ABSTRACT
Chapter 5 assessed the content and style of HRM in the management of flight crew at the six sample airlines. The analysis reveals convergence among the airlines on HRM content and two distinct styles of HRM. This chapter and the next assess the impact of HRM on the attitudes of flight crew. A review of the HRM literature, presented in Chapter 3, identifies increased job satisfaction and enhanced organisational commitment as attitudinal outcomes of HRM. Chapter 7 examines organisational commitment among pilots, while this chapter focuses on satisfaction with work. Job satisfaction, defined as the ‘positive emotional state resulting from the appraisal of one’s job’,1 has attracted considerable attention within the wider field of general social sciences and within employment relations research. It has faced criticism as a ‘subjective variable’, problematic because it measures ‘what people say’ rather than ‘what people do’.2
