One
Problem and Its Background
after the then
president Franklin D. Roosevelt’s historical meeting with King Abdul Aziz Bin
Abdul Rahman Al Saud, founder of the
of
the gift of Douglas DC-3 Dakota. King Abdul Aziz, on the other hand, realized
the need for a fast, comfortable and effective means of transport to link the
distant areas of the kingdom and also, the need to strengthen the economy of
the country by transporting goods from one place to another. Thus, King Abdul
Aziz decreed that the Kingdom's first Douglas DC-3 become the heart of a
national carrier. The DC-3 carried both passengers and cargos en route between
Dhahran; three months after, two more DC-3 were purchased. (The
high performance standards in all aspects of its operation throughout the
years. The on-time performance index is a major industry criteria that airlines
struggle to increase, and the Saudi Arabian Airlines always strive to meet this
criteria. Within the period of 1993 to 2002, a total of 809,626 flights have
been successfully operated with an average time departure of ninety (90)
percent. As of date, the Saudi Arabian Airlines owns one hundred thirty nine
(139) aircrafts, which includes the latest and most advanced wide-bodied jets
available in the market, like the
B747-400s, B747-300s, B747-100s, B777-200s, Airbus A300-600s, MD-11s and
MD90s. (www.saudiairlines.com)
and punctuality are the top priorities of Saudi Airlines. Information Systems
are utilized by the Airlines to enhance productivity and efficiency. (The
passengers and cargo in the
Arabian Airlines is also the longest established in the area. (The
proclaims “A New World of Choices”, and aims to stay as "a world class
airline with a distinctive Saudi character, that is customer driven and a
caring employer." (The Middle East, 2002, p. 33+)
their good employees suddenly started to leave their establishment? More
specifically, what will happen if the phenomenon of turnover from a technical
position to a non-technical job of the Airlines’ aircraft mechanics continues
to plague the company? As
(1992) said: “It is hard to find good employees. Naturally, once you find them,
it is essential to find ways to keep them.” In such problems like this,
companies should be aware of the things that can motivate their employees to
stay with the company and remain committed.
employees’ tenure in a company? Tenure, according to McGuire (1993), “is a
reflection of labour force demographics, nature of work, the economy in
general, and to a lesser degree, job satisfaction. Intuitively, longer tenure
would suggest high worker satisfaction, a stable economy, and a strong
relationship between worker and job. Conversely, shorter tenure would suggest
low job satisfaction, a volatile economy, or weak employee-job relationships.”
(p. 45+) He further discussed that the concrete factors influencing or
affecting tenure with the employer or in a corporation include age, gender,
industry or occupational growth, immigration, educational attainment and
training, and compensation. (McGuire, 1993)
on the role of the psychological contract and the types of promises small
businesses and its role to attract and retain skilled employees also produced
the possible reasons why employees leave a company. Accordingly, the study
showed that while small businesses made promises that may satisfy an employee’s
extrinsic needs (pay and bonuses tied to performance, and benefits), the there
was a considerable number of promises perceived by employees that may fulfil
their intrinsic needs (increasing responsibilities and opportunities for
personal growth), and this is more important. If these promises were be broken,
an employee is more likely to report negative feelings and attitudes toward the
small business, have lower level of commitment, and have greater intention to
leave. Also, when an employee feels that the organization failed to give them
challenging and interesting work, freedom to be creative, opportunities to
develop new skills, and autonomy and control, adverse feelings such as anger,
frustration and hostility may occur, which in turn, may lead to the abandonment
of the employee to his job. In addition, when employees did not receive
opportunities for promotion and advancement, pay and bonuses tied to their
performance, as well as job and professional training, employees lower their
level of commitment because they feel that the firm can no longer fulfil its
promised inducements and eventually, they may leave the company. When this
happens, it will cost the small firm in terms of time, support resources, and
capital just so to find qualified and competent individuals who can immediately
assist in the operations and growth of the firm. (Kickul, 2001, p. 320)
is about how management style affects job satisfaction and, in turn, employee
turnover. The study basically determined correlations of age, gender, salary,
supervisory status and education with tenure. The study yielded: “The strongest
positive correlation was between the variable of empowerment and job
satisfaction. The strongest negative correlation was between stress and
empowerment, indicating that the less stress an employee experiences, the more
empowered they feel.” (p. 96+)
where the culture is significantly different with the Western side? Shatkin
(2002), for one, made a study that showed how very differently students from
view work from their American counterparts. Shatkin found out those students
from
importance on Moral Values workplace, above all else, while in the
most occupations offering high prestige and achievement were considered.
the reasons for turnover of Saudi Arabian Airlines Aircraft mechanics from a
technical job to a non-technical position. More specifically, this study aims
to identify the kind of organisational culture present in Saudi Arabian
Airlines and compare it with the culture orientation of their employees. Also,
this study wants to have an understanding of the compensation scheme in Saudi Arabian
Airlines and, in turn, determine the views of their employees toward these
compensation schemes. Another facet this study wants to know how the personal
lives of the employees, more specifically, the aircraft mechanics of the
Airlines, are affected by their work in Saudi Arabian Airlines. Finally, this
study wants to identify the assessment of the employees of the Airlines on the
management of Saudi Arabian Airlines as to how the management deal with their
employees.
