which are in line with their interests.

3.2. Self-loyalty

Nowadays, individualism plays a stronger role in society than before. An example is the

popularity of selfies which are a way to self-portrait oneself. Arvidson and Axelsson (2017)

stated that loyalty has its “selfie”, namely self-loyalty which can be understood as to be loyal

to oneself. This special form of loyalty is directed towards oneself. Self-loyalty is seen as an

emotion that is channelled through social forms. Arvidson and Axelsson (2017) described

loyalty as an emotion like other emotions such as pride, joy, and anger which is affected by

social actions and social structures.

Arvidson and Axelsson (2017) discussed the difference between self-discipline and

autonomy. Both words stand for freedom and individualism, but self-discipline is seen as too

hard in comparison to autonomy which is seen as too soft. Therefore, self-loyalty stands in

between the poles of self-discipline and autonomy. Further, they argued that loyalty depends

on the perspective. If an individual leaves the organization, it can be seen as a form of

disloyalty. However, this individual is loyal to his/herself.

In a previous study, Arvidson and Axelsson (2014) argued that self-loyalty can be voluntary

or involuntary in its resistance to strategies, individualization, and social acceleration.

Loyalty relations at work are flexible because they depend on the context. By this, loyalty can

be vertical or horizontal and voluntary or involuntary. Hence in the later study, Arvidson and

Axelsson (2017) also included a second dimension to the term self-loyalty, namely

voluntariness and involuntariness.

Arvidson and Axelsson (2017) explained that if self-loyalty is voluntary, the individual is

setting their own goal and vision. Therefore, the individual can be loyal to his/herself instead

of loyal to the employer or society. They defined voluntary self-loyalty as an individual who

is focusing on their passion like business people, musicians, and sport athletes and has strong

beliefs. These individuals are focused on following their dreams even when they face

resistance. Hence, Arvidson and Axelsson (2017) pointed out that self-loyalty can be a

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connection between loyalty and resistance. The strongest form of resistance is seen in radical

political activities whereas loyalty is more emotional.

On the other hand, Arvidson and Axelsson (2017) noted that self-loyalty can be involuntary

where the individual has to “play the game” to fulfil the demands and norms of a society. An

example of this is the employability of an individual where the jobseeker has to optimize their

CV. A CV has to be presented in a clear form which can be seen as a demand by a firm. This

is a typical form of involuntary self-loyalty where the individual is forced to live with a social

norm that may not be aligned with their views. In figure 4, the theory of self-loyalty theory by

Arvidson and Axelsson (2017) is illustrated with the dimension voluntary and involuntary as

well as self-discipline and autonomy.

The next theory is commitment and it differs from loyalty because commitment is about

making a promise to someone or agreeing to do something rather than fulfilling it. On the

other hand, loyalty and self-loyalty mean faithfulness to a cause, individual, or company.

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3.3. Organizational commitment

According to Meyer & Herscovitch (2001:320), commitment to an organization has different

forms that may affect organizational effectiveness as well as employee satisfaction. Hence,

they explained that the term commitment has been defined in various ways.

Meyer and Allen (1991) emphasized three forms of commitment, namely affective,

continuance, and normative. This is also called the three-component model. The term

affective commitment is an emotional attachment of individuals to organizations. As an

example, an employee may argue: “I would be happy to spend the rest of my life with this

organization” (Meyer & Herscovitch, 2001:320). Continuance commitment refers to an

intention to remain with the organization because of the costs of leaving or the rewards for

staying (Meyer and Allen, 1991). An example for continuance commitment is if an employee

argues: “It would be costly for me to leave this organization now (Meyer & Herscovitch,

2001:320). Normative commitment is associated with a felt obligation to remain a member of

an organization (Meyer and Allen, 1991). An example of normative commitment is if

someone argues: “I would feel guilty if I left this organization now (Meyer & Herscovitch,

2001:320).

O’Reilly and Chatman established a multidimensional framework. They developed a three-

dimensional structure of their commitment measure (Meyer & Herscovitch, 2001:305).

O’Reilly and Chatman (1986) and Mowday (1998:390) stated that the bond between an

employee and an organization can have three forms: compliance, identification, and

internalization. Compliance includes instrumental behavior designed to gain rewards.

Identification develops when employees want a relationship with an organization because of

its attractive values or goals, even if the employees are not aligned with these values or goals

(O’Reilly and Chatman 1986; Mowday, 1998:390). Internalization includes behavior driven

by internal values or goals that are in line with those of the organization (O’Reilly and

Chatman 1986; Mowday, 1998:390).

Mowday (1998:390) highlighted that there is an overlap of commitment between O’Reilly

and Chatman’s (1986) concept of the internalization dimension and Allen and Mayer’s (1991)

concept of affective commitment.

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Bakker et al. (2008:151) argued that organizational commitment is important to the

organization because committed employees work with higher dedication. Employees who are

committed have higher motivation.

Finally, the last theory of motivation differs from commitment. Commitment is the decision

that is based on what motivates an individual. Motivation can be seen as the drive that fuels

the commitment.

3.4. Motivation theory

3.4.1. Maslow’s hierarchy of needs theory

Maslow differentiated the classification of basic needs into five categories. At the bottom

level of Maslow’s hierarchy is physiological need which then continues through safety and

security, belongingness, esteem to self-actualization (Maslow, 1970; Lester, 2000:3). Lester

(2013:15) suggested that the classification of basic needs is a hypothesis by Maslow where

the needs are a sequence of evolution and human individual development from birth to

adulthood. Additionally, the needs which are categorized lower are more powerful than the

needs which are categorized higher.

Moreover, Stephens (2000:3) emphasized in Figure 5 that if the physiological needs are

satisfied, it is no longer a motivator. This leads to a new set of needs, which is classified as

safety needs. If both of these needs are satisfied, the needs for love, affection, and

belongingness will emerge. This can be seen from group membership, clubs, churches, work

affiliations to friendship and family. Hence, Stephens (2000:4-5), argued that every person

requires a stable, firmly based, high evolution of themselves for self-respect, for self-esteem

and for the respect of others. Under the term self-esteem, individual desire for a feeling of

self-confidence is meant. After these needs are gratified, a new stage may develop namely

self-actualization.

18

Maslow’s theory focuses on human needs and their satisfaction whereas Herzberg’s theory relies on

reward and recognition.

3.4.2. Herzberg’s two-factor theory Herzberg et al. (1959) developed another well-known theory in the category of motivation,

namely the seminal two-factor theory of motivation. They noted that satisfaction and

dissatisfaction were not two opposite extremes of an equal continuum because they are two

individual entities which are caused by different facets of work.

Furnham et al. (1999:1036) described the theory of Herzberg as having two types of needs,

namely hygiene needs and motivator needs.

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Furnham et al. (1999:1036) emphasized that hygiene needs include the physical and

psychological conditions in which people work whereas motivator needs are similar to

Maslow’s higher-order needs. Herzberg et al. (1959) highlighted that motivator needs are

fulfilled by motivator factors or satisfiers. Furthermore, Furnham et al. (2009:767) noted that

motivator factors (needs) are intrinsic factors which include achievement, recognition, work

itself, responsibility as well as advancement.

Furnham et al. (2009:767) stated that hygiene factors are extrinsic and include supervision,

interpersonal relations, physical working conditions, salary, company policies and

administrative practices, benefits, and job security. If these factors are destructive, job

dissatisfaction results. When hygiene factors are satisfied, the barriers to job satisfaction are

eliminated, but this does not necessarily lead to job satisfaction. However, satisfied hygiene

needs can reduce or eliminate dissatisfaction. Hygiene factors are linked to the context of

20

work whereas motivation factors are linked to the nature of that particular work itself as well

as the outcome of work (Furnham et al., 1999:1036).

3.5. The connection between, loyalty, commitment and

motivation theory

According to Naus et al. (2007) loyalty is a central term that is seen as a “psychological

contract” between employers and employees. Guillon et al. (2014:839) found that the

economic performance of a firm is independent of the industry but relies on the participation,

commitment, and loyalty of their employees. Elegido (2013) described employee loyalty as a

deliberate commitment.

According to Meyer et al. (2004:1), theorists and researchers who are interested in employee

commitment and motivation have difficulties in accepting each other’s work. Researchers in

commitment see motivation as a process through which commitment affects behavior whereas

motivation researchers do not recognize the important distinctions in the forms and bases of

commitment. However, Meyer et al. (2004:1) stated that researchers in commitment discuss

motivation and motivation researchers discuss commitment. Hence they concluded that both

topics have to be seen more interdependently as both theories are related to each other.

However, Meyer et al. (2004:1) suggest that commitment can be seen as a component of

motivation. Integrating both theories of commitment into motivation theory may lead to a

better understanding of the topic of workplace behavior (Meyer et al. 2004:1).

Additionally, Bakker et al. (2008:151) argued that employees who are committed have higher

motivation.

I selected motivation as a theory because individuals mostly choose a profession that they are

enthusiastic about. This means the individual identifies with the job and leads to success. This

mostly happens if the job matches the interests of the individual. If the individual can identify

with the job, it may lead to a commitment to the job or organization because the individual is

hard working and thus, sees a purpose in his/her life. Therefore, I chose commitment as

another theory. The individual commits to show up and do the job well and in return, the

employer commits to pay the wages.

21

Additionally, a profession like being a flight attendant or pilot has many hurdles because of

the tough assessment process and other factors such as the high amount of traveling in

different countries and during holidays which requires a high level of self-loyalty for the

flight crew. Before these studies, I recognized self-loyal individuals in sports because it takes

a lot of hard work as well as the talent to become a world-class sportsman/sportswoman.

Loyalty to an organization is the main theory for my studies because it can be seen as a

“psychological contract” between employers and employees. If the individual fits in well with

the colleagues, supervisor, and the culture of an organization, then loyalty will be high. On

the other hand, loyalty will decrease if the individual does not fit in with their colleagues,

supervisor, or the culture of the firm. Before I started with my thesis, for me loyal employees

were individuals who stay a long time in an organization. The firm and the organization have

to match with both sides sharing similar values and opinions. I would recognize loyal

employees when the organization and the individual work successfully together and when

both sides talk positively and value each other.

3.6. Summary of theories

For Arvidson and Axelsson (2014) the concept of loyalty can be used indifferent social

contexts for example in families or the relationship between employee and employer.

Axelsson et al. (2017) addressed the different forms of loyalty and self-loyalty which can be

horizontal or vertical as well as voluntary or involuntary.

Meyer & Herscovitch (2001:320) stated that commitment to an organization has different

forms that may affect organizational effectiveness as well as employee satisfaction.

Furthermore, Meyer and Allen (1991) established the three-component model which includes

three forms of commitment: affective, continuance, and normative commitment. Additionally,

O’Reilly and Chatman established a multidimensional framework with a three-dimensional

structure of commitment measurement.

Finally, Maslow developed his model, the hierarchy of needs theory, which includes five

categories of needs (Stephens, 2000:3). Herzberg et al. (1959) developed another motivation

theory, the seminal two-factor theory of motivation. This model includes two types of needs,

hygiene needs and motivator needs.

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4. Methodology

In this chapter, the research method is described. This begins with a discussion of the

selection of methods, a pre-understanding, and the selection of the method for this study,

namely semi-structured interviews. This chapter proceeds with a discussion of this method,

the selection of interviewees, and interview implementation. There follows the method of

analysis, validity and reliability, discussion of the method and ethics.

4.1. Selection of methods

Benton et al. (2001:103-104) classify the hermeneutic approach to social sciences, which was

originally used for the interpretation of the spiritual truth of the Bible. According to Benton et

al. (2001:105-106) the main goal of hermeneutics is to understand human action. Gadamer’s

notion about hermeneutics is a more traditional and authoritative approach. Danermark et al.

(2015:200) argue that every person interprets the interpretations of other people. Therefore, an

understanding of significance and meanings is important to explain the social world. People

understand and explain the meaning of actions in order to understand and explain the social

world. So concepts were developed to get a deeper understanding and attain a better

explanation. This is called the double hermeneutics of social science (Danermark et al.,

2015:200).

According to Saunders et al. (2009: 324), the researcher has to understand the reasons for the

decision that the respondents have made. To understand the reasons for their attitudes and

opinions, the researcher needs to conduct a qualitative interview. This thesis aims to increase

the understanding of the flight industry in terms of loyalty, self-loyalty, commitment, and

motivation of pilots and flight attendants. Therefore, I want to figure out which factors and/or

needs are important and what pilots and flight attendants understand by the terms loyalty,

self-loyalty, motivation, and commitment. Thus, it is important to understand the pilots and

flight attendants in order to answer the research question. This is a hermeneutic approach. By

this, I choose to implement a qualitative study where the respondents can describe their work

experience. Additionally, by interviewing the respondent, I have the opportunity to discuss

the opinions of the pilots and flight attendants in-depth. By this, I get a deeper and broader

knowledge of airlines in high-cost as well as a low-cost segment and the working

environment for their pilots and flight attendants. According to Saunders et al. (2009: 318),

23

an interview between two or more people can help to gather valid and reliable data to answer

the research question.

