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CHAPTER 4

DATA ANALYSIS & FINDINGS

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Chapter 4

DATA ANALYSIS & FINDINGS

This chapter was divided into three parts for analysis and findings as this research

deals with three aspects of recruitment and retention practices of commercial pilots

in Indian aviation industry. First part, i.e. Section 4.1 deals with the relationship

between the recruitment practices of Indian air carriers with regards to commercial

pilots and its effect on their retention from the point of view of the pilots, section 4.2

deals with analysis of relevant findings related to existing recruitment & retention

practices of the Indian air carriers and section 4.3 deals with the growth of Indian

aviation industry.

4.1 The relationship between the recruitment practices of

the Indian air carriers with regard to commercial pilots &

its effect on their retention with the help of the perceptions

of commercial pilots regarding recruitment & retention

practices used by their employers

This part of Quantitative Analysis involved Factor Analysis of Recruitment &

Retention variables & then the Reliability Study of these factors used for the purpose

of this research. This was important since the researcher did not use any standard

scale for purpose of research. Both the scales were prepared after modifying the

original scales.

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4.1.1 Factor Analysis

In the behavioral sciences, Factor Analysis is frequently used to uncover the latent

structure (dimensions) of a set of variables and to assess whether given instruments

measure substantive constructs. (Cortina, 1993) Hence, Hatcher (1994) has

recommended that researchers use the Exploratory Factor Analysis (EFA)

procedure when they attempt to determine the number and content of factors

measured by an instrument. However, EFA is designed to uncover the underlying

structure of relatively large sets of variables, because it is based on an ‘a priori

assumption that any variable in the questionnaire may be associated with any factor.

There is no prior theory and one uses factor loadings to intuit the factor structure of

the data. (North Carolina State University, 2002)

In the present study, Principal Factor Analysis (PFA) with varimax rotation was

used to establish the internal structure and factor reliability of the instrument

designed for commercial pilots. PFAS is also referred to as Principal Axis Factoring

(PAF) or Common Factor Analysis. PFA is a form of factor analysis that seeks the

least number of factors that can account for the common variance of set of

variables. (North Carolina State University, 2002)

4.1.1.1 Factor Analysis of Recruitment Variables (Independent Variable):

In the beginning six factors were yielded. However, it was noted that either items

were loaded on a single factor or multiple loadings occurred in such a way that

factor loading did not yield a clear direction. In view of the above circumstances, it

was decided that less number of factors be extracted that would give us clear

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loading and clustering of variables be meaningful. The factor structure was

extracted several times using varying number of factors so as to accept a given

internal structure of recruitment that explains maximum percentage of variance and

also reflects higher degree of semantic closeness of items within a given factor

structure. The result was factor analysis of 5 unique but related dimensions of

“Recruitment” as given below:

Table 4.1 – Factor Analysis of Recruitment Variables

Variable Statement EEF IEF OIF EB OGSA

1 2 3 4 5

V9 This organization

communicates the

company’s vision, mission

& goal to the prospective

employees.

.72 .22 .10 - .18

V10 This organization offers its

employees special benefits

which are unique to it.

.59 - - .35 .38

V11 This organization uses

special skills of the

employees.

.57 .16 .36 .12 -

V12 This organization makes

the new employees feel

.71 .24 .25 - -

130

welcome by personal

contacts.

V13 This organization

encourages young pilots to

take up leadership roles.

.64 - .18 .39 .23

V17 Flight Time & Rest Period

are important criteria in

taking up a job with a

particular airline.

.50 .20 - .25 .21

V3 The demand-supply ratio

of commercial pilots in

Indian Aviation Market

affects the recruitment

process of this

organization.

.16 .44 .17 .38 .21

V4 Recruitment process is .22 .77 - .10 .20

131

affected by legal &

political considerations in

this organization.

V8 In this organization there is

a need for campus

recruitment.

- .80 - - -

V15 The state of economy in

India influences the

recruitment policy of

Indian Aviation Industry.

.55 .41 .22 .35 -

V1 Working conditions &

salary-benefit packages

influence the recruitment

process of this

organization.

- .17 .70 - .14

V7 Job hazards are not

preventing prospective

employees from joining

aviation industry.

.17 .21 .56 .23 .52

V14 This organization is not

biased in case of lady

commercial pilots.

.34 - .49 .21 .20

132

V5 Company’s image

perception of the job

seekers about the company

plays an important role in

the recruitment process.

.25 .31 .26 .43 .27

V16 The state of technological

growth in India does not

influence the recruitment

policy of Indian Aviation

Industry.

.36 .19 .40 .46 -

V2 The rate of growth of the

organization influences the

recruitment process of this

organization.

.36 .16 - .47 .49

V6 Opportunity for self

development is related to

recruitment.

.46 .10 .30 - .56

(Note:EEF - Encouraging & Employee-friendly Recruitment Policy, IEF - Impact of External Forces, OIF -

Organizational Internal Factors, EB – Employment Brand, OGSA - Organizational Growth & Self Advancement

Opportunities)

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Factor I - Encouraging & Employee-friendly Recruitment Policy

This factor comprises of six items and speaks about the futuristic, encouraging and

employee friendly policies used by Air Carriers to attract the best talent. The

organizations try to attract prospective talent by building brand image that projects

them as transparent organizations that care for & nurture their employees. The

organization that welcomes the employee with open arms generally creates a positive

image in the mind of that employee and helps the employee to get bonded with it.

Employees also appreciate the fact that the company communicates its vision,

mission and goals to the employees that help the employees to understand what the

company stands for and what to expect from this company. The pilots prefer working

for these kinds of organizations that also provide them extra benefits like sufficient

rest period and moderate flight time. They prefer working for organizations that

understand the importance of giving opportunities to these pilots to utilize their

skills.

Factor II - Impact of External Forces

This factor comprises of four items and talks about how pilots perceive the legal

& economic policies of India affecting the recruitment process in any Indian Air-

carrier. Though these forces are external & not in control of these airlines, they

affect the recruitment process of these carriers. It also includes other external

factors like demand-supply ratio of commercial pilots in India and the need for

these airlines to think about campus recruitment in case of severe shortage of the

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pilots. The pilots think that the airlines need to be flexible in their approach to

recruitment.

Factor III - Organizational Internal Factors

This factor comprises of three items and speaks about the internal factors that

play a major role according to the commercial pilots in recruiting the best talent.

Remuneration is a major, but not the only component that pilots consider while

taking up a job with any airlines. Pilots don’t care about job hazards much while

accepting the job offer of any airline, especially when the benefits like insurance

cover offered by the airline takes care of this factor. They also feel that majority

of the airlines do not differentiate among the pilots based on the gender.

Factor IV - Employment Brand

This factor comprises of two items and says that an employment brand plays an

important role in attracting the commercial pilots to the air carriers. The state of

technological growth in India really does not matter much to the pilots while

making the career decision because most of the leading airlines have the

advanced technology available with them.

Factor V- Organizational Growth & Self Advancement Opportunities

This factor includes two items and shows that the organizational growth and self

advancement opportunities are very important criteria in decisions related to

recruitment in any Indian Air-carrier. Pilots believe that the organizations that

grow also provide growth opportunities for their employees.

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4.1.1.2 Factor Analysis of Retention Variables (Dependent Variable):

The method used for yielding the factors was same as in case of factor analysis for

recruitment variables. In case of Retention Variables, researcher again got six factors

that were reduced to four factors.

Table 4.2 – Factor Analysis of Retention Variables

Variables Statements PWC IGD SBP OSA

1 2 3 4

V54 Management of this

organization appreciates

employees who take the

initiative to raise issues and

focus attention on problems.

.76 - .20 -

V50 I can trust management of

this organization to be honest

with me.

