항공사 승무원의 업무과부하와 서비스 성과: 조절변수의 탐색

This study examined the relationship between flight crew’s work-overload and service performance. As competition among airlines intensifies, more and more airlines are reducing the number of flight attendants on board to save money. In addition, due to the introduction of digital devices due to the 4th industrial revolution, additional roles are required to flight crews. As a result, the overall workload of the flight crews have increased. This study examined by applying the job demand-resource model(JD-R model) that this increased flight crew’s work-overload would have a negative impact on service performance. Since this flight crew's work-overload is dependent on their work, it is difficult to reduce over a certain level. If the flight crew’s work-overload cannot be reduced over a certain level, a mechanism is needed to alleviate the negative effects of work-overload. Therefore, this study also explored moderating variables of the relationship between flight crew’s work-overload and service performance. Specifically, this study examined the moderating effects of psychological ownership and perceived supports for carrer development. More specific hypotheses are as follows. Hypothesis 1. Flight crew’s work-overload is negatively related to service performance. Hypothesis 2. The negative relationship between flight crew’s work-overload and service performance is weakened by psychological ownership. Hypothesis 3. The negative relationship between flight crew’s work-overload and service performance is weakened by perceived support for career development. Hypothesis 3-1. The negative relationship between flight crew’s work-overload and service performance is weakened by perceived organizational support for career development. Hypothesis 3-2. The negative relationship between flight crew’s work-overload and service performance is weakened by perceived supervisor and peer support for career development. To examine hypotheses, we collected the data from 227 flight crews in a large airlines of South Korea, which recently increased flight crew’s workload. The results of regression analysis showed that flight crews’ work-overload was negatively related to service performance. The results also showed that flight crews’ psychological ownership weakened the negative relationship between work-overload and service performance. Finally, the relationship between work-overload and service performance was not moderated by flight crews’ perceived supports for carrer development. Our study posed some implications. First, previous studies mainly examined the relationship between work-overload and employee's attitudes. However, this study examined the relationship between work-overload and service performance. Because there is a gap between attitude and behavior/performance, it is a meaningful result to examine that work-overload has a direct negative effect on service performance. Second, This study found that psychological ownership of the organization mitigated the negative effects of job demands due to work-overload to service performance by acting as job resources. Considering there is a limit to lowering the workload of employees, it is a meanigful result that psychological ownership is an important mechanism for alleviating the negative effects of work overload. Limitations of the study and future research directions were also discussed.