Moreover, semi-structured and in-depth interviews have the advantage that the interviewer

can check the answers and the respondents have the opportunity to explain and build on their

answers. This approach is necessary for the researcher to interpret the interview. The

researcher needs to understand the context and the meaning of their participants’ responses.

Additionally, the interview can lead to other topics that are not previously planned but may be

relevant for answering the research question (Saunders et al., 2009: 324).

4.2. Pre-understanding

Benton et al. (2001:104-105) state that every individual understands primarily through their

prejudices for example the prejudgements of the historical moment and they argued that a

human being cannot know anything without any prejudices, but a human being may change

their minds if they become aware of new facts.

As a passenger of an airline, I can see how the flight attendants are working during a flight.

Therefore, I get an idea about the job of flight attendant which can be seen as a pre-

understanding. Additionally, I see the difference between the service onboard of a low-cost

airline and carrier airline. Airlines in the low-cost segment offer less service than carrier

airlines which have more classes such as first-class, business class, and economy class. In

other words, my pre-understanding can affect the result.

Additionally, I followed the news of various strikes of pilots and flight attendants in the

carrier as well as in low-cost airlines. During these strikes, they demanded higher wages and

higher job-security. I noticed that pilots could strike successfully because the timing of their

strikes was before holidays such as Christmas. By this, they could put their airline under

pressure because if flights are canceled, it causes chaos for the airline management and

passengers. Thus, the flight crews send a signal of their power towards the airline.

As an example, in 2019 I followed the strike of Ryanair pilots, a low-cost airline which is

known for very bad working conditions for their pilots and flight attendants in Europe. The

pilots of Ryanair and the unions demanded higher wages, job security, and a better pension

when they retire. On the other hand, Ryanair recruit mostly young people from Southern

24

Europe who accept bad working condition because of the poor economy of their home

country. However, in my previous research about the flight industry, the employees of

Southwest Airlines, an American low-cost airline, were very satisfied to work for their airline

which made Southwest Airlines economically successful. This is the opposite situation in

comparison to Ryanair. Thus, I felt that the policy of the CEO of an airline may have a great

impact on the working situation of the employees. Additionally, some airlines like Southwest

Airlines allow unions which were not the case in the past for Ryanair. Unions are representing

the interests of the employees which have an impact on the working conditions. Finally, I read

a study where the employees of Southwest Airlines were one of the most satisfied employees

with their airline. Therefore, I was aware that employees can be satisfied with the working

conditions with a low-cost airline and not only in carrier-airlines.

Moreover, I do not have any working experience for an airline. Otherwise, I might have a

deeper understanding of the flight industry. On the other hand, I can be more objective to

research the flight industry in comparison to employees who may have a more subjective

view of the airline industry.

On the other hand, in some countries which have an authoritative regime, pilots and flight

attendants are not allowed to strike for better working conditions because it is forbidden by

law. However, as a researcher, I do not have the real perspective of a pilot or a flight attendant

because I worked previously in other industries. I have only experienced the role of a

passenger in low-cost and carrier airlines. Therefore, I need to interview them to dig deeper

into their working life situation and learn about their knowledge and experiences.

4.3.Selection of the method for this study

According to Trost (2005: 14), a qualitative method is the optimal way to do a study when the

researcher wants to understand the context before answering a research question. The best

way to explain and report the view of the pilots and flight attendants for loyalty, self-loyalty,

motivation, and commitment is to do qualitative interviews. Kvale and Brinkmann (2014:15)

stated that human interaction is a basic form. By talking with other people, we gain

knowledge from their experience. In the interview, the researcher has possibilities to ask

questions about the interviewees experience, feelings, attitude, and their point of view

regarding the purpose of the study.

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By using this method, the researcher may get better information and a deeper understanding

of their research field. I selected the hermeneutic approach because it enables the researcher

to understand and explain a particular topic. By using the hermeneutic approach, the

researcher understands the action through conversations in the form of interviews (Patel &

Davidson; 2012:28f).

The selection of the method has a big impact on the quality of the answer to the research

question. By using the quantitative method, it would be difficult to get a deeper understanding

and explanation about loyalty towards the airlines from the pilots and flight attendants.

Therefore, the qualitative method is a better approach for this study.

4.4. Semi-structured interview form

A semi-structured interview is non-standardized (Saunders 2009: 320). For this study, I

collected data through semi-structured interviews. According to Saunder (2009: 320), for the

semi-structured interviews, the researcher has to prepare a list of themes as well as questions

to be covered in the interview. Therefore, each interview can be different and some questions

maybe left out. I used the semi-structured interview form because it gives the respondent

more freedom to develop their answer which can result in more information being given about

a research question. By choosing a semi-structured interview form, I can categorize the

questions into different topics, namely loyalty, self-loyalty, commitment, and motivation

following a red line. The questions are asked in a pre-determined order interview guide in the

Appendix). The interview guide shows the questions that are related to the study aim

categorized into the four theories of loyalty, self-loyalty, commitment, and motivation. I

asked open questions at the beginning of each subtopic so that the respondent can develop

their answer.

For Saunder (2009: 320) the order of the questions is flexible because the conversation flow

will vary. Additionally, extra questions may be necessary to answer the research question and

objective. This was the case when I did not understand the technical terms like first officer (=

co-pilot) or purser (= chief flight attendant). The conversations can be recorded or notes can

be taken. Due to the sensitive questions (such as Question 29: Can you identify with the

values and goals of your airline?), I chose to take notes because pilots and flight attendants

26

may not be willing to participate in a recorded interview. Thereby, there is a risk that some

information may get lost. After each interview session with the respondents, I wrote my result

part to minimize the risk to lose important information. However, it would be an advantage

for this study to have the opportunity to record the conversations.

By interviewing the respondents, each interview was different because of the different

emphasis of their experiences and the respondents could share their ideas and experience of

the working environment in the airline industry. I motivated my respondents to answer freely

about their experience.

The questions are standardized and were sent out by email before the interview was held.

Thus, the respondent has a fair chance to think about the topics and the answer they want to

give. Another advantage for the respondents is that it allows them to develop their answers

and provide deeper information about the topic which is being answered (Denscombe, 2010:

232f). Some questions are particularly sensitive and respondents need time to decide how to

answer that kind of question or not to answer it. The respondents live all over the world, and

due to the COVID 19 virus safety regulations, it was not possible to visit the respondents.

Thus, I interviewed all of them by phone. During the phone interviews, I took notes.

4.5. Selection of interviewees

The selection of interviewees for the study has been limited to pilots and flight attendants who

work for low-cost or carrier airlines around the world. Employees working on the “ground”

are excluded from this study. Similarities and differences between pilots who work for a low-

cost airline and carrier airlines are examined. The same approach is used for flight attendants

who work for low-cost and carrier airlines. The idea behind this is to get a new picture of

flight attendants and pilots around the world. In total, I interviewed three pilots and three

flight attendants.

I also tried to get contacts directly from the airline. Most airlines are involved in similar

projects and therefore, it was not impossible to interview their pilots or flight attendants. So I

interviewed pilots and flight attendants on the phone during their free time. I collected enough

material to get the big picture due to the willing cooperation of the six respondents. Therefore,

it was not necessary to interview more respondents. In total, four men and two women

27

participated in this study. Five respondents are in the age group between 25- 35. They have

less than 10 years of working experience in the flight industry. One respondent is between the

age group 45-55. This respondent had over 10 years of work- experience in the flight

industry. Moreover, four respondents are married and two respondents are unmarried.

A = Flight attendant

Flight attendant low-cost segment: Respondent 2

Flight attendant carrier segment: Respondent 3

Flight attendant carrier segment: Respondent 4

B = Pilot

Pilot low-cost segment: Respondent 1

Pilot low-cost segment: Respondent 5

Pilot carrier: Respondent 6

Source Criticism

Patel and Davidson (2011) highlighted that the author has to be critical to the source to

evaluate if the experience is probable. This is important because other pilots or flight

attendants in the selection of interviewees can influence the study. Doing such interviews is

extremely rare because the flight industry is exclusive. For the researcher, it is a big challenge

to get contacts with pilots or flight attendants. Pilots and flight attendants have to be cautious

about what they say in the interview. I did not want to bring the respondents in a difficult

situation. Therefore, I decided to send out the interview guide before the interview. The

respondents have enough time to reflect on what they want to say.

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Olson and Sörensen (2011) state that the selection of interviewees methods can be called the

subjective selection of interviewees. It refers to that voluntary selection of interviewees were

used in this study. Moreover, Dencombe (1998) mentions that a convenience sample is about

respondents who are ”the first best persons” for this study. For this study, I rely on the

convenience sample because airlines have not replied if I can interview their pilots and flight

attendants.

4.6. Interview procedure

Before the interview, I sent the questions via email to allow the respondents time to prepare

their answers to the questions. This approach may help to increase the quality of the data

because the answers are more reflected. Moreover, the respondents feel more confident which

may have a positive effect on the interview (Saunders et al., 2009: 351). On the other hand,

there is a risk that respondents are less spontaneous and honest if they get the questions before

the interview.

Trost (2004:44) sees handing out information before an interview as a good preparation that

ensures the interview will be successful. Before I interviewed the respondents, I informed

them all about my goals and the content of this study.

Saunders (2009:349) discusses the advantages and disadvantages of telephone interviews. A

telephone interview has an advantage if there is a long distance between the researcher and

the respondent. Another advantage is that the researcher receives information immediately

and the costs are lower. A disadvantage with a telephone interview is that the researcher does

not have personal contact with the respondent. For example, if the researcher is asking a

sensitive question, the researcher must already build trust. Otherwise, the reliability of the

answer may be reduced because the respondent does not feel comfortable enough to answer

the question in detail. Another disadvantage is that the researcher cannot see the respondents’

body language which can influence the data. It is more difficult for the researcher to evaluate

whether they can dig deeper or not. In my case, I had to do interviews via phone because of

the geographic distance of my respondents and the COVID 19 pandemic. I did not record any

answers because the information is very sensitive and therefore, the respondents are more

comfortable to interview without any recording. But the risks are higher that some

29

information may be lost. However, I had the chance to contact the respondents again if I

forget their answers.

The order of the interview questions was defined in the interview guide which was

categorized by topic according to the theories for this study. The duration of the interviews

from 45 to 73 minutes and was done in the free time of the respondents.

4.7. Method of analysis

For a researcher, the interview method is relevant to get a deep understanding about the

loyalty of pilots and flight attendants towards their airline. The researcher has to ask

additional questions regarding this topic if something is unclear. According to Benton et al.

(2001:104), history is essential for understanding. Furthermore, the process of understanding

involves a “hermeneutic circle” (Kvale and Brinkmann 2014). That means that it is difficult to

understand the whole if we do not understand a part and without understanding the whole it is

not possible to understand its parts. Therefore, understanding needs a constant movement by

the researcher, namely from the part to the whole and from the whole to the part. So the

researcher has to decide when the material should be processed. Thus, the researcher can

change their perspective between an objective view and a subjective view or trust in their pre-

understanding during the evaluation process of the material.

I chose the deductive approach and also partly an inductive approach to answer the research

questions. According to Saunders (2009:501), a deductive approach provides the researcher

with key themes and patterns to find in the data. Pattern matching includes predicting a

pattern of outcomes that are based on theoretical propositions to explain what the researcher

expects to find. The researcher has to develop a conceptual framework, using existing theory

to explain the findings. That means if the pattern of the data matches what was predicted by

the conceptual framework or theories, the researcher has found an explanation. For example,

by interviewing pilots and flight attendants I could see a pattern in their interest fields like

travelling to great destinations, good colleagues and supervisor, and flying itself.

For Corbin and Strauss (2008) grounded theory is a form of empirical research. It is an

analyzing method. Corbin and Strauss (2008) highlighted that the grounded theory was

developed by Glaser and Strauss (1967) to generate theory from data.

30

The basis of grounded theory is coding because theories are launched from data via coding

which includes developing categories and labelling common properties in data (Danermark et

al., 2015:130-131). The categorizing or conceptualizing has to be done by careful data

analysis. Coding is an approach which is a grounded abstraction. Codes are, for example,

concepts that give data a particular meaning, the building blocks of the theory (Danermark et

al., 2015:130-131).

According to Saunders (2009: 502) it is an inductive approach that works well to develop a

connection between the social reality of the research participants and the theory that emerges.

For using an inductive approach, the researcher needs a competent level of knowledge about

that area. Additionally, in this study, I had already used the four theories as basics before I

began with the analysis part. Therefore, I did not only use grounded theory which has an

inductive approach.