.73 .10 .24 -

V49 People who have different

perspective or opinions are

encouraged to express their

points of view in this

organization.

.72 - .17 -

V30 This organization keeps its

employees informed about

.71 .11 .21 -

136

activities of the organization.

V39 I am kept well informed

about changes, new problems

or developments that affect

me in this organization.

.69 .27 .23 -

V35 This organization has a

climate where people feel

confident to openly express

ideas, confront others and

discuss problems among

themselves.

.67 - - .37

V40 Top management’s actions

tend to reinforce a spirit of

co-operation between

different groups in this

organization.

.66 .12 .42 -

V45 I am confident & optimistic

about my future with this

organization.

.63 .12 .30 -

V44 In this organization

management takes the time to

really listen and understand

.63 - - -

137

my point of view.

V41 My guess is that this

organization will not be

facing a lot of difficulties &

trials in the future.

.62 .38 .13 .11

V37 I do not feel frustrated by the

end of my day too often.

.60 .29 .37 .12

V33 This organization does not

push people hard, very often

that I find myself unwilling

to take on additional

commitments.

.59 .37 - -

V42 The people in this

organization really care about

me & what happens in my

life.

.59 .17 .34 -

V29 This organization encourages

young pilots to take up

leadership roles.

.59 .18 .22 .13

V25 This organization offers

special benefits to its

employees which are unique

.58 - .15 .11

138

to it.

V51 I am confident that I can

change or resolve most

problems & difficulties that I

encounter at work.

.57 .16 - .38

V38 When this organization

expects me to give 150%, I

usually feel ready & able to

do all that I can.

.57 - - .34

V26 This organization makes new

employees feel welcome by

personal contacts.

.56 - .30 .18

V53 I do not worry about my

work to the point that I get

frustrated, depressed or

upset.

.56 .19 .41 -

V52 Management of this

organization praises the

employees and does not

criticize quickly.

.55 .44 .14 -

V31 This organization is known

as good pay master.

.54 - .29 .36

139

V34 I usually have a good sense

of what’s going on in, about

and around this organization.

.54 .16 .14 .13

V36 In this organization my

interactions with people

outside my immediate work

group are positive and

rewarding.

.48 - .43 .29

V28 This organization attracts

experienced pilots.

.40 - .31 .20

V61 This organization gives its

employees opportunities to

develop their abilities &

skills.

.85 - - .15

V62 This organization offers its

employees opportunities to

make friends.

.72 - - -

V21 The future expansion

program of the organization

influences retention in this

organization.

.22 .54 .29 .43

V24 Opportunity for self .25 .50 .23 -

140

development is positively

associated with retention.

V46 If there is a tight deadline

requiring additional effort

from people, the typical

approach used in this

organization is to push

people hard to perform.

.43 .48 - .25

V32 Inspite of emergencies or

problems my work is not

disorganized in this

organization.

.42 .44 .16 .15

V20 The rate of growth of the

organization influences

retention in this organization.

.34 .44 .27 .38

V47 I usually find my job

extremely challenging &

demanding.

- .41 - .40

V65 Overall I feel good about this

organization & my place in

it.

- .78 - -

V60 This organization uses - .74 - -

141

special skills of its

employees.

V19 The working conditions &

salary-benefit packages do

not influence retention in this

organization.

.25 .16 .57 .14

V53 I do not worry about my

work to the point that I get

frustrated, depressed or

upset.

.56 .19 .41 -

V48 Frequently I feel that I have

made a real difference at

work.

.17 .24 - .60

V63 This organization encourages

the employees to participate

in decision making.

- - .23 .76

V64 I find it easy to accomplish

what I am expected to do in

this organization.

- - -

.70

(Note: PWC - Positive Work Culture, IGD - Opportunities for Individual Growth & Development, SBP - Salary

Benefit Package, OSA - Opportunity for Self Achievement)

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Factor I - Positive Work Culture

This factor comprises of twenty six items that describe the work culture of the

organization that pilots feel is important in retaining them. Pilots prefer airlines that

provide a win-win situation for itself and the pilots, where there is transparency in

dealings and which supports a culture that motivates the employees. The airline that

appreciates the pilots who take up the initiative, one which prepares them to face the

challenging assignments has better chances of retaining pilots. Pilots prefer working

for carriers that helps them grow with it without the pressures of unrealistic

demands. The airline that allows pilots to express their views, where the pilots are

clear about what is expected from them, and fosters the friendly climate is in better

position to retain the pilots. Pilots also value the opportunities provided to them to

make friends in the organization.

Factor II - Opportunities for Individual Growth & Development

This factor comprises of eight items that are related to the growth & development of

Individual pilots as well as organization. Organizations that are perceived as growing

at a fast pace and the ones that have future expansion programs have better chances

of retaining the pilots. Pilots do not mind working hard, if they are going to grow

with the airline. Using the special skills of the pilots also motivate them to remain

loyal to their organization.

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Factor III - Salary Benefit Package

This factor consists of two items & relates to the effects of salary-benefit packages

on retention of commercial pilots. It says that salary-benefit package in itself is not

sufficient to retain the pilots.

Factor IV- Opportunity for Self Achievement

This factor comprises of three items that describe the role of employee contribution

in retention. Employees who feel that they are making a meaningful difference to the

work are more likely to stick to the organization than those who do not think so. The

pilots who are involved in the decision making process feel valued. This is directly

related to their job satisfaction and subsequently to their retention.

4.1.2 Reliability Study of Recruitment Factors and Retention

Factors

Reliability is concerned with the extent to which a test instrument – whether it is

concerned with measuring physical, biological or psychological phenomena – is able

to produce the same data when the phenomenon is or the phenomena are measured at

different times. (Eachus, 1999:2)

Reliability may be characterized as either internal or external. External reliability is

the easiest to comprehend, as it simply implies the extent to which data measured at

one time are consistent with data from the same variable measured at another time.

Internal reliability is more correctly a measure of internal consistency. When

analyzing reliability in terms of internal consistence, there are several ways of

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examining the data. To test the reliability of standardized tests, item analysis in the

form of Cronbach’s alpha coefficient is used. (Eachus, 1999:2)

The Cronbach alpha coefficient was used to assess the internal consistency of the

measuring instrument, as suggested by Clark and Watson (1995). The coefficient

alpha reflects important information about the proportion of error variance contained

in a scale. Due to the multiplicity of the items measuring the factors, the Cronbach

alpha coefficient was considered to be the most suitable coefficient for use in this

study. (Cooper and Emory, 1995) Alpha is a sound measure of error variance and

can be used to confirm the uni-dimensionality of a scale or to measure the strength of

a dimension once the existence of a single factor has been determined. (Cortina,

1993)

Reliability (Cronbach’s alpha) of both Recruitment Factors & Retention

Factors was examined.

145

Table 4.3: Reliability of Recruitment Factors

FACTOR NO. OF

ITEMS

MEAN CRONBACH’S

ALPHA

RELIABILITY

Encouraging &

Employee Friendly

Recruitment Policy

6 2.85 .75

Impact of External

Forces

4 2.29 .60

Organizational

Internal Factors

3 2.46 .54

Employment

Brand

2 2.39 .65

Organizational

Growth & Self

Advancement

Opportunities

2 2.79 .55

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Table 4.4: Reliability of Retention Factors

FACTOR NO.OF

ITEMS

MEAN CRONBACH’S

ALPHA

RELIABILITY

Positive Work

Culture

26 2.91 .81

Opportunities

for Individual

Growth &

Development

8 2.38 .55

Salary-Benefit

Package

2 2.37 .54

Opportunity for

Self

Achievement

3 2.59 .51

4.1.3 Correlation between Recruitment Factors & Retention Factors

Relationships or associations play a vital role in data analysis. Whenever it is

necessary to determine the relationship between two variables, and if, there is one,

the nature and strength thereof, measures of associations or correlation analysis must

be employed. Correlation analysis is not only directed at discovering whether a

147

relationship exists between two variables, but also analyzes the direction and

magnitude of the relationship. (Coetzee, 2005)

Karl Pearson’s Coefficient of Correlation was used to measure the degree of

relationship between Recruitment Factors & Retention Factors.

