ABSTRACT
Chapter 6 assessed job satisfaction among flight crew and exposed a powerful nexus between satisfaction and HRM style, whereby more widespread satisfaction among flight crew was found at airlines where management had pursued high individualism and cooperative collectivism. This chapter evaluates a second attitudinal indicator of HRM, organisational commitment. Gaining the commitment of airline pilots is of paramount importance, not only because it makes the airline more likely to retain its pilots but also because pilots who are committed to the organisation are unlikely to be inclined to participate in industrial action, which is liable to be extremely costly.1