According to Corbin and Strauss (2008:160), open coding requires a brainstorming approach

to analysis because the researcher has to open up the data with all its potentials and

possibilities. During the interview, I took my notes to transcribe the data with the help of

keywords for every text. The keywords are different terms that were generated during the

coding process. In the analysis, I used quotes from the respondents which I found interesting

for analysis using the existing theories. With the help of quotes, I found keywords that I used

in the analysis part. Examples of these keywords are teamwork, supervisor, passion,

enjoyment, lifestyle, jetlag, salary, and working conditions. After this, I sorted the keywords

into the categories of loyalty, self-loyalty, commitment, and motivation to figure out how they

relate to each other. After this, I developed sub-categories that are related to the categories

and sorted the keywords into different sub-categories: involuntary-horizontal, involuntary-

vertical, voluntary-horizontal, voluntary-vertical, self-loyalty-voluntary, self-loyalty-

involuntary, autonomy, self-discipline, Maslow’s motivator factors, and Herzberg’s hygiene

factors and motivators of loyalty in the organization, self-loyalty, commitment, and

motivation.

This follows the finding of Kvale and Brinkmann (2018:14) that the analysis of such data is

easier when the researcher uses keywords that lead to categories. With the help of memos, I

could relate the keywords to each other when I recognized a pattern. Memos are a way to

31

create a theme and then relate those themes with the relevant theory (Corbin and Strauss

2008).

4.8. Validity

Hence, Saunders (2009:157) stated validity refers to what the findings are really about. Kvale

and Brinkmann (2014:296) stated that validity refers to the strength and accuracy of an

opinion. Validity aims to measure the strength and the correctness of a statement. Moreover,

it is about examining what the researcher wants to examine (Kvale and Brinkmann 2017:

296). First, I read previous research about commitment and motivation in the flight industry to

develop an interview guide that is relevant to the aim of the study. Only in very few cases was

it difficult for the respondents to understand what I meant with particular terms such as

motivation, commitment, self-loyalty, and loyalty.

According to Patel and Davidson (2019), validity in a qualitative study includes the whole

research process and not only the interview with the respondents. Hence, before the interview,

I informed the respondents per phone message about the purpose of this study, namely to get

knowledge about the flight industry and not about a particular airline. All of them were

curious about my study and therefore, they were especially motivated. This might affect the

respondents to provide me with good and accurate answers. Directly after the interview, I

32

began with transcribing the interview of the respondents to get the best possible material for

this study (Patel & Davidson 2019). The interviews were held in English which is not the

mother tongue of every respondent. This has to be considered as well as conversational

language during the interview.

4.9. Reliability

According to Saunders (2009:156), reliability is about which data collection techniques or

analysis procedures the researcher uses to get a consistent finding. Reliability means if the

research will have the same result on other occasions and similar observations will be reached

by other researchers as well as the transparency of how results were found from the raw data.

Moreover, Saunders (2009:156) stated that there are factors that reduce reliability like subject

or participant error. An observer error may threaten reliability. Therefore, I ensured that my

questionnaires have a high degree of structure. Different times of the week may generate

different results. So the researcher should choose a neutral time, which is usually from

Tuesday till Thursday. On Monday or the days before the holidays, the respondent may not be

motivated to respond in-depth. However, in the flight industry, there does not exist a neutral

time because the pilots and flight attendants have to work in shifts around the clock. Before

the COVID 19 pandemic, pilots and flight attendants were very busy which may decrease the

quality of an interview because the respondents had not much freetime. However, I did my

interview during the COVID 19 pandemic and this had an impact on the study. All the

respondents had enough time to interview because they had to stay at home due to the

cancellation of almost all flights. For my research, this was positive because I could do the six

interviews in ten days. Normally, it would have taken me much more time because pilots and

flight attendants would be travelling. After a flight, the respondent needs to rest in their

freetime. If I would have interviewed during their freetime before COVID 19, the motivation

for an interview might have been less. This would have decreased the quality of the interview.

On the other hand, due to the COVID 19 pandemic and geographic distance, it was not

possible to interview the respondents in person which might have increased the quality of the

interview.

33

4.10. Discussion of the method

In my view, the hermeneutic approach is the best option to answer the research question for

this study. By taking interviews, the researcher may get a deeper and more reflected answer

which is important to get raw data from the pilots and flight attendants about their views on

loyalty and commitment towards their employer. This study should be seen more as an

example and cannot be generalized because six interviewers are a low number. Therefore, it is

not representative of all pilots and flight attendants. More interviews would be needed but this

was not possible because many airlines did not answer my request to interview their pilots

and flight attendants for the thesis.

A quantitative method would have been a possible way to do this study. An advantage of the

quantitative method is that more respondents can be considered and the findings can be

generalized. This approach takes a lot more time than an interview with all respondents.

Another disadvantage is that factors like body language are not take into account which may

have an impact on the results of the study. On the other hand, I could not provide a personal

interview either because of COVID 19 and the geographical distance which can be seen as a

criticism (Denscombe, 2017).

4.11. Ethics

In general, research is important for the development of society and individual development.

However, the ethics aspect of research must be considered. For my thesis I ensured that the

data of the respondents and their information are protected.

As a researcher, I gained the data under the conditions of the four main requirements of the

“Research ethical principles for human-society research” (in Swedish: Forsknings etiska

principer i humanistisk- samhällsvetenskaplig forskning (2002).

For this reason, all interviewees got information via e-mail about their rights before I took the

interview.

According to Vetenskapsrådet (2002), the four requirements are:

1) The researcher must inform the participants about the goals and topics of the research

and the conditions which refer to the participants. That includes that participation is

34

voluntary and they can terminate their participation at any time (in Swedish:

Informationskravet).

2) The researcher must obtain confirmation from the participants that they are willing to

participate in the study (in Swedish: Samtyckekravet). I explained to the respondent

that the participation is voluntary. They had to confirm this because loyalty and job

commitment to the airline industry is a very sensitive topic.

3) The participant in the research has the right to decide themselves where, when, and

under what conditions they are willing to participate. They can terminate their

participation at any time without any explanation. I made it clear to the respondents

that their participation will not lead to any negative consequences for them.

4) The data for the research from all participants are treated with utmost caution so that

nobody has the opportunity to get any of the data like their personal data or the

interview material. That includes that the materials cannot be used for commercial or

non-research purposes. For this reason, the names of the airline where the respondents

work and the names of the respondents are not mentioned in any publication.

Moreover, I did not record the interviews because the topic is too sensitive

(Vetenskapsrådet, 2002).

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5. Results and analysis

In this chapter, the empirical material is presented and analyzed with the help of the theories,

of loyalty in the working environment, self-loyalty, commitment, and motivation.

5.1. Loyalty in the working environment

5.1.1. Arvidson and Axelsson (2014) stated that voluntary-horizontal loyalty is when

colleagues in the same position develop an informal collective culture where they protect each

other. In contrast, involuntary-horizontal loyalty is a form of group pressure like “Jantelagen”

in Nordic countries.

A Flight attendants

The highest degree of voluntary-horizontal loyalty exists in flight attendants in the low-cost

airline. Respondent 2 and their colleagues share similar ideas and goals. This leads to a

relationship among colleagues that is very supportive, respectful, and caring. Hence,

Respondent 2 has not faced any type of group pressure from their colleagues because they

share similar opinions as stated:

We are supporting each other. If someone is saying something, nobody is giving disrespectful feedback. We are

caring for each other and are attentive if our colleagues are fine”. “The relationship between my colleagues and

me is very collegial. Our thoughts are similar and it goes in the same direction. Everybody knows what has to be

done. Everybody can do work in their own way if it is not completely wrong.

When the flight attendants come from the same country, they already know how to deal which

each other because they know the cultural manners. So they know what is expected of them

by their colleagues and there are few irritations or problems. This leads to smooth social

dealing with each other. Additionally, Respondent 2’s colleagues have a professional attitude

because the feedbacks from the colleagues are seen as positive. This shows that the colleagues

can trust each other. The good mood of the flight attendants can spill over to their customers

and thus, the quality of their work can be increased.

The degree of voluntary-horizontal loyalty is low for a carrier airline. Both Respondents 3 and

4 stated that they get along with most of their colleagues. However, there are differences of

opinion between colleagues and these are due to the diverse cultural background as well as

some strong- minded colleagues.

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Additionally, Respondent 3 noted:

It is not always the case that we agree with our colleagues because we work with different people who have a

different cultural background. Therefore, each day is a different one. With 80% of my colleagues, I come along

and we find a compromise. However, with some, I do not come along with

Therefore, flight attendants who serve international carrier airlines have to have a better

understanding of other cultures because of the different backgrounds of their customers and

colleagues. This can be a challenging task if the cultures are very different. Consequently, this

may have an impact on the quality of the service. Some cultures have a more professional

working attitude in terms of accuracy or responsibility. Thus, if an airline hires flight

attendants from different countries, the risks of cultural clashes are higher.

Respondent 4 has an alternative view: “I find it very interesting to work with people who have

a different background". However, a carrier airline which serves different destinations around

the world needs employees with different cultural backgrounds and language skills to increase

the quality of the service to their customers. Flight attendants can widen their cultural skills

by having colleagues from other countries because colleagues who have a different cultural

background bring new energy and can support locals with new ways to think about things.

On the other hand, the airline Respondent 2 is working for specializes in customers who come

from the same country/culture, and therefore, this particular low-cost airline may hire flight

attendants who have a similar cultural background. Overall, the responses fitted very well

with the mechanism behind voluntary-horizontal loyalty and involuntary-horizontal loyalty.

For an airline that serves multicultural destinations with multicultural customers, the loyalty

towards their colleagues is more involuntary-horizontal. Reasons for that are different

personalities and cultural backgrounds. On the other hand, airlines who serve customers from

their home country hire locals as flight attendants who have a higher amount of voluntary-

horizontal loyalty.

B Pilots

The respondents who are pilots stated that the relationship is collegial because they share

similar ideas and interests.

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Respondent 5 said:

The work environment is very professional and familiar with a flat organization. Most of the pilots have the

same interest. We are nice to each other and respect everyone. Many colleagues become my friends. We do not

have difficult colleagues because we have high requirements of psychological tests before someone gets a job in

the cockpit. We pilots have to care to each other if someone is not feeling well which is normal because we are

human and due to shift work.

Respondent 5 sees the relation of the pilots as very professional and friendly because of the

high standards of assessment which includes psychological tests before an airline hires a pilot.

Thus, candidates who have a difficult personality and do not match with the culture of the

airline can be detected and are not seen to be potential future pilots. Moreover, psychological

tests have to detect pilots who have the right personality and are prepared to follow

instructions given by their airline. This is required for professionalism. Furthermore,

Respondent 5 seems to be satisfied with the airline’s recruiting procedures because most of

the colleagues become friends which show that the personalities and interests of the

individuals match each other. On the other hand, they have to keep an eye on their colleagues

because for safety reasons (such as sudden sickness). The pilot must react well in

emergencies. Flight safety is very important in the flight industry.

However, Respondent 5 and Respondent 6 explained that there exists a slight hierarchy in the

cockpit because, on the long-distance flights, one captain (who has the full responsibility for

the plane) and two first officers (also called co-pilots) sit together in the cockpit. Between

both first officers, the relationship is more voluntary-horizontal loyal than between the captain

and the first officers which is more involuntary-vertical. Respondent 5 and 6 stated that the

slight hierarchy in the cockpit is similar in carrier airlines and low-cost airlines.

5.1.2 Arvidson and Axelsson (2014) gave as an example of involuntary-vertical loyalty the

case of a young employee being brainwashed by the organization’s culture. The young

employee has to think positively about the organization. Individuals often have to be loyal to

an organization and respect the requirements of loyalty because it is expected to them.

Employers have a superior role and expect employees to fulfill a subordinate role. On the

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other hand, an example for a voluntary-vertical is a violinist in an orchestra which is lead by a

conductor (Arvidson and Axelsson, 2014).

A Flight attendants

Applied to the flight attendants, the overall relationship between the respondents and their

supervisor is good. However, there exists some degree of involuntary-vertical loyalty as stated

by Respondent 2:

The relationship between the supervisor and me is collegial. However, if I work for another base, I often have

experienced that they think more about stereotypes. For example, if your home-base is not based in that

particular spot, the supervisor may think that you are not enough prepared for a long-distance flight. In the home

base, I feel in a more familiar place in comparison to another base.”....“As a flight attendant, I’m one of many. A

reason is that we have to follow the standards which are given by the airline. On the other hand, we get a lot of

training in terms of wine culture, aircraft factory tour, language training if it is not fully booked as well as other

types of training if we have time.