According to Kothari (2007), Karl Pearson’s coefficient of correlation or simple

correlation is the most widely used method of measuring the degree of relationship

between two variables. This coefficient assumes that: there is a linear relationship

between the two variables; that the two variables are casually related which means

that one of the variables in independent and the other one is dependent; and a large

number of independent causes are operating in both variables so as to produce a

normal distribution.

Karl Pearson’s coefficient of correlation is also the product moment correlation

coefficient. The value of ‘r’ lies between ± 1. Positive values of r indicate positive

correlation between two variables whereas negative values of r indicate negative

correlation. A zero value of r indicates that there is no association between the two

variables. When r = (+) 1, it indicates perfect positive correlation and when it is (-) 1,

it indicates perfect negative correlation, meaning thereby that variations in

independent variable explain 100% of the variations in the dependent variable. The

value of r nearer to +1 or -1 indicates high degree of correlation between the two

variables.

148

Table 4.5: Correlation between Recruitment Factors & Retention Factors

Positive

Work

Culture

Opportunities

for Individual

Growth &

Development

Salary-

Benefit

Package

Opportunity

for Self

Achievement

Recruitment

Factors

Pearson’s

Correlation

1) Encouraging &

Employee

Friendly

Recruitment

Policy

.709** .246** .209** .548**

2) Impact of

External Forces

.054 .311** .056 .260**

3) Organizational

Internal Factors

.266** .198** .092 .221**

4) Employment

Brand

.242** .281** .011 .293**

5) Organizational

Growth and Self

Advancement

Opportunities

.297** .343** .045 .259**

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**. Correlation is significant at the 0.01 level

*. Correlation is significant at the 0.05 level

Correlation between Encouraging & Employee Friendly Recruitment Policy

and all four factors of Retention is positive and significant at 1% level,

indicating that there is positive relationship between Encouraging &

Employee Friendly Recruitment Policy and all four factors of retention used

in this study.

Correlation between Impact of External Forces and Positive work Culture is

not significant at 1% level. Correlation between Impact of External Forces

and Salary Benefit Package is also not significant at 1% level, but the

correlation is positive. This indicates that though there is a positive

relationship between Impact of External Forces and Positive Work Culture as

well as Impact of External Forces and Salary Benefit Package, it is not

significant. However, Impact of External Forces is highly correlated with

Opportunities for Individual Growth & Development as well as opportunity

for Self Achievement at 1% level and is positive.

Correlation between Organizational Internal Forces and all factors of

Retention except Salary Benefit Package is positive and significant at 1%

level indicating strong positive correlation between these factors. Correlation

between Organizational Internal Forces and Salary Benefit Package is

positive, though not significant.

150

Correlation between Employment Brand and all factors of Retention except

Salary Benefit Package is significant at 1% level indicating strong positive

correlation between these factors. Again here, the correlation between

Company’s Brand Image and Salary Benefit Package is positive, but not

significant.

Correlation between Organizational Growth & Self Advancement

Opportunities and all factors of Retention except Salary Benefit Package is

significant at 1% level indicating strong positive correlation between these

factors. Salary Benefit Package is positively correlated to Growth &

Advancement Opportunities, but the correlation is not significant.

Salary Benefit Package is the only factor from Retention Factors that is not

significantly correlated to most of the Recruitment Factors, though the

relationship is positive.

4.1.4 Regression Analysis

Multiple Regression Analysis was used for the purpose of this study. Multiple

regression analysis is a statistical technique that allows the researcher to predict the

score on one variable on the basis of scores on several other variables. Many

researchers use the term “independent variable” to identify those variables they think

will influence some other so-called “dependent variable”. Independent variables are

known as predictor variables and dependent variables as criterion variables.

If two variables are correlated, then knowing the score in one variable enables the

researcher to predict the score on the other. The stronger the correlation, the closer

151

the scores will fall to the regression line and therefore the more accurate the

prediction will be. Multiple Regression is simply an extension of this principle,

where one variable is predicted on the basis of several others.

When performing a multiple regression analysis, attention should be focused on the

beta value. This value is a measure of how strongly each independent variable

influences the dependent variable. The beta is measured in units of standard

deviation. Thus the higher the beta value, the greater the impact of independent

variable on dependent variable.

152

4.1.4.1 Step-wise Regression Analysis between Positive Work Culture as a Dependent Variable

and Recruitment Factors as Independent Variable

Table 4.6: Step-wise Regression Analysis between Positive Work Culture as a Dependent

Variable and Recruitment Factors as Independent Variable

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .742a .551 .542 .33783

Model

Unstandardized

Coefficients

Standardized

Coefficients

T Sig. B Std. Error Beta

1 (Constant) 1.480 .120 12.357 .000

Encouraging &

Employee Friendly

Recruitment Policy

.389 .025 .688 15.411 .000**

Impact of External

Forces

.024 .028 .037 .835 .405

Organizational Internal

Factors

.057 .040 .064 1.423 .156

Employment Brand .023 .021 .048 1.070 .285

Organizational Growth

& Self Advancement

Opportunities

.068 .028 .113 2.455 .015**

a. Dependent Variable: Positive Work Culture

Table 4.6 revealed that overall 54% of the variance was explained by two factors,

namely Encouraging and Employee Friendly Recruitment Policy and Organizational

153

Growth & Self advancement Opportunities and that Encouraging & Employee

Friendly Recruitment Policy (β = .69, ρ = .00) as well as Organizational Growth &

Self Advancement Opportunities (β = .11, ρ = .01) were positively correlated with

Positive Work Culture.

154

4.1.4.2 Step-wise Regression Analysis between Opportunities for Individual Growth &

Development as Dependent Variable and Recruitment Factors as Independent Variable

Table 4.7: Step-wise Regression Analysis between Opportunities for Individual Growth &

Development as Dependent Variable and Recruitment Factors as Independent Variable

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .481a .231 .216 .43851

Model

Unstandardized

Coefficients

Standardized

Coefficients


1 (Constant) 1.251 .155 8.043 .000

Encouraging &

Employee Friendly

Recruitment Policy

.070 .033 .125 2.134 .034**

Impact of External

Forces

.138 .037 .217 3.751 .000**


Factors

.073 .052 .082 1.398 .163

Employment Brand .064 .028 .137 2.329 .021**


& Self Advancement

Opportunities

.135 .036 .226 3.766 .000**

Dependent Variable: Opportunities for Individual Growth & Development

155

Table 4.7 showed that Encouraging & Employee Friendly Recruitment Policy,

Impact of External Forces, Employment Brand and Organizational Growth & Self

Advancement Opportunities explained the overall variance of 21.6%. It also revealed

that Encouraging & Employee Friendly Recruitment Policy (β = .12, ρ = .03), Impact

of External Forces (β = .22, ρ = .00), Employment Brand (β = .14, ρ = .02) and

Organizational Growth & Self Advancement Opportunities (β = .23, ρ = .00) were

positively correlated with Opportunities for Individual Growth & Development.