researcher, this study hopes to formulate generalizations and authenticate
existing theories related to this study.
of the Study
labour force available for hire in
has a limited application due to the fact that a great majority of people in
are engaged in traditional types of employment or self-employment. It was only
until the establishment of the oil industry that opportunities for acquiring a
regular and continuous employment of a modern, industrial type appeared. With
the emergence of industrial employment, where much money has poured into the
country in the form of wages and oil royalties, employment in other industries
such as service employment, employment in trade and employment in handicraft
industries that have always existed are being greatly modified. (Ani et al,
1959)
in an activity that makes him so busy has not been a mark of social distinction
in the country. Rather, a man in
by being able to enjoy leisure. Getting Saudis to be involved or to place value
on work requires considerable change that an unemployment figure is relatively
meaningless in
The recruitment, training and maintenance of a local labour force capable of
operating new industrial installations or activities have almost uniformly been
the main problem. Although, of late,
more and more persons are showing a willingness to do so in order to acquire
savings for a subsequent career of leisure. (Ani et al, 1959)
perspective and understanding of the behaviour of the labour force in
one must first be acquainted with the social behaviour present in the country.
relationships are personal relationships. Allegiance to Islam, loyalty to the
family, and loyalty to the tribe are the strongest bonds felt by most Saudi
Arabians. (Ani et al, 1959)
emotionally responsive to language. Among Arabs, eloquence has long been
considered a desirable trait. “The rules of Arabic concerning changing vowels
and consonants, inflections and accents mean that reading or speaking is
accompanied by emotional and physiological changes. Cross-cultural
communication may actually be impeded because foreigners have difficulty in
interpreting the verbal and non-verbal communication of Arabs, while Arabs may
have equal difficulty in penetrating the meaning of foreign communicators.” (Montana
and Roukis, 1986, p. 77)
their hospitality. According to historians, this can be pointed out to their
belief that refusal to extend hospitality is an offence against God, and this
refusal also denies a person the opportunity to display virtuous personality
characteristics such as prosperity, cordiality, and generosity. (Montana and
Roukis eds., 1986)
because this is reinforced by Islam. “The success of Arab culture is seen as
representative of the force of God. But, at the same time that they are proud,
Arabs tend to be extremely sensitive to criticism.” (Montana and Roukis eds.,
1986, p. 78)
society. Women and their roles in society are closely intertwined with the
conception of honour, and relationships within organizations (e.g.,
relationship between superior and subordinates) are highly affected by
considerations of honour. (Montana and Roukis eds., 1986)
behaviours rivalry and revenge. Rivalry is present mainly because mutual
antagonism among tribes, clans, and families predates Islam. “In fact, Islam is
a force which tends to contain and encapsulate conflicts of this nature in Arab
society. The functioning of work groups within enterprises is an example of an
area of work life which is highly affected by the rivalry variable.” (Montana
and Roukis eds., 1986, p. 78)
present among contemporary Arab societies because there is still an underlying
culture that supports it. “While open physical revenge would not be expected
among urbanized, educated people in contemporary Arab societies, the underlying
cultural support for revenge continues to be strong. Once again,
intra-organizational relationships are highly affected by this variable.
Observers suggest that this factor is relatively weaker in countries such as
gone through extended "modernization" processes.” (Montana and Roukis
eds., 1986, p. 78)
alternating behavioural extremes. “Arabs tend to be secretive about
communicating facts but tend to be more free in expressing feelings. Personal
friendships and hostilities are especially prone to expression in terms of
extremes.” (Montana and Roukis eds., 1986, p. 78)
reasons for the turnover of Saudi Arabian Airlines Aircraft mechanics from
their technical jobs to non-technical positions. To be able to do this, one
must have an understanding of the culture that exists in an Arab society, for
this must be one of the factors that greatly affected the decisions of the
airline mechanics to make a shift from technical jobs to non-technical
positions given the usual inclination of an Arab man towards work. Another
facet to look at is to determine what can motivate an individual to be
committed with his work. Also, an assessment of the Saudi Arabian Airlines is
important, specifically, its relation with their employees and their
compensation schemes.