Thus, for Respondent 2 there exists an involuntary-vertical loyalty between different subunits

of the low-cost airline. During the flight, the relationship changes from a stereotype mindset

to a normal mindset. However, in other cases, loyalty can be seen as voluntary–vertical

because the low-cost airline offers special training like language courses, wine culture tour,

and aircraft factory tours for their flight attendants, which can be booked freely by flight

attendants if they have enough spare time.

The relationship between supervisor and Respondent 4 (in a carrier airline) is good as in the

carrier there is a lower degree of involuntary-vertical loyalty. There is still a slight hierarchy

between supervisors and flight attendants. However, Respondent 2 and Respondent 4 wish to

be better recognized as flight attendants.

Respondent 4 highlighted that:

Some supervisors share very similar thoughts but in general it varies in each individual. We have a healthy

relationship with the manager. We have to follow the implementation which is made by the management.

Honestly, I wish a better recognition from the airline. We gain a good training in service and secure passengers

from an emergency. It took me a while that I get used to it. However, I adapt well most of the times in the work

environment.

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Flight attendants have to follow the standards which can have the effect that they are seen as

one of many, as said by Respondent 2. Moreover, Respondent 3 who also works for a carrier

airline, replied that a flight attendant must follow the instructions of the supervisor to comply

with the standards given by the airline.

To summarize, airlines in general (low-cost and carrier airlines) do not recognize the work

effort of their flight attendants enough due to the fact that flight attendants have to follow the

standards which are different from office work. This can be seen as a form of involuntary-

vertical loyalty.

B Pilots

For pilots from carrier and low-cost airlines, the relationship between the respondents and

their supervisor is good and very supportive because they share similar mindsets. The high-

requirements for recruitment can be a reason as discussed above. In the cockpit, there is a

form of hierarchy because the captain has to take the final decision and give advice to the

first-officers (co-pilots).

Respondent 6 and Respondent 5 explained in detail the relationship between the supervisor,

the airline management and the first- officer.

The relationship between supervisor and me is collegial and slightly hierarchical. Most of the time my supervisor

and I share similar opinions.” “To finish a common goal, every colleague gives their best support to the other.

The training was excellent. The instructors are very competent in their field and in providing knowledge. The

time was not rushed and the information given in-depth. Good support for the tasks that we pilots do and

appreciation for the work is very important for me. However, I wish more work security from the management.

As stated by Respondent 6, the relationship with the supervisor and instructors is very

professional and slightly hierarchical. However, a professional relationship is a requirement

for improvements in terms of flight skills for Respondent 6 because the instructors provide

Respondent 6 with constructive feedback. This is a win-win situation for the carrier airline

(instructor) and Respondent 6 because Respondent 6 becomes a better pilot and the airlines

developed their high-skilled pilot. Therefore, the airline (supervisor) and Respondent 6 follow

the common goal.

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Supervisors have similar thoughts like me. They are extremely cool and supportive. They are willing to improve

you so that you can fulfill your potential. My airline supports their pilots as in the difficult moment for example

if a family member dies. The airline supports you till you are fine which is very fair. (Respondent 5)

To sum up, the work environment in the low-cost airline and the carrier airline is very

supportive because every pilot is willing to improve their flight skills. The airline

management in the low-cost airline is very fair to their flight crew. Therefore, there is a slight

form of voluntary-vertical loyalty between supervisor and co-pilots. Respondent 5 who works

for a low-cost airline highlighted that “My airline supports their pilots as in the difficult

moment for example if a family member dies. The airline supports you till you are fine which

is very fair”.

Additionally, Respondent 5 explained that such extra treatment is not common to all airlines.

Their airlines show that they have a fine feeling towards pilots in emotionally difficult

situations.

5.1.3 For Arvidson and Axelsson (2014) loyalty can have the highest grade, namely passion,

which is a positive form of loyalty.

A Flight attendants

Respondent 2 and Respondent 3 are very passionate about being flight attendants. However,

Respondent 3 shows the highest amount of passion shown in the interviews: “Working as a

flight attendant is a passion for me. The enthusiasm has not changed from the beginning till

now.”

For Respondent 3, the job as a flight attendant has a high meaning in their life because they

are passionate about the job from the beginning of their career till now. Normally, after a

while, the job becomes more of a routine. However, Respondent 3 shows the highest form of

loyalty as a flight attendant for a carrier airline.

The word “enthusiasm” which is a strong word, underlines Respondent 3’s positive feelings.

Respondent 2 explained the passion of being a flight attendant as such:

Especially, during the winter times where the flights are not so frequent, I feel that it would be nice to work.

Working as a flight attendant is like a hobby and I enjoy it.

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In other words, Respondent 2 transformed the job of being a flight attendant into a hobby.

This begins to show for Respondent 2 during the wintertime when the flights are less

frequent. Therefore, a sense of achievement, pride, and purpose for Respondent 2 is missing

which is fulfilled during the spring, summer, and autumn periods.

Respondent 4 provides a different view on passion:

Passion is such a strong word… I would rather say: I enjoy my work. In the beginning, I didn’t think that I

would become a flight attendant.

However, Respondent 4 has a different perception of being a flight attendant. Respondent 4

is not passionate about being a flight attendant but rather enjoys to become a flight attendant.

This can be explained that Respondent 4 searched for the best job option which may fit the

talent of Respondent 4. By this, Respondent 4 concentrates first on its talents and skills which

was the starting point to find a suitable job for Respondent 4. By using this approach,

Respondent 4 decided to follow a new direction which ended to become a flight attendant.

To sum up, working for low-cost or carrier airlines does not have a big impact on flight

attendants’ “passion” for their job. Flight attendants who work for a low-cost airline can also

look for work with a carrier. Respondent 2 found that serving a first-class increases

motivation and passion due to the previous job background in the service industry.

Respondent 2 gained skills and knowledge from working in high-class service, which can be

seen as equivalent to serving first-class in a carrier-airline.

In general, some flight attendants, like Respondent 3, are passionate about being a flight

attendant even after a long time. Respondent 2 sees the job as a flight attendant more as a

hobby than as a job and Respondent 4 who stated that being a flight attendant is an enjoyable

job. To sum up, if a person has a very positive feeling to go to the job, it can be seen as a high

degree of passion.

B Pilots

Pilots from a carrier and low-cost airlines are consistently very passionate about their jobs.

Most of the pilots mentioned that being a pilot is a dream job even if the job has some

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negative aspects (like working during holidays and jetlag). Respondent 5 and Respondent 6

have a high level of passion being a pilot as stated:

Since I could think, I want to be a pilot. The job, in general, is very cool. However, as a pilot, I have flights at

Christmas, Easter, and my birthday. On the other hand, I knew this before I started my career as a pilot.

(Respondent 5)

Respondent 5 was very passionate about being a pilot from the beginning and this has not

changed. Moreover, Respondent 5 prepared from an early age being a pilot where Respondent

5 could figure out the benefits and cons (like working on holidays) of being a pilot.

Yes, I’m passionate about my job as a pilot. Now I am even more passionate about my job as a pilot than in the

beginning but the enthusiasm has been stable throughout the career. (Respondent 6)

Respondent 6 has even experienced an increase of passion for being a pilot. A reason for this

is that Respondent 6 has improved their flying skills since the beginning and therefore,

Respondent 6 feels more comfortable and relaxed flying an aircraft. At the beginning, pilots

are under more pressure to fulfill the expectations of the airlines and this can lower the

passion to be a pilot. To summarize, each pilot feels differently about the passion for being a

pilot. This can be explained due to the personality of the respondents and the working

conditions of the airline. Respondent 6 is enthusiastic about being a pilot. The word

enthusiasm is a very strong positive word and emphasizes Respondent 6’s passion for flying.

5.2. Self- loyalty

5.2.1 Arvidson and Axelsson (2017) stated that voluntary self-loyalty is about setting your

own goal and vision. This is individual loyalty to oneself instead of to the employer or

society. Voluntary self-loyalty is found in individuals who can focus on their passion like

business people, musicians, and sport athletes, and those who have strong beliefs. They are

focused on following their dreams even when they face resistance.

A Flight attendants

Respondents show a high degree of self-loyalty is important. Respondent 3 is especially goal-

focused:

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For me, the flight attendant was my dream job since I was a little child. My family helped me that I could reach

my career goals.” “As a child, I want to work for an airline… The 4-6 weeks of training as a flight attendant was

very hard training and intensive. It involves emergency procedures, medical, dangerous goods, and service

training. I spend a lot of time to reach my goal.

Respondent 3 fulfilled the dream to become a flight attendant. Respondent 3 has a very high

level of voluntary-loyalty to oneself. Respondents 2 and 4 chose to become flight attendants

at a later stage in their careers. For Respondent 2, the job duties as a flight attendant applied

very well to their interest fields. However, Respondent 4 did not have a dream job since

childhood and it can be seen that Respondent 4 has a pragmatic view of the job. Respondent

4’s approach was to get a job after researching possible job opportunities which suited them

best. This can also be seen as a form of voluntary self-loyalty. To sum up, one respondent

fulfills their childhood dream to become a flight attendant. Two other respondents discovered

the job as flight attendants at a later stage in their careers. Respondent 3 can be seen as a goal-

oriented person.

B Pilots

Respondent 5 showed a high form of voluntary self-loyalty:

I spend a lot of time researching the Internet to gather up important information; the flight training is very time

intensive as well as the preparation for assessments for pilots. Moreover, my family supported me mentally and

financially that I could follow my dream job. Thus, I have surpassed my goals.

At a young age Respondent 5 collected information about all the requirements for pilot

training. Preparation from a young age enabled Respondent 5 to become a pilot.

Respondent 6 showed another form of voluntary self-loyalty. After Respondent 6 finished

flight school, they had to be patient to become a pilot due to a lack of job opportunities.

Moreover, the training being a pilot cost a huge amount of money which the pilots have to

pay themselves. The pilot training itself can be seen as an investment in voluntary self-

loyalty. To summarize, the respondents who are pilots reached their career goals and

Respondent 5 even surpassed their career goal.

5.2.2 Arvidson and Axelsson (2017) discussed the difference between self-discipline and

autonomy. Both words stand for freedom and individualism.

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A Flight attendants

For all the flight attendants in this study, autonomy plays a big part in their life. Respondent 3

explained it like this:

Being a flight attendant, it is lifestyle 100%, freedom of life, work to work. No one interfere for 5 days off. This

is freedom for me.... weekend when you work in the office is not freedom.... “My job is time-consuming because

I’m a lot of time away from home. I sacrificed a lot of time for being a flight- attendant and I am a part of an

international crew. I fly to those destinations depending on the aircraft type I’m trained in. My airline offers

domestic (short-haul) division also for those who prefer short trips. We have to choose one or the other.

Autonomy is a very important aspect for Respondent 3 who fully enjoys the lifestyle of being

a flight attendant and appreciates having 5 days off after a long flight which is not the case if

employees work in an office. Weekends do not give freedom for Respondent 3 in comparison

to 5 days off after a long flight. This increases the life quality of Respondent 3. On the other

hand, Respondent 3 has to travel a lot because they Respondent 3 selected to be part of an

international flight crew.

However, Respondent 4 feels a lack of autonomy in the carrier airline due to the holiday

restrictions (flight attendants can only take holidays before and after the holidays of their

customers). Other factors like the personality of the flight attendants, flight destination, and

family may play a more significant role because all respondents answered that their jobs offer

a lifestyle that fulfills them personally.

Flight-attendants who work for low-cost and carrier airlines had similar contract options

where they could choose to fly short and middle distance flights or long distance flights. Both

airline types allow flight attendants to decide between domestic (short trips) or long-distance

flights and therefore, the airline provides for their flight attendants’ autonomy.

Respondent 2 and Respondent 4 had not much prior knowledge about the training as a flight

attendant. For all the respondents, the training was the most intensive period of their time as a

flight attendant.

According to Respondent 4, the training in a carrier airline is more stressful:

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I had no previous experience in this industry, so I had no clue what is going on in training. It was very exciting

and stressful. Therefore, it took me a while to get used to it. The emergency part is very authoritative. Here you

cannot hesitate. As a flight attendant, my goal is to have a generous smile on my face and enjoy... not a fake

smile.

All the respondents reported sacrificing a lot of time during the training and during their job

because they are always on the road.

To summarize, at the beginning of their career as a flight attendant, they need a high amount

of self-discipline because of the training. After their training, it shifts from self-discipline to

autonomy where the airline provides many options for their flight attendants. They can choose

themselves between short and middle distance flights or long distance flights. However, as

Respondent 4 noted, flight attendants from the carrier airline can only take holidays outside

customers’ holiday times. Therefore, the autonomy for the flight attendant from the low-cost

can be seen as a little bit higher because they can choose when they take their holidays.

B Pilots

According to the pilots, they need a high amount of self-discipline because they have different

phases when they have to perform well, like during flight training and assessment preparation.