156

4.1.4.3 Step-wise Regression Analysis between Salary Benefit Package as Dependent Variable

and Recruitment Factors as Independent Variable

Table 4.8: Step-wise Regression Analysis between Salary Benefit Package as Dependent


Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .315a .100 .172 .71781

Model

Unstandardized

Coefficients

Standardized

Coefficients


1 (Constant) 2.718 .255 10.680 .000

Encouraging &

Employee Friendly

Recruitment Policy

.227 .054 .267 4.230 .000**

Impact of External

Forces

.088 .060 .092 1.462 .145


Factors

.155 .086 .116 1.815 .071**

Employment Brand .121 .045 .171 2.684 .008**


& Self Advancement

Opportunities

.051 .059 .056 .865 .388

a. Dependent Variable: Salary-Benefit Package

157

Table 4.8 showed that overall variance of 17.2% was explained by Encouraging and

Employee Friendly Recruitment Policy, Organizational Internal Factors and

Employment Brand. It also showed that Encouraging and Employee friendly

Recruitment Policy (β = .27, ρ = .00), Organizational Internal Factors (β = .12, ρ =

.07) and Employment Brand (β = .17, ρ = .01) were positively correlated with

Salary-Benefit Package.

158

4.1.4.4 Step-wise Regression Analysis between Opportunity for Self Achievement as Dependent


Table 4.9: Step-wise Regression Analysis between Opportunity for Self Achievement as

Dependent Variable and Recruitment Factors as Independent Variable

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .600a .360 .347 .61774

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

1 (Constant) .510 .219 2.327 .021

Encouraging &

Employee Friendly

Recruitment Policy

.423 .046 .488 9.164 .000**

Impact of External Forces

.183 .052 .186 3.517 .001**


Factors

.111 .074 .081 1.512 .132

Employment Brand .009 .039 .012 .220 .826

Organizational Growth &

Self Advancement

Opportunities

.073 .050 .080 1.453 .147

a. Dependent Variable: Self Achievement

159

Table 4.9 showed that overall 34.7% of variance was explained by Encouraging &

Employee Friendly Recruitment Policy and Impact of External Forces. It also

showed that Encouraging & Employee Friendly Recruitment Policy (β = .49, ρ = .00)

and Impact of External Forces (β = .19, ρ = .00) were positively correlated with

Opportunities for Self Achievement.

4.1.5ANOVA

Through One-way Analysis of Variance (ANOVA) one ca, in general, investigate

any number of factors which are hypothesized or said to influence the dependent

variable. (Kothari, 2007) The key statistics in ANOVA is the F-test of difference of

group means, testing if the means of the groups formed by values of the independent

variable are different enough not to have occurred by chance. If the group means do

not differ significantly, then one can infer that the independent variable(s) did not

have an effect on the dependent variable. (Coetzee, 2005)

In both ANOVA and Multiple Regression, the researcher seeks to determine what

accounts for the variance in the scores observed. In ANOVA, he or she tries to

determine how much of the variance accounted for by the manipulation of

independent variable. In Multiple Regression the researcher does not directly

manipulate the independent variable, but instead, simply measures the naturally

occurring levels of the variables to see if this helps to predict the score of dependent

variable.

160

In this study, one-way ANOVA is used to determine the effects of recruitment

factors on the retention factors of commercial pilots working in India.

Table 4.10 ANOVA with Encouraging & Employee Friendly Recruitment

Policy as Independent Variable and Retention Factors as Dependent Variables

ANOVA

Sum of Squares df Mean Square F Sig.

Positive Work

Culture

Between Groups 39.171 22 1.781 16.234 .000**

Within Groups 26.103 238 .110

Total 65.274 260

Opportunities for

Individual Growth

& Development

Between Groups 15.181 22 .690 3.432 .000**


Total 63.029 260

Salary Benefit

Package

Between Groups 32.995 22 1.500 3.146 .000**


Total 146.450 260

Opportunity for

Self Achievement

Between Groups 61.286 22 2.786 7.401 .000**


Total 150.866 260

Table 4.10 revealed that Positive Work Culture (ρ = .00), Opportunities for

Individual Growth & Development (ρ = .00), Salary Benefit Package (ρ = .00) and

161

Opportunity for Self Achievement (ρ = .00) are all influenced by Encouraging &

Employee Friendly Recruitment Policy.

Table 4.11 ANOVA with Impact of External Forces as Independent Variable

and Retention Factors as Dependent Variable

ANOVA


Positive Work

Culture

Between Groups 6.903 14 .493 2.078 .014**


Total 65.274 260

Opportunities for

Individual Growth

& Development

Between Groups 11.807 14 .843 4.050 .000**


Total 63.029 260

Salary-Benefit

Package

Between Groups 13.634 14 .974 1.804 .039**


Total 146.450 260

Opportunity for

Self Achievement

Between Groups 17.629 14 1.259 2.325 .005**




Opportunity for Self Achievement (ρ = .00) are all influenced by Impact of External

Forces.

162

Table 4.12: ANOVA with Organizational Internal Factors as Independent

Variable and Retention Factors as Dependent Variable

ANOVA


Positive Work

Culture

Between Groups 5.911 11 .537 2.254 .012**


Total 65.274 260

Opportunities for

Individual Growth

& Development

Between Groups 11.012 11 1.001 4.792 .000**


Total 63.029 260

Salary-Benefit

Package

Between Groups 22.722 11 2.066 4.157 .000**


Total 146.450 260

Opportunity for

Self Achievement

Between Groups 16.054 11 1.459 2.696 .003**


Total 150.866 260



Opportunity for Self Achievement (ρ = .00) are all influenced by Organizational

Internal Factors.

163

Table 4.13: ANOVA with Employment Brand as Independent Variable and

Retention Factors as Dependent Variable

ANOVA


Positive Work

Culture

Between Groups .964 4 .241 .966 .427


Total 63.815 256

Opportunities for

Individual Growth

& Development

Between Groups 5.685 4 1.421 6.273 .000**


Total 62.777 256

Salary-Benefit

Package

Between Groups 3.238 4 .809 1.453 .217


Total 143.619 256

Opportunity for

Self Achievement

Between Groups 5.314 4 1.328 2.320 .057


Total 149.618 256

Table 4.13 revealed that only Opportunities for Individual Growth & Development

(ρ = .00) is influenced by Employment Brand.

164

Table 4.14 ANOVA with Organizational Growth & Self Advancement

Opportunities as Independent Variable & Retention Factors as Dependent

Variable

ANOVA


Positive Work

Culture

Between Groups 7.749 6 1.291 5.703 .000**


Total 65.274 260

Opportunities for

Individual Growth

& Development

Between Groups 9.404 6 1.567 7.424 .000**


Total 63.029 260

Salary-Benefit

Package

Between Groups 6.969 6 1.162 2.115 .052


Total 146.450 260

Opportunity for

Self Achievement

Between Groups 14.896 6 2.483 4.638 .000**


Total 150.866 260


Individual Growth & Development (ρ = .00) and Opportunity for Self Achievement

(ρ = .00) are all influenced by Organizational Growth & Self Advancement

165

Opportunities. However, Growth & Advancement Opportunities had no significant

impact on Salary-Benefit Package.

All this integrated analysis helped the researcher to discuss the situation of Indian

aviation industry with respect to recruitment and retention practices of commercial

pilots that forms the next chapter.

4.2 Analysis of Relevant Findings Related to Existing

Recruitment & Retention Policies of the Indian Air

Carriers

This part of analysis consisted of Descriptive Statistics to find out what recruitment

& retention practices are followed by different airlines operating in India. As the

sample size was small, it was thought prudent to restrict the statistical analysis only

to Descriptive Statistics. Table 4.15 to Table 4.95 list down the findings of this study

regarding current recruitment and retention practices of the Indian air carriers. Each

table gives the statistical summary of the query raised in the questionnaire designed

for HR departments corresponding to that table.

166

Table 4.15: Role of Job Analysis, Job Specification & Job Description in

Recruitment

Theoretically, it is believed that Job Analysis, Job Specification & Job Description

are the important pillars of the successful recruitment process. However, all the

respondent airlines only agreed partially with this view & felt that these aspects have

only limited role in the actual recruitment process.

