Abstract: In today's increasingly fierce social competition, people's work pressure has reached unprecedented heights. A large amount of data shows that the career of flight attendants is facing relatively serious work pressure. The degree of burnout in the flight attendants is relatively high, which has led to a decline in the quality of airline services, a continuous rise in flight attendance rates, and the flight attendants themselves. There are many negative effects. Therefore, paying attention to the job burnout of flight attendants should be taken seriously by airlines; this article proposes countermeasures and suggestions from three aspects: personal psychological adjustment, care of aviation companies, and flight attendant colleges to strengthen students' career cognition and career planning in order to ease the career of flight attendants. Burnout improves the performance of the organization.
Keywords: flight attendant; countermeasures; job burnout
I. The issue of flight attendant burnout
Maslach et al. Defined burnout as a comprehensive symptom of service industry practitioners, including emotional failure, depersonalization, and low personal accomplishment, due to inability to effectively cope with continuous pressure at work. In layman's terms, burnout refers to a person who has been engaged in a certain occupation for a long time, and in the process of repeating mechanical work day after day, it will gradually produce a feeling of fatigue, fatigue, and even boredom. It is difficult to raise interest in work and not be able to fight it. Get up, just rely on a kind of inertia to work. Take a negative attitude towards your work (including people) and make negative evaluations of your social and non-social career achievements.
This mental tendency may be common in all industries, but the issue of flight attendants' burnout has not yet received enough attention. Because of the special nature of the flight attendant profession, if it is not well adjusted, it will have many negative effects on the flight attendants themselves and their work. We will see more stewardesses who will not smile, affecting the quality of service. The resulting high turnover rate directly affects the stability of the entire service team.
In this regard, our research team compiled a survey questionnaire. Through in-depth interviews with on-the-job and departing flight attendants, we tried to find a solution to the flight attendant's burnout. It can relieve the flight attendants' psychological pressure and provide a reference for the management of the airline, and effectively improve the airline's service quality.
Analysis of the status of flight attendants' job burnout
We collected a total of 176 questionnaires. According to the survey data, employees under the age of 29 accounted for about 76.14% of the airline crew. Dissatisfaction with the company's rest and vacation time accounted for 41.48%, and 49.43% of the flight attendants believed that The employee's concern and care were not very satisfactory. 47.16% of the flight attendants' flight hours exceeded 90 hours per month. About 15% of flight attendants have different levels of psychological discomfort, such as anxiety, fear, and paranoia. Flight attendants had varying degrees of burnout, of which 60 were mild, 105 were moderate, and 11 were severe. Overall, it can be seen that the level of burnout of flight attendants with shorter flight times is higher than flight attendants with long flight times. And the level of burnout of flight attendants with lower ranks is higher than that of flight attendants with higher ranks. In particular, ordinary flight attendants, who account for a large proportion of flight attendants, are the most significant. At present, there are still "old and new people" in the crew. New people always do more work and bear more pressure than the so-called "old people", but their salary is the lowest. This can also explain why the "newcomer" has a higher turnover tendency than the "elderly". The data results show that there is no obvious correlation between flight years and job burnout. This can explain that the promotion of flight attendants has a relationship with flight years, but it is not directly related. Because of the narrow space for the promotion of flight attendants, the promotion of flight attendants is a slow process, so Flight attendants have no significant difference in depersonalization, and as their working hours increase, service work will become more and more proficient with increasing working hours, and their sense of accomplishment will also increase. The dullness and repetitive machinery of the service work itself will cause the cabin crew to experience cyclical emotional burnout. Faced with stressful and stressful work for a long time, stagnation of career development is the culprit of job burnout.
Therefore, we should focus on the characteristics of flight attendant occupations and analyze the causes of flight attendant burnout.
(1) Flight attendants have been engaged in high-altitude operations for a long time, and the workplace is limited to the small space of the aircraft cabin. During the entire flight, flying noise and constant bumps will cause psychological and physical discomfort to people. Not only that, flight attendants have to complete thoughtful and enthusiastic service work in such an extremely uncomfortable environment, and are unavoidably harmed by various uncertainties.
(2) The flight attendant's working hours are uncertain, so stay away with family members
Although flight attendants have a fixed service route under normal circumstances, there is no way to anticipate specific working hours. If flight delays are encountered, the off-hours are even more distant, and most airlines provide no hourly fees during flight delays. If you fly international flights, you still have to face jet lag and environmental problems. Some flight attendants have difficulty adapting to jet lag changes, which leads to various negative reactions in the physiology and emotional reactions such as psychological irritability.
(3) Psychological problems of flight attendants
The development of China's civil aviation is in a period of rapid development, but it still has not reached the level of popularity. Although the public perception has changed along with it, it still considers cabin crew to be a well-qualified job, which has caused many new cabin crews to have high expectations of cabin crew work. . With the further popularization of aviation, there is no difference between cabin crew and other ordinary occupations. Flight attendants generally have enviable looks and stature. There are also many good qualities that have been given to them, which makes it easy for some of them to have an extraordinary pride and complacency. On the other hand, they inevitably have to face various guests in the cabin, and the tedious work also has to bear some difficulties and picks from passengers from time to time; these problems are all facing an important role positioning problem.
Countermeasures and suggestions
During the rapid development of civil aviation, airlines and flight attendants only need to change their concepts and deepen their understanding of this job in order to truly solve the problem of flight attendants' burnout.
(1) Airlines should provide more professional development planning and humane care to flight attendants
1. Enterprises should always care about their own career development, understand their career expectations, and provide employees with opportunities to achieve their career goals. They should try to expand the development space of flight attendants and increase the attractiveness of their positions. When cultivating talents, provide flight attendants with more professional development planning and humanistic care, let them realize that there is a broad space for development, and conduct various trainings to continuously improve the quality of flight attendants; encourage flight attendants to plan their careers. Only by giving more understanding and attention to flight attendants can we alleviate job burnout and then avoid high turnover rates.
2. Airlines should pay more attention to cabin crew. Provide psychological support to employees. For example, in cooperation with the hospital's clinical psychology department, from the initial psychological lectures, according to the questionnaires filled out by each participant, psychologists make scientific evaluations and conditioning for each person, which makes many employees eliminate boredom and restore self-confidence.
In the management process, increase employees' recognition of the company, let them know more about the company, and love the company. For example, persist in talking with the cabin crew and pay more attention to the psychological trends of the cabin crew; when the flight attendants and passengers conflict, the airline's position should become more objective and rational. Protect your employees instead of satisfying customer needs in principle. When dealing with flight attendants, they should also understand and respect, instead of taking flight attendants as "puffing buckets" and "receiving air bags". Total 2 pages: Previous