They specialize in an airline type. Respondent 6 stated:

I spend a huge amount of time to broaden my knowledge in the airline industry in different functions in the

office and then in the cockpit. For me, it was difficult to become a pilot due to the very cyclical airline demand

and pilot supply. After I reached my goal to become a pilot, the job fulfills my interests

Appling the Arvidson and Axelsson model (2017): Respondent 6 described that at the

beginning, the job as a pilot requires a lot of self-discipline which shifts to autonomy in a later

stage due to great flight destinations and by having good flight skills. The respondents stated

that they are satisfied with their job which can be seen as autonomy.

On the other hand, self-loyalty can be involuntary where the individual has to “play the game”

to fulfill the criteria of demands and norms of a society. (Arvidson and Axelsson, 2017)

A Flight attendants

Flight attendants have to follow guidelines that are given by the airline. The purser has to

check if the flight attendants are following the criteria.

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As stated by Respondent 2:

We have to follow the standard which is given by the airline. In the job, we are not independent. We have to be a

team player that the work can be done efficiently. Moreover, we have to work with different personalities; with

young and old colleagues. My colleagues are natives and we share similar values. Older colleagues have more

life experience so that most of them support us very well.

Respondent 2 may have a lower degree of involuntary self-loyalty because their colleagues

have the same background and therefore similar values. However, personalities can be

different. Older colleagues support their younger colleagues which can be seen as a form of

involuntary self-loyalty. Additionally, flight attendants have to follow the standards which are

given by their airline. This can be seen as well as involuntary self-loyalty.

For Respondent 3 it is more of a challenge:

I believe each airline crew member needs to be a team player according to the job they do. They will need to be

able to make an instant decision in their job. Every day, at work, is different and each day we face different

challenges which are often very different from one another. Therefore, we have to adapt well as a flight

attendant”… Colleagues who have a different cultural background can be challenging as well... The opinion of

my friends and family is important for me.

On the other hand, Respondent 4 sees different cultural backgrounds as positive.

Moreover, the flight attendants have to follow the instructions as mentioned by all

respondents. Respondent 2 brings it to the point: “We have to follow the standard which is

given by the airline. In the job, we are not independent. We have to be a team player that the

work can be done efficiently.” Respondent 2 sees flight attendants as team players. Therefore,

being a flight attendant might have some degree of involuntary self-loyalty. For Respondent 2

and 4, older colleagues can have a positive effect. Respondent 2 stated: “Older colleagues

have more life experience so that most of them support us very well.”

Additionally, the low-cost airline of Respondent 2 may have a lower degree of involuntary

self-loyalty than carrier airlines due to the fact that the employees mostly have the same

cultural background. Carrier airlines need multicultural employees because carriers have a

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wider route network with passengers from different cultural backgrounds. Therefore, for

Respondent 3 and 4 involuntary self-loyalty is higher.

B Pilots

The first officer (co-pilots) on low-cost and carrier airlines have to make decisions with the

captain. However, the captain takes the final decision, but in consideration of the opinion of

the first officer. Respondents 5 and 6 explained that usually the captain makes a suggestion

and the first officer can agree or not.

Moreover, the first officers have to learn from their supervisors like the captain who have

more flight experience. Thus, applied to the self-loyalty model, the respondents have to be to

some degree involuntarily self-loyal.

As such Respondent 1 stated:

I’m a social person and I listen to the opinions of others. We are a crew. As a First Officer, the Captain always

asks for my suggestions but in the end, he has to decide. According to air law, the Captain has to take

responsibility.

Respondent 1 has to play the game as a first officer because the captain is in a higher

hierarchy and therefore, takes the final responsibility for the passengers and the crew.

However, the first officer and the captain have to follow the guidelines which are given by the

airline and the air law.

Respondent 5 agreed with Respondent 1 and stated:

The opinions and feedbacks of colleagues and supervisors are very important. I have to self-reflect myself to

learn from my mistakes. Before I was a pilot I was going to job fairs called roadshows which are organized by

airlines where I talked with pilots. There I took their option most seriously. In the job, I am a follower because

the captain is the leader with the responsibility. However, if the captain is out of order during the flight, the

responsibility is switched over to me as a First Officer.

Respondent 5 highlighted that the feedback from the captain is very important. This helps the

first officer to improve their flight skills. Furthermore, Respondent 5 took the initiative after

finishing high school to travel to roadshows which are similar to job fairs where people

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outside of the airline industry can meet airline pilots. At roadshows, Respondent 5 got

important feedback on how to become a pilot. This is in line with Arvidson and Axelsson’s

(2017) concept of involuntary self-loyalty which is equivalent to “playing the game”.

To sum up, as shown in figure 9, pilots and flight attendants have to loyal to themselves to

reach their career goals. At the beginning of their career, pilots and flight attendants have to

pass the assessment center and their training to the job which requires a high amount of self-

discipline. During their career, pilots and flight attendants have to travel around the year, even

on holidays and their birthdays. On the other hand, pilots and flight attendants can enjoy a

lifestyle like great destinations, different cultures which give them autonomy. Jobs as a pilot

or flight attendant is for some individuals a dream job because this job offers many

opportunities. Thereby, pilots and flight attendants can follow their passion (voluntary).

Additionally, pilots and flight attendants have to follow the criteria which are given by the

airline and the air law (non-voluntary).

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5.3. Organizational commitment

5.3.1. The term affective commitment means an emotional attachment of individuals to

organizations (Meyer and Allen, 1991).

A Flight attendants

The respondents who are flight attendants are affectively committed to their airline. This

refers to low-cost and carrier airlines. Respondent 2 stated: “The job as a flight attendant is

not just a job. It is a hobby, especially on the distance flight, it is more lifestyle.”

Respondent 2 is highly affectively committed because Respondent 2 transformed the job of

being a flight attendant into a hobby. A hobby is a form of high affectively commitment

because an individual chooses a hobby voluntarily and thereby, following it frequently.

Additionally, a hobby relaxes and enjoys an individual.

Respondent 3 highlighted:

Being a flight attendant, it is lifestyle 100%, freedom of life. No one interferes for 5 days off. This is freedom for

me.... weekend when you work in the office is not freedom. I love to travel and share my experience with other

people.

For Respondent 3, freedom is an affectively commitment. As a flight attendant, Respondent 3

enjoys many opportunities like traveling in different countries and exploring new cultures.

After a long-distance flight, Respondent 3 enjoys 5 days off where Respondent 3 has enough

time to relax and follow other interests like meeting friends, family, and follow other hobbies.

Moreover, a weekend is not freedom for Respondent 3 because a weekend has fewer days

where someone can be recovered from their job.

Additionally, Respondent 4 noted:

My job gives me an opportunity in my life. I meet colleagues and passengers from a different background which

is positive. I go to many exotic places which I have not dreamt about. That means much for me. Additionally, I

never thought that I would live abroad.

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As stated by the flight attendants, the factors lifestyle, freedom, and opportunity in their lives

are a form of emotional attachment. Therefore, there is a high degree of affective commitment

for flight attendants because they like exotic places and meeting people with different

backgrounds and this enriches their lives.

B Pilots

Similar to the flight attendants, the pilot respondents are effective committed to their airline

because the low-cost and the carrier airlines offer them a lifestyle, great destinations, and

opportunities for their careers in their life.

For example Respondent 1 stated:

I like the lifestyle as being a pilot. At the moment, I am at the beginning of my pilot career. My airline offers

many opportunities in the future which is important for me”. Respondent 5 emphasized: “my job is

deciding about my life. Moreover, our destinations are amazing.

Thus, among pilots there exists a high degree of affective commitment which can be different

for each pilot. Some pilots enjoy the destinations and others the career opportunities or both.

5.3.2. Continuance commitment refers to an intention to remain with the organization because

of the costs of leaving or the rewards for staying (Meyer and Allen, 1991). For an employee,

it would be costly to leave this organization now (Meyer and Herscovitch, 2001:320).

A Flight attendants

Respondent 2 stated that: “At the moment, I do not feel safe because of Covid-19.”

Respondent 3 highlighted that: “Job security and payments are a most important factor.”

Respondent 4, who has a long record as a flight attendant: “I think the flight industry will

change after Covid-19. Moreover, job security is for me the most important factor.”

During the COVID 19 pandemic, continuance commitment for the respondents is higher than

before because all respondents wish that they can continue to work for their airline after the

Covid-19 restrictions are over. Before the pandemic, the good wages were a reason for

continuance commitment.

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B Pilots

Continuance commitment should be acknowledged as high for pilots because of the current

situation with COVID 19. For all the pilots in this study, it would be costly to leave their

airline.

Respondent 1 who works for a low-cost airline stated that “For me, job security is the most

important factor. However, before the crisis, I wish to have a little higher salary.” Respondent

6 who works for a carrier airline has the same opinion: “Job security is the most important

factor for me.” Finally, Respondent 5 reflected the situation of pilots due to COVID 19: “We

as pilots are very lucky if we still have our jobs as pilots due to COVID 19”

To sum up, for pilots who work for low-cost and carrier airlines, job security is at the moment

the most important factor. Good payments played a more significant role before COVID 19.

5.3.3. Normative commitment is associated with a felt obligation to remain a member of an

organization (Meyer and Allen, 1991). There would be a feeling of guilty if they left the

organization (Meyer and Herscovitch, 2001:320).

A Flight attendants

The respondents have a low degree of normative commitment because they do not feel guilty

about leaving their airline. However, the flight attendants in this study do not want to leave

their airline because some of their colleagues became friends.

Respondent 2 stated:

I would leave the airline and friends who work for the same airline. However, I do not want to leave because I

like it to work with them.

Respondent 3 has a similar opinion:

No, I wouldn’t feel guilty, but I will miss it for sure. There must be a reason, when I leave.” On the other hand,

Respondent 4 stated: “I won’t feel guilty. However, if I retire as a flight attendant, I will miss my job.”

To summarize, none of the respondents would feel guilty if they leave the airline. However,

the flight attendants will miss the lifestyle, colleagues, who become their friends and the work

itself.

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B Pilots

Respondent 1 and Respondent 6 would not feel guilty if they left their airline: “I would not

feel guilty; it depends on the full package where I want to work for. Maybe I would feel guilty

if the airline had paid my flight training.” Respondent 6 stated to this: “No, as I work hard for

the company and the company holds me financially liable for the training to be a pilot, I do

not feel any guilt when I leave the airline”.

Thus, their normative commitment is low in comparison with Respondent 5 who previously

had an office job with the airline and therefore knows many colleagues in different positions

within this low-cost airline. Therefore, for Respondent 5 the normative commitment is high:

“I would feel guilty if I leave my airline because they support me in each phase of my career

life as a pilot.”

5.3.4. Identification develops when employees want a relationship with an organization

because of its attractive values or goals, even if the employees are not aligned with its values

or goals (O’Reilly and Chatman 1986; Mowday, 1998:390).

A Flight attendants

The respondents who are flight attendants identify with their airline. The airline gives them

many opportunities. On the other hand, the respondents stated that working conditions should

be improved in both carrier airlines and low-cost airlines.

Respondent 2 said:

It would be nice if there are more opportunities to do training and coaching, working in Human Resource or even

training as a flight- attendant. I prefer those coaches who are motivated and those are giving great hints and

tricks which makes life for a flight attendant easier in the beginning. If the coaches are not interested then you

feel that s.th is missing. Moreover, it would be interesting if my airline could focus that flight attendants could

participate in a job fair where we can find talents as scouts. This would higher the quality of flight attendants. In

job fairs, we can see if someone fulfills the requirements and burns for the job.

Respondent 2 noted that low-cost airline should develop more career opportunities for flight

attendants to increase the quality of the flight attendants. Hence, Respondent 2 wishes in the

future to get a position as a coach to motivate young flight attendants so that they can identify

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with the airline. Respondent 2 knows hints to help young and fresh flight attendants to have a

smooth start in the job. Furthermore, Respondent 2 wants to develop their coaching skills and

use these skills in a job fair to scout for potential flight attendants who “burn for this job”.

Respondent 2 wants to develop new ways for flight attendants to be more useful in human

resources and training for their airline. Respondent 2 is highly motivated and identifies with

being a flight attendant. This can be seen when Respondent 2 develops new ideas and

thoughts about the job.

Moreover, Respondent 3:

However, I wish moral and mental support from the company as well as they treat us right, not just as a number.

... If they start to care about our well-being, we as an employee see it and work harder.

To sum up, flight attendants do identify with their jobs. The respondent who works for a low-

cost airline would like additional responsibilities. The flight-attendants from the carrier airline

stated that their airline provides plenty of diverse opportunities for flight-attendants.

However, the flight attendant from the carrier airline would like better mental support from

their airline. In other words, the airline can improve the conditions for its flight-attendants.