Table 4.16: Influence of Working Conditions & Salary-Benefit Package on

Recruitment

Frequency

Percent

Valid 1

3

Total

2

1

3

66.7

33.3

100.0

Generally it is believed that people will like to work for those organizations

that offer good working conditions & salary-benefit packages. Two out of

three respondents agreed that working conditions & salary-benefit packages

influence the recruitment process in their organizations. One respondent was

of the opinion that this influence is limited.

Frequency

Percent

Valid 2 3 100.0

167

Table 4.17: Influence of the Rate of Growth of the Organization on Recruitment

Process

Frequency

Percent

Valid 1

2

Total

2

1

3

66.7

33.3

100.0

The recruitment effort of any organization is dependent on its growth rate.

When the organization is in growth stage, it recruits more number of

employees who are required to carry out the additional operations of the

organization. Also if the prospective employees feel that the organization is

growing well, they will be interested in applying for a job there. Two out of

three respondents fully agreed to this view and said that it was very relevant

to their organization. One respondent only partially agreed to it.

Table 4.18: Impact of Demand-Supply Ratio of Commercial Pilots in Indian

Aviation market on the Recruitment Process

Frequency

Percent

Valid 1

2

Total

1

2

3

33.3

66.7

100.0

Generally, the success of the recruitment effort would depend on the demand-

supply ratio of the prospective employees for a particular position. If the

supply of the candidates is more than the demand for those candidates, the

organization will have a good chance to attract the best pool of prospective

168

employees. However, two out of three airlines felt that though this is an

important factor in recruitment process of their organizations, its impact is

limited. However, one public sector organization totally agreed with the view

& said that this ratio affects the recruitment process in their organization.

Table 4.19: Effects of Legal & Political Considerations on Recruitment Process.

Frequency

Percent

Valid 2

3

5

Total

1

1

1

3

33.3

33.3

33.3

100.0

Legal & political considerations do affect the recruitment process in any

organization & it was felt more so in the aviation industry as there is a large

chunk of commercial pilots who are foreign nationals. However, the private

sector airlines didn’t seem to agree to this view totally. One of them totally

disagreed with this view while the other one accepted it to some extent.

However, the public sector airline agreed with this view.

Table 4.20: Role of Company’s Image Perception of the Job Seekers about the

Company in Recruitment Process

Frequency

Percent

Valid 1

2

Total

2

1

3

66.7

33.3

100.0

It is generally observed that employment brand of the organization plays an

important role is attracting the competent pool of candidates to the

169

organization and all the respondent airlines seemed to agree to this view, but

in varying degrees. They all agreed that the candidates prefer the organization

that has the best employment brand in the industry & they all try to use this

factor in their recruitment drive.

Table 4.21: Role of Opportunity for Self-development in Recruitment

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

Prospective candidates will generally like to apply to those organizations that

give them opportunity for self development. However none of the airlines

totally agreed with this view as they felt that this criterion is not particularly

related to commercial pilots.

Table 4.22: Impact of Job Hazards on the Recruitment of Commercial Pilots

Frequency

Percent

Valid 2

3

5

Total

1

1

1

3

33.3

33.3

33.3

100.0

It was thought that one of the reasons why the demand for commercial pilots

is more than the supply can be that young people are not motivated to join

aviation industry as commercial pilots because of job hazards. Though the

170

two private sector three airlines partially agreed to this view, the public sector

airline didn’t think of it as significant factor in recruitment.

Table 4.23: Need for Campus Recruitment in case of Commercial Pilots’

Recruitment by Indian Air Carriers

Frequency

Percent

Valid 3

5

Total

2

1

3

66.7

33.3

100.0

As the airline industry was facing the acute shortage of commercial pilots

when the questionnaire was designed, one of the options that the researcher

considered was the campus recruitment. Two out of three airlines felt that

they could think of this option in a limited manner. One airline however,

refused it outright.

Table 4.24: Linkage of Organization’s Business Strategy with HR

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

If the organizational goals are to be achieved, the organization must have the

strategy that is linked to HR. HR will be able to provide support to the rest of

the organization only when it becomes the strategic partner of the

171

organization. Both the private sector airlines said that their business strategy

is linked to HR. However, that is not the case in the public sector airline.

Table 4.25: Timeframe regarding the Recruitment Policy

Frequency

Percent

Valid 5

Missing System

Total

2

1

3

66.7

33.3

100.0

The recruitment policy of any organization needs to be reviewed periodically.

Two out of three organizations said that their policy was reviewed

periodically while one of the organizations said that they were using the same

policy for a long time & there was a need to change it.

Table 4.26: Influence of State of Economy in India on Recruitment Policy of

Indian Aviation Industry

Frequency

Percent

Valid 1

2

Total

1

2

3

33.3

66.7

100.0

The state of economy is a very important factor in the recruitment process. In

fact, whether the organization will recruit new employees or not is also

dependant on the state of economy to a large extent. The targeted prospective

employees, the offer that an organization makes to these employees, etc. are

also dependant on the economic policies of the country. All the organizations

surveyed for the purpose of this research agreed to this view though in

172

different degree & said that the recruitment process in their organizations was

influenced by this factor.

Table 4.27: Impact of the State of Technological Growth in India on the

Recruitment Policy of Indian Aviation Industry

Frequency

Percent

Valid 1

2

Total

1

2

3

33.3

66.7

100.0

Aviation industry is heavily technology-based industry. The technological

growth in this industry would open more job opportunities for commercial

pilots in the country. The advancement in infrastructure would allow more &

better aircrafts to enter Indian Aviation Industry which means increase in

number of pilots to man these aircrafts. All the organizations believed in this

view & said that their recruitment policy would depend on the state of

technological growth in India.

Table 4.28: Impact of Working Conditions and Salary-Benefit Package on

Retention

Frequency

Percent

Valid 1

3

Total

2

1

3

66.7

33.3

100.0

One of the primary factors responsible for retention of any employee would

be his/her satisfaction with the working conditions of the organization & the

173

salary-benefit package that is offered to him/her. Two out of three surveyed

agreed with this & said that they are able to retain the pilots primarily

because of competitive remuneration they offer & also the best possible

working conditions. . One organization accepted this view only partially.

Table 4.29: Impact of the Rate of Growth of the Organization on Retention

Frequency

Percent

Valid 3 3 100.0

Theoretically it was assumed that the organization that grows would be able

to retain its employees better than the organization that is stagnant. However,

all three organization surveyed were of the opinion that this factor has only

limited importance in the retention process in their organizations.

Table 4.30: Impact of Future Expansion Program of the Organization on

Retention

Frequency

Percent

Valid 3

4

Total

2

1

3

66.7

33.3

100.0

The organization that plans for the future expansion of its business should be

able to provide better opportunities for its employees to grow further.

However, aviation industry does not seem to agree to this point as the

advancement opportunities for the pilots are not necessarily dependant on the

expansion plan of the airlines as expansion of business may increase the

174

employment opportunities in the organization, but may not necessarily lead to

the career growth of the pilots.

Table 4.31: Impact of Demand-Supply ration of Commercial Pilots in India on

Retention

Frequency

Percent

Valid 1

3

Total

1

2

3

33.3

66.7

100.0

When the demand for commercial pilots is less than their supply, it was

believed that the retention rate would be better, as the pilots would not get an

option of leaving the current job & going to some other airline. However,

only the public sector airline accepted this view fully & the remaining two

were of the opinion that they retain the pilots not because of compelling

situations, but because pilots prefer being with them due to many other

factors.