Framework / Theoretical Framework
input-process-output paradigm. This will provide the general structure and
guide for the direction of the study in order to achieve its goal-to determine
the reasons for turnover of Saudi Arabian Airlines Aircraft mechanics from a
technical jobs to non-technical positions.
style='font-family:Arial'> style='font-size:11.0pt;font-family:Wingdings;mso-fareast-font-family:Wingdings; style='font-size:11.0pt;font-family:Arial'> § style='font-size:11.0pt;font-family:Wingdings;mso-fareast-font-family:Wingdings; style='font-family:Arial'> style='font-family:Arial'> style='font-family:Arial'> style='font-size:11.0pt;font-family:Arial'> style='font-size:11.0pt;font-family:Arial'> style='font-size:11.0pt;font-family:Arial'>how to maintain their employees’ style='font-family:Arial'>
class=shape>
Culture present in Saudi
Arabian Airlines
orientation of the employees of Saudi Arabian Airlines employees,
specifically, the airline mechanics.
scheme present in the Saudi Arabian Airlines
Saudi Arabian Airlines affect the personal lives of their employees.
class=shape>
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Descriptive research
Administer
researcher-made questionnaire to acquire data
mso-bidi-font-family:Wingdings'>§
Assessment and analysis of acquired data
class=shape>
the employees in the Saudi Arabian Airlines.
recommendation for the Saudi Arabian Airlines on
commitment to the company.
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1
of the Problem:
reasons why Saudi Arabian Airlines Aircraft mechanics shift from a technical
job to a non-technical position. Specifically, this study hopes to answer the
following queries:
What
kind of organisational culture is present in the Saudi Arabian Airlines?
Does
the culture in Saudi Arabian Airlines and the culture orientation of their
employees clash against each other?
What
is the compensation scheme present in the Saudi Arabian Airlines?
What
are the views of the aircraft mechanics towards the compensation schemes of
Saudi Arabian Airlines?
What
are the effects of the work in Saudi Arabian Airlines on the personal lives of
their employees, specifically, on the aircraft mechanics?
What
is the assessment of the employees of the Airlines on the management of Saudi
Arabian Airlines and its relationship with the employees (how they deal with
employees)?
of the Study
study would be beneficial to the management of the Saudi Arabian Airlines. This
may provide information on the best way of how to make their employees remain
with them. Also, this study may provide recommendations on how to motivate
their employees so they will perform better. Further, this study may provide an
understanding for the general public on how to deal with people working in a
non-traditional environment. Finally, this study may provide authentications on
existing theories on consumer spending or at least provide generalizations that
may contribute in the academe field (e.g., students and researchers).
and Limitation
research venue for this study will be in
the vicinity of the Saudi Arabian Airlines. However, related literature and
studies cited for this study came from different parts of the globe so as to
draw a more clear description on the subject of employee motivation and tenure
within a company. A number of respondents will be set, which will come only
from the Saudi Arabian Airlines, so that essential data needed for this study
will be supplemented. Specifically, the respondents must be the airline’s
aircraft mechanics because this study basically wants to determine the reasons
for their turnover from technical jobs to non-technical positions, and it will
be unrealistic if respondents will not be aircraft mechanics. Projected time
period for the implementation of this study will be at least three to five
months, or if possible, even shorter than three months, as long as all the
objectives of the study have been met.
due to other expenses and projects outside the thesis. Time was limited, too,
due to other obligations apart from the study.
style='font-family:Arial'>Ani, Moukhtar, Bigelow, Mildred C., Gillen, F.,
Larson, Thomas J., Lipsky, George
A., Matthews, A.T.J., Royce, Charles H. (1959).
Its People Its Society, Its Culturestyle='font-family:Arial'>.
style='font-family:Arial'>Dennis, Gary L. (1998).
today, gone tomorrow: how management style affects
job satisfaction and, in turn, employee turnover. In
Today
Volume: 60. Issue: 3. Publication Date: June 1998. Page Number: 96+.
style='font-family:Arial'>
Retention, and Employee Relations: Field-Tested
Strategies for the '90s.
style='font-family:Arial'>
Kickul, Jill. (2001).
Promises Made, Promises Broken: An Exploration of Employee Attraction and Retention Practices in Small
Business. In
of Small Business Management
style='font-family:Arial'>
style='font-family:Arial'>Maguire, Steven R. (1993).
and occupational tenure: 1991 update. In
Labor Reviewstyle='font-family:Arial'>. Volume: 116. Issue: 6. Publication Year:
style='font-family:Arial'>
(1986). style='font-family:Arial'>Workforce Management
in the
Development.
Press.
style='font-family:Arial'>___. (2002). The making of a truly
world-class airline. In
Publication Date: September
2002. Page Number: 33+.
___. (2003). A new world of
choices: Saudi Arabian Airlines, consistently the
region's premier national carrier, has recorded an increase in
in the aviation industry. In
2003. Page Number: 54+.
style='font-family:Arial'>
style='font-family:Arial'>Saudi Airlines. (2004). Saudi Arabian Airlines Company
Profile. In style='font-family:Arial;mso-bidi-font-weight:bold'>Saudi
Accessed: [15/01/04]
style='font-family:Arial'>
style='font-family:Arial'>Shatkin, Laurence. (2002). The World of Work as
Viewed from
style='font-family:Arial;font-weight:normal;mso-bidi-font-weight:bold'>Gary
Johnson Communicationsstyle='font-family:Arial'>. Available at: [www.newwork.com}.
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