B Pilots

Pilots identify with the work as pilots in their airline. Respondent 1 has not fully reached their

goal to fly long-distance flights. However, it is a matter of time for Respondent 1 stated:

“Currently, I’m flying short and middle distance flights. I’m looking forward to flying long-

distance flights. I have not thought much about the goals or values of airlines.” Respondent 6

and Respondent 5 have a higher level of identification towards their airlines and destinations

because they can already experience attractive conditions like long-distance flights as stated

by Respondent 5 “Yes, I like the goals and values of the airline because they are very

supportive. Moreover, I enjoy the long-distance flights with great destinations.” Respondent

6, who works for a carrier, admires the service of their airline: “I can identify with the values

of the company to provide a high-quality service for our customers.”

The internalization and compliance commitment of the O’Reilly and Chatman concept is not

a part of my studies.

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Compliance includes instrumental behavior designed to gain rewards. Internalization includes

behavior driven by internal values or goals that are in line with those of the organization

(O’Reilly and Chatman 1986; Mowday, 1998:390).

5.4. Motivation

5.4.1. Maslow’s Hierarchy of Needs Theory

Maslow differentiated the classification of basic needs into five categories, namely at the

bottom level of Maslow’s hierarchy physiological needs, then safety and security, followed by

belongingness, esteem and self-actualization (Maslow, 1970; Lester, 2000:3).

A Flight attendants

Before the COVID 19 pandemic, for the flight attendants all of the basic needs were fulfilled

(Maslow’s Hierarchy of Needs Theory). During the pandemic, the safety need is unclear

because none of the respondents know what the airlines will decide about their future.

However, there are some effects which affect motivation positively.

Respondents 2 stated that before COVID 19:

I feel safe in the plane because of the high standards of aircraft maintenance. Moreover, I enjoy my free time

with my family and friends and during work-time with nice passengers and colleagues. If there is a

misunderstanding with a passenger, it costs you a little bit of energy. However, I love to work with people.

Respondent 2 highlighted that working in the plane is safe because of the high safety

standards of aircraft maintenance. This is a important requirement for flight attendants to

provide high-quality service for the passengers. If the flight attendants are in fear during the

flights, high quality of service would not be possible. Additionally, Respondent 2 enjoys

working with people during the work-time and in the free time.

On the other hand, Respondent 3 mentioned that there are positive and negative effects such

as:

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During the flight, I feel safe... I have enough time for my family and friends. However, jetlag is the biggest

problem, exhausted from work also another. It affects you mentally since you are away so often, you do miss

your loved ones, you often miss out on special occasions. It can be the loneliest job if you do no handle it well.

On the other hand, this job is full of excitement and I love sharing my experiences with others. Each time I go to

work I do learn new things. Overall, I love to talk with interesting passengers who have an interesting life which

is very rare.

According to Maslow’s Hierarchy of Needs Theory, Respondent 3 fulfills not always every

need which shows that Respondent 3 is not always motivated. A reason for this is jetlag

which may lower the physiological need. Additionally, sometimes Respondent 3 misses their

friends and family which may lead to a gloomy mood. By this, the social need is not always

fulfilled. On the other hand, the job is fulfilling Respondent 3 with excitements where

Respondent 3 can share the experiences with others and broader the knowledge. This is the

moment where Respondent 3 is motivated.

Respondent 4 who is the most experienced flight attendant stated that:

I trust the high-quality standard of our aircraft. Therefore, I feel safe. I have enough time to meet my friends and

family. Most of my friends are working in the same airline and we see each other. I enjoy working with them... It

depends on the flight and colleagues how I feel. Some flights are more challenging and with some colleagues, it

feels more like having a great time than work. I would recommend my job to my children if the work conditions

are good, however, the lifestyle is great... Finally, I enjoy good interaction with the passengers. General chatting

is fine, I like to have fun at work. Of course, the passengers are our customers, but if you get along with them

they “become” like friends and you can joke with them.

According to Maslow’s Hierarchy of Needs Theory, Respondent 4 fulfills every need which

shows that Respondent 4 is motivated. However, Respondent 4 mentioned that the COVID 19

virus will change the flight industry. Many pilots and flight attendants may lose their jobs.

Therefore, during the pandemic, the aspect of safety is unclear so there is a lack of the safety

needs. This affects the motivation of the flight attendants negatively. Respondent 2 and

Respondent 3 strengthen the Respondent 4’s argument that their career as a flight attendant is

in danger at the moment.

In Figure 10, a summary of Maslow’s model for the three flight attendants is provided. The

physiological need like the salary could be a little bit higher for some flight attendants. The

safety need like jetlag is a side effect of traveling. Hence, during the COVID-19, flight

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attendants do not have any job security because many airlines have to fire their personnel. The

social needs for flight attendants are high because of the good relationships with their

supervisor and most of their colleagues. The esteem needs for flight attendants can be

improved by the airline where they could better recognize the work of the flight attendants.

Some flight attendants had the feeling that they are one of many. The self-actualization need is

high because many flight attendants are passionate about the job. After all, the airline gives

them many opportunities and lifestyles.

B Pilots

According to Respondent 1, after night flights, pilots also get jet lag which may lower the

physiological need. Our airline has high safety requirements and you are safe in the plane.

Yes, I have free time where I can see my friends and family. Most time, I rest during my free

time because some flights are pretty intense like the night flights and the jetlag. However, I

like to land in different destinations. I would recommend my children to become a pilot.”

Respondent 6 who is more experienced as a pilot highlighted that:

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I feel safe in the airplane. Moreover, I have enough time to meet my friends and family. I

would recommend my job as a pilot for my children. The job as a pilot gives a positive vibe

and is fulfilling although it gets very exhausting through the working day. Additionally, I

enjoy the challenge of a good take-off and landing at different places in the world.

Additionally, another experienced pilot, Respondent 5, stressed:

Our airline has a very high training and technical standards. I have enough time for my friends and family.

However, it is difficult to see them all. For me, it is positive to lie on the beach or do a nice city trip. Sometimes,

it feels like a vacation. However, it depends on the schedule and destination. If my children can identify with

being a pilot, I would recommend it.

Overall, the situation with COVID 19 has to be considered for the pilots too. They do not feel

secure because it is unsure whether they can keep their jobs. Before COVID 19, the job as a

pilot fulfilled the needs of Maslow’s Hierarchy and this motivated the pilots.

In Figure 11, a summary Maslow’s model for three pilots is provided. Pilots are satisfied with

the physiological need like the salary. The safety need like jetlag is a side effect of traveling.

Furthermore, during the COVID-19, the pilots do not have any job security because some

airlines have to fire their pilots. The social needs for pilots are high because of the good

relationships with their supervisor and their colleagues. The esteem needs for pilots is high

because pilots have a positive reputation in the society. The self-actualization need is high

because pilots are passionate about the job. After all, the airline provides them many

opportunities and lifestyle.

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5.4.2. Herzberg’s Two-Factor Theory

Furnham et al. (1999:1036) described Herzberg’s theory that has two types of needs: hygiene

needs and motivator needs. Hygiene needs are extrinsic and include supervision, interpersonal

relations, physical working conditions, salary, company policies, administrative practices,

benefits, and job security. If these factors are destructive, job dissatisfaction results. (Furnham

et al., 2009:767)

A Flight attendants

Herzberg’s hygiene needs can be applied to Respondent 2’s statement:

My motivation is that our guests are satisfied. Often we get good customer feedback because they had us

positive in mind. Additionally, the relationship with my colleagues and supervisor is good. The working

conditions are good because our airline is extremely good at scheduling compared to my previous job in the

hotel industry. Even with my salary, I’m fine with it. However, if I would have a conversation with my

colleagues about this topic, maybe we want to have a little bit more. Older colleagues previously earned more

money. The airline industry has changed. Now even more because of COVID 19, we hope that we have our job

after the COVID 19 is over. This is at the moment the most important thing.

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Here also a distinction must be made between before the COVID 19 pandemic and during this

time because the pandemic affects the hygiene factors in terms of job security. As Respondent

2 pointed out, the hygiene factors before COVID 19 were good. According to Herzberg's two

Factor model, when hygiene factors are satisfied, the barriers to job satisfaction are

eliminated. This was the case before the pandemic. During the pandemic, flight attendants no

longer have job security. Therefore, the barriers to job satisfaction are not eliminated.

Respondent 3 who works for a carrier airline stated:

Sometimes we have enough time to rest between the flights and sometimes we don’t get enough rest. It depends

on the trip. I’m not satisfied with my salary. Therefore, the flight industry has to change the conditions. If they

do, I would recommend my children to become a flight attendant. Due to COVID 19, I do not feel secure with

my job.

The hygiene factors for Respondent 3 were low before the pandemic because Respondent 3

did not get enough rest as well as the salary, and the working conditions, does not match with

their expectations. Thus, the barriers to job satisfaction are not eliminated. During the

pandemic, the factor of job security plays a more significant role and this worsens the hygiene

factor. Respondent 3 would only recommend their children to become a flight attendant if the

working conditions are improved. However, Respondent 3 predicts difficult times for flight

attendants in the future due to COVID-19 and therefore, Respondent 3 doubted that the

situation for the flight attendant would be better.

Respondent 4 explained:

I think the airline can do a lot to improve motivation in terms of good working conditions. For example, I wish

that our airline cabin has a better organization where we can find all items. Sometimes, we have to search for

coffee cups because they are stored differently. After all, we have many different aircraft. However, with a better

organization, we can serve faster. Overall, I’m satisfied with my salary because I can support my family.

Additionally, the relationship with my colleagues and supervisor is healthy. However, I’m concern about my job

due to COVID 19.

Respondent 4 who works for a carrier airline is satisfied with the salary. For Respondent 4 the

hygiene factor before COVID 19 was good. During the pandemic, the hygiene factor worsens

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because Respondent 4 does not know what the carrier airline will decide about the job

perspectives for flight attendants. However, Respondent 4 sees many opportunities for how

the carrier airline can develop a better organization in the cabin. By this, better and faster

service for their passengers can be offered. Therefore, the motivation for Respondent 4 can be

increased by having a good cabin organization.

To summarize, the respondents have not satisfied hygiene factors due to COVID 19. All

airlines have reduced the number of flights and thus, most flight attendants are not flying.

Moreover, what the job perspective after the pandemic will be is unclear. Consequently, job

security is currently the most important factor for flight attendants. Before the pandemic, the

hygiene needs for Respondents 2 and 4 were almost fully fulfilled. Respondent 2 felt that

some conditions could be improved but it did not lead to dissatisfaction. For Respondent 3,

the salary is too low. Respondents 3 and 4 thought the work conditions for flight attendants in

the carrier airline could be improved. According to Herzberg’s Two-Factor Theory, this can

lead to dissatisfaction for Respondent 3.

B Pilots

Herzberg’s hygiene needs can be applied to Respondent 1’s statement. They work for a low-

cost airline:

I am motivated to be a pilot. However, after jetlag, I have to motivate again. The relationship between my

colleagues and supervisor is very friendly and supportive. I have enough free time. Before COVID 19, I wished

a little bit higher salary. But now, I am really happy if I still have my job because of the difficult times. I think

the airline industry will change after COVID 19.

The hygiene factors for Respondent 1 were fine before the pandemic but, because they did not

get enough rest after night flights and the salary does not quite match their expectations, the

barriers to job satisfaction are not fully eliminated. During the pandemic, the factor of job

security plays a more significant role and this worsens the hygiene factor dramatically.

Respondent 6 replied that:

Going to work gives me great motivation, especially when discovering new destinations. The relationship

between my colleagues and supervisor is friendly but professional. I have enough time to rest between the

flights. I wish that I could have more free time, but in general, I have enough free time. Moreover, I’m satisfied

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with my salary. However, because of COVID 19 which is difficult times for the airline, it would be appreciated

to have more security.

Respondent 6, who works for a carrier airline, is satisfied with the salary. For Respondent 6

the hygiene factor before COVID 19 was good. During the pandemic, the hygiene factor

worsens because Respondent 6 felt that there is a lack of job security.

Respondent 5 who works for a low-cost airline had a similar opinion:

Motivation is very important to do this job, otherwise the result is not that good. I like to work with my

colleagues. Some colleagues are my friends. We have unstable free time, but it is difficult to structure it. It is a

part of the job. I’m fine with the salary due to COVID 19. Our working condition is very fair due to the union.

Respondents 5 and 6 are satisfied with their salary in contrast to Respondent 1 who wishes for

a slightly higher salary. All the pilots are satisfied with the supervision as well as with the

interpersonal relations with their colleagues. Due to the night flights as well as long-distance

flights, pilots have to face jet lag with a negative effect on the physical working conditions.

However, because of COVID 19, job security is currently an issue because the airlines do not

know what the future will bring.