Table 4.32: Impact of Company’s Image Perception of the Job Seekers about

the Company on Retention

Frequency

Percent

Valid 2

4

Total

1

2

3

33.3

66.7

100.0

Research student wanted to know about the role of the employment brand of

the organization in the retention process in aviation industry. However two

175

out of three respondents felt that the factor was not really significant in

retention of commercial pilots. Only one respondent felt that employment

brand can be important partially.

Table 4.33: Influence of Opportunity for Self Development on Retention

Frequency

Percent

Valid 1

2

3

Total

1

1

1

3

33.3

33.3

33.3

100.0

Generally it is believed that the organization that provides opportunities for

self development is better able to retain the employees than the one which

does not provide such opportunities. All three surveyed airlines agreed to

this, but in different degrees.

Table 4.34: Effect of Special Benefits Offered to the Employees on Retention

Frequency

Percent

Valid 2

3

Total

2

1

3

66.7

33.3

100.0

The organization that offers the special benefits to its employees should be

able to retain its employees better than the competitors. Both the private

sector airlines said that they do offer such special benefits to their employees.

However, the public sector organization gives such benefits only to some

extent.

176

Table 4.35: Effect of Welcoming New Employees by Personal Contact on

Retention

Frequency

Percent

Valid 3

4

Total

1

2

3

33.3

66.7

100.0

Making new employee feel welcome by establishing personal contacts with

him/her can help the new employee get adjusted easily to the organization. A

well adjusted employee is less likely to leave the organization than the one

who has adjustment problems. However, the airlines felt that the commercial

pilots have a psychological maturity to adjust to the environment irrespective

of being personally welcome or not. Therefore, this item particularly is not

relevant to retention of commercial pilots & none of the airlines really cared

for this item in their organization.

Table 4.36: Effects of Attracting Young Pilots on Retention

Frequency

Percent

Valid 1

2

Total

2

1

3

66.7

33.3

100.0

Attracting young pilots results in retaining them for some period at least, as

they want to gain some sizable experience before they move to some other

organization. They also bring new perspective to the organization. It also

creates enthusiasm among pilots as these young people bring a lot of energy

177

with them. All the airlines agreed to this view & said that they attract young

pilots.

Table 4.37: Effects of Attracting Experienced Pilots on Retention

Frequency

Percent

Valid 1

3

Total

2

1

3

66.7

33.3

100.0

Experienced pilots will be attracted only to the airlines that score high on

almost all HR parameters. The airline which has healthy HR policies is more

likely to retain the pilot than the airlines that does not have one. Two out of

three airlines had the same view & said that they attract experienced pilots.

However, the public sector airline did not seem to attract as many

experienced pilots as its counterpart in private sector.

Table 4.38: Impact of Encouraging Young Pilots to Take Up Leadership Roles

on Retention.

Frequency

Percent

Valid 1

2

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

When young pilots are encouraged to take up leadership roles, it leads to

increased motivation & morale & the employees with higher motivation &

morale are less likely to leave organization. Two out of three respondent

178

airlines encourage their pilots to take up leadership role. But the public sector

airline that follows a strict hierarchical structure does not encourage the

young pilots to do so.

Table 4.39: Impact of Keeping Employees Informed about Activities of the

Organization on Retention

Frequency

Percent

Valid 2

4

Total

2

1

3

66.7

33.3

100.0

When employees are well informed about the activities of the airlines, there

is less ambiguity & insecurity in their mind. They are less likely to leave their

organization in that case. Two out of three organizations keep their

employees informed about their activities in moderate manner. However, the

public sector airline does not do so.

Table 4.40: Role of Being Good Pay Master in Retention

Frequency

Percent

Valid 1

2

Total

1

2

3

33.3

66.7

100.0

The most basic factor for any employee to consider while accepting the

employment offer would be sound compensation package. The organization

that pays well to its pilots is more likely to retain them than the ones that are

bad pay masters. All three airlines felt that they paid their pilots well.

179

Table 4.41: Use of Conventions & Seminars as a Source of Recruitment

Frequency

Percent

Valid 4 3 100.0

Industry specific conventions & seminars are generally attended by the

members of that industry. When jobs are advertised at such events, a large

portion of prospective employees come to know about the job openings.

However, this source of recruitment is not used in aviation industry to recruit

commercial pilots and all three airlines were of the opinion that they do not

use this source.

Table 4.42: Role of a Relative in the Organization in Recruitment

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

Employee referrals can be a good source of recruitment. Though traditionally

it was found that the children, especially the sons of the commercial pilots

preferred being pilots themselves & wished to join their fathers’

organizations, this trend is decreasing now & the private sector airlines are

also not encouraging this kind of recruitment source. This is a major source

of recruitment still in public sector airline. One of the major reasons for this

is the charges of unethical practices in case of such hiring decision.

180

Table 4.43: Use of Employee Turnover as an Indicator of Good/Bad Sources of

Recruitment

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

All three airlines accepted that the employee turnover is an indicator of good/bad

sources of recruitment, however, in different degrees. One private sector and one

public sector airline felt that this is true to a moderate extent. However, one private

sector airline was of the opinion that this holds true almost always.

Table 4.44: Communication of Company’s Vision, Mission & Goal Statement to

Prospective Candidates

Frequency

Percent

Valid 1

2

3

Total

1

1

1

3

33.3

33.3

33.3

100.0

When prospective employees know the vision, mission & goals of the

organization, they what to expect from the organization & they will apply to

that organization know only if these are in alignment with their individual

goals. In such conditions the chances of recruitment efforts being successful

are more. Two out of three airlines surveyed communicate their vision,

mission & goals to their prospective employees as they are aware of the

181

advantages of doing so. Only one airline (Public Sector) does it to moderate

extent.

Table 4.45: Identification of Target Group as Potential Candidates

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

When the target group for the purpose of recruitment is identified, it reduces

the recruitment cost as it becomes easier to channelize the resources only in

that particular direction. However, only one out of three surveyed airlines

practice this approach.

Table 4.46: Role of Employee Special Benefits in Recruitment

Frequency

Percent

Valid 2

4

Total

2

1

3

66.7

33.3

100.0

One of the ways in which employees can be attracted towards the

organization can be offering them special & unique benefits. Bothe the

private sector airlines believe in this & offer its employees special & unique

benefits. However one public sector airlines does not follow it as it feels that

it is capable of attracting the prospective employees irrespective of these

benefits.

182

Table 4.47: Role of Special Skills of Employee in Recruitment

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

The airline that enjoys the reputation of giving the pilots opportunities to use

their special skills will be able to attract more pilots than the other airlines.

However, the airlines are of the opinion that pilots occasionally come across

situations in which they need to display their special skills.

Table 4.48: Role of Welcoming New Employee by Personal Contacts in

Recruitment

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

The first impression is always very important. The organization that

welcomes its new employees by personal contact creates positive impression

in his/her mind. This new employee carries this opinion about the

organization wherever he goes. This helps in creating a generally good image

of the organization in public. Though none of the airlines thought that this

factor is important form retention point of view, both the private sector airline

183

accepted its importance in recruitment drive. However, the public sector

organization was firm on its opinion with regard to this factor

Table 4.49: Role of Encouraging Young Pilots to Take Up Leadership Roles in

Recruitment

Frequency

Percent

Valid 1

2

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

The airline that allows its young pilots to demonstrate their leadership skills

actually prepares them for their career growth. This becomes one of the

important sources of internal recruitment for the airlines. Also the airline that

enjoys the reputation of this kind will definitely attract more pilots than the

other airlines. Both the private sector airlines said that they encourage their

pilots to take up leadership roles. However, the public sector airline said that

it almost never gives such opportunities to its young pilots.