Therefore, for the pilots in this study from the low-cost and carrier airlines, the barriers to job

satisfaction were almost fully eliminated before the pandemic. Only for Respondent 1, they

are not fully eliminated because of the night flights and the wish for a higher salary. The

COVID 19 pandemic has worsened the hygiene factor for all respondents dramatically

because of, the factor of job security. The respondents do not know whether they can keep

their jobs. Thereby, the barriers to job satisfaction are now not eliminated.

5.4.3 Furnham et al. (2009:767) noted that motivator factors (needs) are intrinsic factors

which include achievement, recognition, the work itself, responsibility, and advancement.

A Flight attendants

Hence, applying Herzberg’s motivation factor to the responses, Respondent 2 stated that:

Yes, I’m happy what I reached in my career because I like my duties as a flight attendant. However, we need

more possibilities to reach more. Many positions are already fulfilled. We do not have many opportunities to

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develop training departments. Moreover, I like to have responsibilities because our training as a flight attendant

is very good and all the flight attendants in our company are well prepared. Since I work for this airline, I

become more open-minded because we cooperated with other airlines. There we met people from other countries

and we are talking about private things. I worked as well in an English speaking country where I could improve

my English skills. Overall, I’m satisfied with my position, but it could be a little bit more... maybe as a purser or

trainer. I wish that we have a better recognition as a flight attendant and that the airline does not treat us as one

of many.

The intrinsic factors of achievement and recognition are not fully fulfilled for Respondent 2,

who works for a low-cost airline, because Respondent 2 has many interests that are difficult to

fulfill in the low-cost airline. Most of the positions are already filled by other employees and

it is difficult to change some hours from the plane to the office. If the low-airline develops

more opportunities for Respondent 2, the motivation would increase because Respondent 2

can bring their special knowledge to the airline. However, the work itself, the responsibility,

and the advancement are highly developed in the airline which gives Respondent 2 a high

degree of motivation. By this, Respondent 2 could improve English skills and cultural

awareness. Additionally, Respondent 2 wishes that low-cost airlines better recognize the job

as a flight attendant. On the other hand, this is a difficult task because the work in the cabin is

different to work in an office. For example, the results of the flight attendants are more

difficult to evaluate than an employee in the office.

At the moment, Respondent 2 is satisfied, but in the future, Respondent 2 wants more

opportunities to develop their skills and interests. The work itself as a flight attendant fulfills

the expectations of Respondent 2. For Respondent 2, there is a danger in the future that the

motivation may stagnate because of the limited job options in the low-cost airlines. However,

if the low-cost airlines may offer new opportunities for Respondent 2, the motivation may be

consistent.

Respondent 3 stated that:

Yes, I’m happy with my career, I do enjoy interacting with many people from different backgrounds, travel to

different countries, and share many interesting experiences, whether its customers or work colleagues. With

most duty, I enjoy, only unreasonable requests are what I don’t enjoy. I feel comfortable to take responsibilities.

During my work for this airline, I guess that I become more confident as a person. The longer I stay, I become

more and more confident. Not only in the job as well outside of the job. As a flight attendant, we can reach a

higher position like a supervisor, manager. It is up to you. However, I’m satisfied with my job position.

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Respondent 3, who works for a carrier airline, is satisfied with the job position. As a flight

attendant, Respondent 3 has become more confident and likes to take responsibilities in the

job. Respondent 3 mostly likes the work itself as well as the lifestyle with a great destination.

Applying Herzberg’s model, if the barriers of the hygiene model are fulfilled, the motivators

such as job position, the work itself, and recognition are satisfied. For Respondent 3 the

hygiene factors were not fully fulfilled. Therefore, it is unclear if the motivator factor plays a

big role.

Respondent 4 stated:

I’m happy what I reached in my career I’m also satisfied with my current position. If our customers recognize

our contribution and give me positive feedback, it gives me extra motivation: I appreciate it! However, I do not

like that some passengers act like kids: If some passengers have a meeting in their final destination, they lose

their control in the plane if the airplane cannot take-off due to delays or technical problems. I know how to deal

with delays. I can deliver estimations for the passenger and explain to them that we are all in the same boat. A

positive side of my job was that my previous older colleagues who had 30 years' experience on the job told me

about their funny stories during the flight. Now I can tell my younger colleague funny stories... haha...I could

make a movie about it.

The motivator factors are fulfilled for Respondent 4 because Respondent 4 is satisfied with

the job position and mostly with the work itself. If the customers are happy with the service,

that gives Respondent 4 extra motivation. The recognition of the customers is very important

for Respondent 4. On the other hand, if the passengers are not in a good mood, it can be a

challenge for Respondent 4. However, Respondent 4 has skills in how to deal professionally

with a difficult customer and solve the problem. Respondent 4 made many good experiences

as a flight attendant which satisfies and motivates extra. Hence, in the future, Respondent 4

has not a special desire to get a higher position.

However, delays or technical problems may lower the motivation of Respondent 4.

Applying Herzberg’s model, if the barriers of the hygiene model are fulfilled, the motivators

such as job position, the work itself, and recognition are satisfied. For Respondent 4 the

hygiene factors were fully fulfilled. Therefore, the motivator factors are also fulfilled which

leads to that Respondent 4 is motivated.

To sum up, the respondents are motivated about the job as a flight attendant. Respondent 2

wishes to have more opportunities on the job to develop more knowledge and skills where as

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Respondent 3 and Respondent 4 are satisfied with their duties and job positions. However, the

respondents wish to have better recognition of their work. Good colleagues, nice customers,

and interesting destinations are always a good extra motivation for the respondents. On the

other hand, aggressive passengers or a misunderstanding with a customer has an opposite

effect on them.

Overall, the flight attendants are highly motivated due to their intrinsic motivation such as

achievement, the work itself, and responsibility. Only the aspect of recognition from their

airline (low-cost and carrier) is a bit of a drawback for the flight attendants. Additionally, the

advancement of job opportunities would increase Respondent 2’s motivation.

In Figure 12, the hygiene factors for the flight attendants were positive before the COVID-19

crisis. The relationship with their supervisor and colleagues was good. However, some flight

attendants from the carrier airline and low-cost airline wish to have a higher salary and better

working conditions. For Respondent 3, the hygiene factors were not fully fulfilled which

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means the barriers of the hygiene model are not fulfilled. However, for Respondent 2 and

Respondent 4, the barriers of the hygiene model are fulfilled. The motivator like achievement,

recognition, responsibility, advancement, growth, and the work itself is middle till high level.

If the barriers of the hygiene models are fulfilled, the motivators lead to satisfaction which is

the case for Respondent 2 and Respondent 4. However, during the COVID 19, the barrier of

the hygiene model is not fulfilled for the flight attendants which leads to that the motivator

cannot work.

B Pilots

Furthermore, applying Herzberg’s motivation factor to the responses Respondent 1 stated

that:

Yes, I’m happy about what I reached in my career. After one year for this airline, I’m satisfied with what I

reached so far. I feel confident to have responsibilities. If you are a captain, then you will get additional training

and they teach you how to behave as a leader. Our airline provides many training models. Since I work for this

airline, I get more professional because of our good training. Our airline focused to give the first officer early

responsibilities in comparison to other airlines.

For Respondent 1, the motivators are fully fulfilled. Respondent 1 is satisfied with the first

year at a low-cost airline as well as with the training situation. Respondent 1 has

responsibilities as a first officer and feels confident and satisfied having responsibilities.

Therefore, Respondent 1 is positive that the low-cost airline chooses a training model for the

first officer that they develop responsibilities at an early stage in their career. Respondent 1

made personally a big step into maturity as a person because Respondent 1 gets more

professional. However, the captain makes the final decisions and is fully responsible because

the captain gained extra training on how to lead their crew.

Respondent 6 mentioned that:

I am happy about what I reached in my career, but I am also aiming to progress in my pilot career. The duties are

very fulfilling and challenging. Moreover, I feel comfortable to have a responsibility because of the highly

professional training. Additionally, I have developed a sense of responsibility and open-mindedness. Finally, I

can progress in my career to become a captain, manager, and trainer.

Respondent 6 fulfills the needs of Herzberg’s motivation factor because Respondent 6 is

happy with the work itself and the highly professional training in the carrier airline. Currently,

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Respondent 6 is satisfied with the job position but in the future Respondent, 6 wants to

become a captain. At the current stage, Respondent 6 is in the flow because the duties are very

fulfilling and challenging which shows a high degree of motivation. Hence, Respondent 6

developed personally in terms of responsibility and open-mindedness which leads to

Respondent 6 became more professional. Additionally, Respondent 6 wants to progress the

flow stage until Respondent 6 becomes a captain.

Respondent 5 stated that:

I have surpassed my career goals. My work is diversified. In the future, it can be more because our airline offers

good opportunities like working in the training department, safety department, or flight operations department. I

feel comfortable to have responsibilities due to our excellent training... For me, it is not a big issue. We even get

more training compared to other airlines. During the last years, I become more responsible for myself and others.

Additionally, I learned to work accurately (like the checklist) and avoid mistakes.

Applying Herzberg’s motivator model, Respondent 5 is highly motivated. Respondent 5 is

satisfied with the job position. Hence, Respondent 5 even surpassed the career goal to become

a pilot. On the other hand, Respondent 5 can choose many job opportunities in the low- cost

airline like working in the training department, safety department, and flight operations

department. By this, Respondent 5 can gain and develop additional knowledge and skills.

Additionally, Respondent 5 informed about the training of other airlines and comes to the

conclusion that the low-cost airline provides for their pilot extra high- quality training which

is very positive for a first officer at the early stage in their career. By this, the low-cost airline

is for Respondent 5 a good address to start a pilot career. Because of the professional flight

training, Respondent 5 becomes more responsible and learns to work very accurately and

thereby avoiding mistakes.

Overall, the pilots who work for low-cost and carrier airlines are satisfied with what they have

reached in their career because they like the duties and good opportunities and recognition

which are offered by their airline. Even Respondent 5 has surpassed their career goals.

Overall, all pilots are highly intrinsically motivated.

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In Figure 13, the hygiene factors for the pilot was good before the COVID-19 pandemic. The

relationship with their supervisor and colleagues was good. Hence, the pilots are satisfied

with their salary and the working condition. During the COVID-19, the working conditions

have worsened because many airlines are unsure if they can keep their pilots. For the

respondents who are pilots, the barriers of the hygiene models are fulfilled before the

COVID-19 pandemic. During the COVID-19 pandemic, the barriers of the hygiene models

are not fulfilled because of the working conditions which mean that the motivators do not

play any role.

However, before the COVID-19 pandemic, the motivators like the achievement, recognition,

responsibility, advancement, growth, and the work itself were on a high level. In other words,

the respondents who are pilots were satisfied with their job (before the crisis).

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6. Conclusion

In this chapter, the aim of the study and the five research questions are answered based on

the result and analysis part. This is followed by the conclusion and a discussion that is related

to the previous research on this topic. Finally, I provide suggestions for further research.

Question 1:

Which factors and needs are important for the pilots when they work for an airline?

The pilots are affectively committed to their airline because both low-cost and the carrier

airlines offer them many life style advantages, great destinations, and opportunities in their

job and life. Thus, among pilots, there is a high degree of affective commitment. Furthermore,

continuance commitment is important among pilots. Due to the COVID 19 pandemic,

continuance commitment is increasing because for all the respondents leaving their airline

would be costly. The respondents replied that job security is the most important factor.

Respondent 5 shows a high normative commitment due to the fact that they also worked in

the office of this low-cost airline, so the commitment between the airline and Respondent 5 is

deeper than for all the other respondents, both pilots and flight attendants. Before COVID 19,

the job as a pilot fulfilled every need in Maslow’s Hierarchy of Needs and Herzberg’s Two-

Factor Theory. However, there is a lack of physiological need for pilots caused by jet lag.

Before COVID 19, Respondent 1 wished for a slightly higher salary, but is now satisfied. All

respondents would be happy if they can keep their jobs. All pilots are motivated due to their

colleagues, supervisor, lifestyle, and job opportunities. Overall, all pilots are highly

intrinsically motivated.

Question 2: Which factors and needs are important for the flight attendant when they

work for an airline?

Similar to voluntary self-loyalty, flight attendants are highly affectively committed to their

airline because it offers them lifestyle, freedom, and opportunity in their job. However, due to

COVID 19, all respondents who are flight attendants are highly continuance committed to

their airline. Additionally, the flight attendants highlighted that job security during a difficult

time is the most important factor. This is in line with Maslow’s Hierarchy of Needs and

Herzberg’s Two-Factor Theory. Lack of job security may lead to a decrease in motivation.