Table 4.50: Role of Keeping Data on Employees’ Special Skills, Abilities &

Interest in Recruitment

Frequency

Percent

Valid 3

4

Total

1

2

3

33.3

66.7

100.0

An inventory of employees’ skills, abilities & interests, etc. would be very

helpful for HR department in Human Resource Planning. It will help the HR

184

department to locate where the required skills lie in the organization & then

to use it effectively. However, the public sector airline & one of the private

sector airlines do not keep such data at all whereas one of the private sector

airlines occasionally keeps such data.

Table 4.51: Attitude towards Female Pilots

Frequency

Percent

Valid 2

5

Total

1

2

3

33.3

66.7

100.0

The researcher wanted to find out whether the organizations are biased in

case of lady commercial pilots. Two out of three airlines were of the view

that they are not at all biased. One of the private sector airlines however,

accepted that it was almost always biased in case of lady pilots.

Table 4.52: Role of Systematic Manpower Planning In Recruitment

Frequency

Percent

Valid 1

2

3

Total

1

1

1

3

33.3

33.3

33.3

100.0

The researcher wanted to know whether the airlines follow systematic

manpower planning for commercial pilots or not. One airline strictly follows

the HRP for commercial pilots, the other uses it almost always. However one

185

public sector airlines is not very particular in using HRP for the recruitment

of commercial pilots.

Table 4.53: Role of Periodic assessment of Employees’ Strength & Its Adequacy

for Assigned Functions & for Anticipated Changes in Recruitment

Frequency

Percent

Valid 1

2

3

Total

1

1

1

3

33.3

33.3

33.3

100.0

The assessment of the available skills & strength of the human resource & its

adequacy for the assigned functions & for anticipated changes forms a very

important part of HRP that is one of the pre-requisites of successful

recruitment policy. The airline that follows the systematic HRP also practices

this. The other airline which almost always follows systematic HRP almost

always practices this. The public sector airline that sometimes follows HRP

as per its convenience follows this practice also occasionally.

Table 4.54: Role of Political & Diplomatic Pressures in Recruitment

Frequency

Percent

Valid 2

3

5

Total

1

1

1

3

33.3

33.3

33.3

100.0

Political & diplomatic pressures in case of recruitment of commercial pilots

can play a major role. However, both the private sector airlines said that their

recruitment process was not influenced political & diplomatic considerations.

186

However, the public sector airline accepted that its recruitment process was

influenced by these factors almost always that included issues like the

recruitment of foreign pilots, reservation for certain categories &

recommendations by politicians & diplomats.

Table 4.55: Special Skills Required, but not Found Internally

Frequency

Percent

Valid 2

3

Total

2

1

3

66.7

33.3

100.0

In case of commercial pilots, there are certain skills that are possessed only

by handful of pilots, but airlines need the pilots with these skills. When these

skills are not available with the existing commercial pilots of a particular

airline, they have two options: i) to train the existing pilots on these skills

which can be a costly & time consuming process or ii) To look into external

market to hunt for these pilots. All the airlines said that they use this practice

in conjunction with other practices of recruitment in varying degrees.

Table 4.56: Evaluation of Recruitment Program

Frequency

Percent

Valid 1

3

Total

1

2

3

33.3

66.7

100.0

Evaluating the recruitment program helps the organization to assess its

success. However only one organization out of three surveyed said that it

actually assesses its program. Other two said that they do it only occasionally

187

which suggested that they were not really very serious about the effectiveness

of recruitment program of commercial pilots.

Table 4.57: Role of Training in Promotion of Commercial Pilots

Frequency

Percent

Valid 1 3 100.0

Training is an important factor in the career development of the employee. In

case of commercial pilots the promotions are based on the number of hours of

flying they complete & they always need to undergo training when they are

promoted to higher ranks as many times it means flying a different & bigger

aircraft. Also the responsibilities that come along with promotions change.

All the surveyed airlines said that their pilots undergo training before getting

promoted to higher ranks.

Table 4.58: Role of Transfer of Commercial Pilots in their Retention

Frequency

Percent

Valid 1

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

One of the internal sources of recruitment is transfer. However, the retention

of the employees can be considerably affected by the transfer policy of the

organization. In case of Indian air carriers, they have different air bases

throughout the country & pilots seem to prefer one of the air bases over

others. Generally the airline that does not frequently transfer its pilots is

188

better able to retain them. Only one airline out of three surveyed mentions in

its policy that commercial pilots can get transferred at any time. The other

private sector airline transfers the pilots occasionally & many times at the

request of the pilots. The public sector airline transfers its pilots very rarely.

Table 4.59: Role of Use of Special Skills in Retention

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

When the organization uses the special skills of the employees, it gives the

employees a sense of self worth & leads to job satisfaction. However in

aviation industry, pilots occasionally come across situations that demands

special skills from them. All three airlines said that they use the special skills

of their employees as & when required.

Table 4.60: Role of Data on Employees’ Abilities, Skills & Interest in Retention

Frequency

Percent

Valid 2

3

4

Total

1

1

1

3

33.3

33.3

33.3

100.0

The data on the special skills, abilities & interests of the employees helps the

organization to understand the employee better & to place him in a role

where he/she fits best. When an employee is placed in a job that best fit

him/her, he/she is more likely to get the maximum job satisfaction from this

189

work that in turn will help the airline to retain the employee. The two private

sector airlines understand the impact of these practices on employee retention

& use them in their organization though not always. However, the public

sector airline hardly uses this strategy.

Table 4.61: Role of Opportunities Given to Employees to Develop their Abilities

& Skills in Retention

Frequency

Percent

Valid 2

3

Total

2

1

3

66.7

33.3

100.0

The organization that gives the employees opportunities to develop abilities

& skills, helps the employees grow & plan their career. The employees who

grow with their organization are less likely to leave it. Both the private sector

airlines said that they give their pilots such opportunities. However, the

public sector airline said that it does so only occasionally.

Table 4.62: Role of Opportunities Given to Develop New Skills & Interest in

Retention

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

The organization that provides the opportunities to its employees to develop

new skills & interests helps them to grow not only in organizational context,

but also in personal capacity. The employees with such organization are more

likely to be retained than the ones who do not follow such practices.

190

However, only one private sector airline actually practices this. The

remaining two airlines said that they it only occasionally.

Table 4.63: Role of Developing Social Contacts in Retention

Frequency

Percent

Valid 1

2

3

Total

1

1

1

3

33.3

33.3

33.3

100.0

Opportunities to make friends at work place can be an important factor in

retaining the employees. The role of employee bonding in retention cannot be

neglected. Both the private sector airlines give such opportunities to their

pilots. However, the public sector airline only occasionally allows its pilots to

do so.

Table 4.64: Role of Encouraging Employees to Participate in Decision Making

in Retention

Frequency

Percent

Valid 3

4

Total

2

1

3

66.7

33.3

100.0

When the employees get an opportunity to participate in decision making, it

makes them feel worthy & these employees are more likely to be retained by

their organization. However, both the private sector airlines only occasionally

allow their pilots to participate in decision making & the public sector

organization does not allow them to participate most of the times.

191

Table 4.65: Meaning of recruitment

Frequency

Percent

Valid 1

2

3

Total

Missing System

Total

2

1

1

4

2

6

33.3

16.7

16.7

66.7

33.3

100.0

In both the private sector airlines, recruitment is the process of identifying &

hiring best qualified candidate for a job vacancy, in a most timely & cost

effective manner; whereas for public sector airline, it is the identification of

the need for work to be completed & the assessment of how many people will

be required to do that work, followed by advertising this fact. So for private

sector airlines, process of recruitment also includes selection of the employee

whereas for public sector airline it means only theoretical process of

recruitment.

Table 4.66: What does the Organization Stand for

Frequency

Percent

Valid 1

2

3

Total

2

1

2

5

40.0

20.0

40.0

100.0

For both the private sector airlines, their organization stands for brand image.