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Before COVID 19, the job as a flight attendant fulfilled almost all the needs of Maslow’s

Hierarchy of Needs. However, there was a lack of psychical needs due to jet lag and hence,

social needs can be limited during long-distance flights and, for flight attendants, job

recognition was missed. Applying the Herzberg’s Two-Factor Theory, the hygiene factors for

flight attendants are not satisfied due to COVID 19. Because of the uncertain times, job

security for flight attendants is in danger. For some respondents, the salary for flight

attendants could be higher. Therefore, there is a lack of hygiene factors which may lead to

dissatisfaction. That means that the motivators will not play a role until the COVID 19

pandemic is over. Before COVID 19, the hygiene factors and motivators for the flight

attendants were almost fulfilled for most of the flight attendants because of their good

colleagues and supervisors, nice customers and interesting destinations, and the work itself.

To sum up, the flight attendants for low-cost and carrier airlines were highly motivated before

COVID 19.

Question 3: Do pilots have thoughts about loyalty at work? And that case of loyalty, how

do they explain it?

Pilots share similar views and interests with their pilot colleagues which is a voluntary-

horizontal form of loyalty. However, pilots have to follow the instructions of the airline. They

have to be professional because of their responsibility for the safety of their passengers and

flight crew. The relationship between supervisor and pilots for both low-cost and carrier

airlines is very good, friendly, and supportive with a slight hierarchy because the captain

makes the final decisions. The relationship between captain and first officer is involuntary-

vertical. However, the same interests and similar mindsets and goals are good ingredients for

loyalty to the organization. The pilots are very passionate about their work, even though there

are some negative aspects like scheduling during holidays and jet lag.

Furthermore, self-loyalty is a very important aspect of a pilot’s life. Respondent 5 wanted to

be a pilot since childhood which can be seen as the highest form of self-loyalty. This often

happens in business people, musicians, and professional athletes. The pilots stated that

becoming a pilot is not an easy task because of many external factors such as cyclical airline

demands for pilots, the huge cost of pilot flight training as well as internal factors such as self-

discipline during the training and before job assessment when they apply to airlines for a job.

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To conclude, pilots need a high amount of voluntary self-loyalty to become a professional and

passionate pilot.

Question 4: Do flight attendants have thoughts about loyalty at work? And that case of

loyalty, how do they explain it?

For the flight attendants, a good relationship with their colleagues, supervisors, and a good

business culture within the airline are important factors for loyalty. The flight attendants in

low-cost and carrier airlines share similar ideals and goals with their colleagues who have the

same cultural background and so their culture is very supportive, respectful, and caring

(voluntary-horizontal loyalty). However, in the carrier airlines, there are some colleagues with

different cultural backgrounds which may broaden the minds of flight attendants about a

different culture. On the other hand, the views may be too different because of a different

culture and this can lead to a higher form of involuntary-horizontal loyalty.

Carrier airlines give their flight attendants autonomy by giving options of flying domestic or

international. A flight attendant can have five days off after a long-distance flight which gives

them a kind of freedom which is different from the weekend for people who work in an

office.

The relationship between flight attendants and their supervisor for low-cost and carrier

airlines is good with a slight hierarchy between supervisors and flight attendants. However,

most of the flight attendants wish for better recognition of their job from the passengers and

their airline and this could increase their loyalty towards the airline. Carrier airlines give their

flight attendants many opportunities where they can fulfill their interests in comparison to this

particular low-cost airline where the job opportunities are limited. Flight attendants replied

that some are enjoying and some are very passionate about being flight attendants because of

the work itself, nice destinations, and lifestyle.

Additionally, one of the respondents fulfilled their career dream to become a flight attendant

which can be seen as the highest form of self-loyalty. Other respondents mentioned that being

a flight attendant lies in their interest fields and gives them many opportunities that they had

never dreamt of about.

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Question 5: What are the main similarities and differences between pilots and flight

attendants?

Similarities

Pilots and flight attendants share similar goals and ideas which lead to a very supportive,

respectful, and caring relationship among the colleagues. Before pilots and flight attendants

can work for an airline, they have to pass the tests of the assessment center. Airlines have

high requirements in psychological tests and thus, the airline selects the candidates which suit

the culture of the airline best. Flight attendants and pilots have to follow the standards which

are given by the airline.

Some of the respondents wanted to become pilots or flight attendants since their childhood.

Both pilots and flight attendants can be very passionate about their job because the airline

provides them with many different opportunities. The respondents followed their dreams even

they faced obstacles like the financial investment for flight training and the difficulties of

passing the tests in training as a pilot or flight attendant. On the way to being a flight

attendant or a pilot, the respondents needed a high level of self-discipline to reach their career

goals. On the other hand, after the training period, pilots and flight attendants can enjoy the

lifestyle with beautiful destinations which gives them a high amount of autonomy and high

life quality. The airline provides their pilots and flight attendants with the options of short and

middle distance flights or long distance flights.

Additionally, pilots and flight attendants are affectively committed to their jobs. Both have a

deep emotional attachment to their airlines for both low-cost and carrier airlines. Pilots and

flight attendants responded that they like their job itself and the opportunities which the

airlines provide for them with great destinations, different cultures, nice colleagues, and

supervisors. Pilots and flight attendants are aware that their job is something special in

comparison to an office job.

Hence, continuance commitment is high for pilots and flight attendants because it is costly to

leave their airline. Currently, the risk is very high for flight attendants and pilots that they will

lose their jobs because of the COVID 19 pandemic.

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Differences

Flight attendants who work for carrier airlines have to understand the culture of their

customers. This is not necessarily the case for pilots because they work in the cockpit and do

not have direct contact with their customers. Among the flight attendants, some respondents

prefer colleagues who have similar cultural backgrounds because they share similar values

and working standards.

As for working conditions, the situations for flight attendants differentiate from the pilots.

Flight attendants wish for better working conditions which start from a better recognition of

their work, better job reputation, mental support, and better wages. On the other hand, pilots

are mostly satisfied with the working conditions and their salary. The salary of pilots is higher

because they have a higher responsibility during the flight. Hence, the requirements for

becoming a pilot are higher than to become a flight attendant. Pilots have to go to the college

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to be competitive in getting hired for one of those high-paying jobs. Another reason is that

flying a plane is seen as a highly specialized job while flight attendants do not need such

highly specialized knowledge apart for the safety skills in the plane and customer-oriented

skills. Therefore, flight attendants for the carrier airlines are not fully satisfied with the

working condition which may have an impact in terms of the hygiene factors. This can lead to

a barrier to job satisfaction and by this; the motivators like the work itself or the lifestyle as a

flight attendant do not play any role for motivation (according to the Herzberg model). In

comparison, for pilots, the hygiene factors are sufficient so that the barrier to job satisfaction

is not eliminated and therefore, the motivator factors can be taken into account. However,

during COVID 19, the hygiene factor for pilots and flight attendants is low because of the

lack of job security. So motivation is currently not very high among either the pilots or the

flight attendants.

Pilots would recommend their children to become a pilot in compare to flight attendants who

have a more differentiated view. The flight attendants said that if the working conditions for

the flight attendants became worse than they would not recommend their children to become

flight attendants.

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6.1. Discussion

My study provides in-depth knowledge about loyalty, self-loyalty, commitment, and

motivation of pilots and flight attendants and the relationship between pilots and flight

attendants towards their airline. The thesis aimed to focus on internal factors. However,

during the study, external factors such as the COVID 19 pandemic had a strong effect on the

internal factors for the pilots and flight attendants.

Moreover, interviewing pilots and flight attendants are very difficult which can be seen in

previous studies. Most of the previous researches are based on articles, newspaper, and

surveys. Research based on interviews was missing. By interviewing pilots and flight

attendants, I got a better overview of internal and external factors such as COVID 19. Good

and bad working conditions have an impact on loyalty, self-loyalty, commitment, and

motivation. I was able to get a big and clear picture of the flight industry.

One of the respondents, a pilot, had previously worked in the office of the airline and

developed a very high degree of commitment towards the airline. For the other respondents

who never have worked in the office of the airline, the commitment was a bit lower. In the

office, the individual can get additional internal insights and develop relationships with

colleagues and supervisors. This can increase loyalty to an organization. On the other hand,

all respondents do not want to leave their airline because many colleagues had become their

friends.

Before COVID 19, the motivation among the pilots and for the most of the flight attendants

was high. However, the motivation was lower after night flights or long-distance flights

because of jet lag. Irritations with supervisors, colleagues, and passengers are additional

factors which may lower motivation. On the other hand, good relationships with supervisors,

colleagues, and passengers can lead to extra motivation. External factors like worsening

working conditions and low salaries have a negative impact on pilots and flight attendants.

Hence, pilots and flight attendants have a high amount of self-loyalty. It is not easy to become

a pilot because of the high costs of flight training as well as high requirements for pilots. The

requirements to become flight attendants are lower. However, the high amount of travelling

requires self-loyalty.

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Finally, due to the COVID 19 pandemic, the flight industry has changed dramatically. This is

likely to affect loyalty, self-loyalty, commitment, and motivation. All respondents had

predicted that in the future, the conditions in the flight industry for pilots and flight attendants

will worsen. All airlines are trying to survive during difficult times and many pilots and flight

attendants will be competing to get a job.

In general, the flight industry is very sensitive towards external factors like an economic crisis

or epidemic. Pilots and flight attendants are aware of that. Some are afraid that such crises

may happen again in the future. This may lead to a dramatic decrease in loyalty towards the

flight industry and/or airline. Thus, pilots and flight attendants are likely to search for other

options like working or studying in other areas.

Additionally, respondents who were flight attendants for the carrier airline stated that they

would only recommend their child if the working condition in the airlines is good. In other

words, good working conditions and salary would increase the loyalty of flight attendants.

Currently, pilots and flight attendants are very afraid of losing their jobs. Overall, due to

COVID 19, there are dark clouds in the sky for the airline industry.

6.2. Recommendation for further research

My study only focused on pilots and flight attendants in the low-cost and carrier airlines.

Therefore, I would recommend doing additional research on employees working in the airline

office. Another suggestion would be to do research on pilots who work for logistic airlines. It

would be interesting to see if there are differences between pilots who transport passengers

and those who transport goods in terms of loyalty, self-loyalty, commitment, and motivation.

Additionally, when the COVID 19 pandemic is over, it would be interesting to do similar

research on pilots and flight attendants in terms of loyalty, commitment, and motivation again

to see how the flight industry has changed. Another suggestion would be to examine the

effects of the crisis in the airline industry in 2001 (after 9/11), the economic crisis in 2007,

and COVID 19 crisis in 2020.

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Appendix

Interview guide: Questionnaire in English

Interview questions

Openers:

1) Tell me briefly about your job background.

2) How is/ was the training in the airline?

Questions about Loyalty:

3) How long have you worked for the airline?

4) How many years of job experience do you have in this industry?

5) Have you changed the airline as a pilot/ flight attendant?

6) Do you have thoughts about your relationship at work?

7) Do you feel support from the colleague when you do your work?

8) What kind of improvement do you wish from the airline that your loyalty and motivation

may arise?

9) What is important for you as a pilot/stewardess from an airline?

10) Which factors are the most important ones? Payment, job security...

11) How is the relationship between your supervisor and you? Collegial or Hierarchical

12) Do you have similar thoughts to your supervisor?

13) Do your colleague and you have similar opinions or ways of thinking about the work?

14) Are you passionate about the job?

15) Has the enthusiasm changed from the beginning to now?

Questions about Self-loyalty

16) Is the job as a pilot/ flight attendant your dream job?

17) What was your job dream when you were a child?

18) Have your family supported that you should follow your goals (job)?

19) Is the opinion of others important for you?

20) Have you sacrificed a lot of time to be a pilot/flight attendant?

21) Is it important for you to be independent with your decision according to work?

22) Have you reached your goals?

23) Do you adapt well in a work environment?

24) What is your role in a group? Leader, follower, team player, decision-maker

Questions about Commitment

25) Does the job give you meaning in your life?

26) Are your colleagues committed to the job the same as you?

27) What is your goal to work for this airline?

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28) Have you another airline in mind which may suit for you too?

29) Can you identify with the values and goals of your airline?

Questions about Motivation Two factor theory

30) Have your thoughts about motivation in your workplace?

31) How is the relationship with your colleagues?

32) How is the relationship with your supervisor?

33) Have you enough time to rest between the flights?

34) Do you have enough freetime?

35) Are you satisfied with your salary?

36) Can you identify with the company policy and administrative practices?

37) Do you feel secure with your job? How is job security?

Motivator factors:

Herzberg

38) Are you happy what you have reached in your career?

39) How do you like your duties on the job?

40) Do you feel comfortable to have responsibility?

41) Have you developed personally during your job career?

42) Can you reach a higher position as a pilot/stewardess?

43) Are you satisfied with your position or do you want to archive more?

Maslow

44) Would you also recommend your child(ren) to do your job?

45) Have you got enough time for your family and friends?

46) Do you feel safe on the plane?

47) Does your work affect you mentally and physically? Positive or negative

48) What exactly do you like when you fly planes/ serve& secure in the plane?