However, the older between the two also said that the organization stands for

192

stability as well. The public sector airline said that it stands for security &

stability.

Table 4.67: Minimum Period Taken into Consideration while Forecasting

Commercial Pilots’ Requirement

Frequency

Percent

Valid 3

4

5

Total

1

1

1

3

33.3

33.3

33.3

100.0

All three airlines said that the minimum period that they take into account

while forecasting the commercial pilots’ requirement is 9 months & above.

The public sector airline forecasts the requirements for the minimum period

of one year.

Table 4.68: Different Sources of Recruitment Used by Organizations

Frequency

Percent

Valid 1

2

3

6

Total

2

1

2

1

6

33.3

16.7

33.3

16.7

100.0

The common sources of recruitment among the three surveyed airlines are

internal sources & advertisement. One of the private sector airlines also uses

employment agencies & professional bodies as their sources of recruitment.

193

The public sector airline uses employment agencies besides advertisement &

internal sources for recruitment.

Table 4.69: Criteria Used for Evaluation of Commercial Pilot Recruitment

Program

Frequency

Percent

Valid 3 3 100.0

All three airlines use the growth of the organization as the criterion for the

evaluation of commercial pilot recruitment program.

Table 4.70: Techniques Used for Evaluating Commercial Pilot Recruitment

Program

Frequency

Percent

Valid 1

2

Total

1

3

4

25.0

75.0

100.0

All three airlines use interview technique for evaluating commercial pilot

recruitment program in their organizations. Public sector airline also uses

Performance appraisal for this purpose.

Table 4.71: Types of Transfers Used by Organizations

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

194

The two private sector airlines do not follow any specific type of transfer.

However, the public sector airline practices time bound transfers.

Table 4.72: Steps Used in Selection Process

Frequency

Percent

Valid 1

2

3

4

5

6

7

Total

2

1

1

3

3

3

1

14

14.3

7.1

7.1

21.4

21.4

21.4

7.1

100.0

The most important steps in selection for all three airlines besides preliminary

screening of application & employment interview are the psychological

testing & physical examination which are actually very crucial for the

selection of commercial pilots.

Table 4.73: Methods & Techniques of Preliminary Screening Used in

Organizations

Frequency

Percent

Valid 1

2

3

4

5

Total

3

1

3

2

2

11

27.3

9.1

27.3

18.2

18.2

100.0

The most important methods & techniques of preliminary screening for all

airlines are tests, interview followed by observational techniques, successive

195

hurdle techniques & application blank. Not much importance is given to

application blank in the selection of commercial pilots.

Table 4.74: Items of Application Blank Used for Preliminary Screening of

Applicants

Frequency

Percent

Valid 1

2

3

Total

3

3

3

9

33.3

33.3

33.3

100.0

The items of application blank used for preliminary screening of applicants

for commercial pilot positions in these airlines in the order of importance are

Technical Education, Experience & age.

Table 4.75: Information that Application Blank Seeks for the Purpose of

Preliminary Screening

Frequency

Percent

Valid 1

2

3

4

5

6

Total

3

2

3

2

3

1

14

21.4

14.3

21.4

14.3

21.4

7.1

100.0

All three airlines seek to obtain the personal history of the applicant related to

effective performance, nature and extent of previous work experience and reasons

for leaving the previous organization through application blank. Nature of training

received by the applicant and level of present salary of applicant are also perceived

196

to be important parameters that one private sector and one public sector airline try to

find out through application blank.

Table 4.76: Personal Information that Organization Tries to Seek

Frequency

Percent

Valid 2

3

5

6

7

8

9

10

Total

2

1

1

2

1

2

1

1

11

18.2

9.1

9.1

18.2

9.1

18.2

9.1

9.1

100.0

The most important personal information that these airlines try to find out

from their prospective commercial pilots in the order of importance includes

police record, health history, relatives of the candidate in the organization &

outstanding debt. The public sector airline also seeks to know their leisure

time activities & national origin.

197

Table 4.77: Manner in which Reference Checking is used for Commercial Pilot

Selection

Frequency

Percent

Valid 1

2

3

4

5

6

7

Total

2

2

1

1

1

3

1

11

18.2

18.2

9.1

9.1

9.1

27.3

9.1

100.0

The reference checking for the commercial pilots’ selection in all these

airlines is done using the letter of references received from previous

employer at the initiative of the applicant, informal discussions with the

persons who know the applicant & letter of references sent to the previous

employer at the initiative of these airlines. The public sector airline also uses

telephone calls, personal visits & outside consultants as the sources to find

out this information.

Table 4.78: References Sought for Selection of Commercial Pilots

Frequency

Percent

Valid 1

2

3

4

5

Total

2

2

1

1

1

7

28.6

28.6

14.3

14.3

14.3

100.0

The references for selection of commercial pilots are sought in these airlines

from previous employer, educational & technical institutes, neighbors of the

198

applicant & police records. It was found that the public sector airline that

does not consider police record important at the time of seeking personal

information about candidates seeks it at the time of references.

Table 4.79: Purpose of Reference Checking in Selection

Frequency

Percent

Valid 1

2

3

Total

3

3

1

7

42.9

42.9

14.3

100.0

The purpose of the reference checking for commercial pilots’ selection for all

three airlines in the order of importance include character verification &

information about previous work experience. The public sector airline also

does it for getting information about emotional adjustment.

Table 4.80: Purpose of Medical Examination for Commercial Pilot Selection

Frequency

Percent

Valid 1

2

3

6

Total

3

2

2

2

9

33.3

22.2

22.2

22.2

100.0

The purpose of medical examination for commercial pilot selection in these

airlines includes making sure the safety of the passengers who fly with the

commercial pilot, adhering to the fulfillment of the medical requirements

criteria for commercial pilots, detecting the physical problems that may

hamper the work & employing only healthy persons as commercial pilots.

199

Table 4.81: Person Responsible for Physical Examination of Commercial Pilots

Frequency

Percent

Valid 1

2

Total

3

2

5

60.0

40.0

100.0

The person responsible for the physical examination of the commercial pilots

is panel doctor. However both the private sector airlines also have in-house

physician working in the organization who needs to examine & clear the

commercial pilots.

Table 4.82: Factors that a Physician Takes into Account in the Physical

Examination of Commercial Pilots

Frequency

Percent

Valid 1

2

3

Total

2

3

1

6

33.3

50.0

16.7

100.0

The factors that a physician takes into account in the physical examination

for the commercial pilots’ selection in all three airlines in the order of

importance include mandatory requirements and nature of work. The public

sector airline also includes social & psychological climate of the organization

into consideration while doing this.

200

Table 4.83: Purpose of Employment Interview for Commercial Pilot Selection

Frequency

Percent

Valid 1

2

3

4

Total

3

2

1

2

8

37.5

25.0

12.5

25.0

100.0

The purpose of employment interview for commercial pilot selection in these

airlines include to obtain relevant information regarding the prospective

commercial pilots including their background, training, work history,

education, etc.; to screen applicants; to provide information about the

organization, its personnel policies & specific jobs to the applicant. One of

the private sector airlines said that they also use it as an opportunity to

motivate the prospective employees to accept the offer, if appointed by the

airline.

Table 4.84: Types of Interview Methods Used for Selection of Commercial

Pilots

Frequency

Percent

Valid 1

2

4

5

Total

2

1

1

2

6

33.3

16.7

16.7

33.3

100.0

The types of interview methods used for selection of commercial pilots

include structured interviews & group interviews. One of the private sector

201

airlines uses open interviews & the public sector airline also uses depth

interviews.

Table 4.85: Abilities Assessed with the Aid of Interviews

Frequency

Percent

Valid 1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

Total

3

3

3

3

3

3

3

3

3

3

3

3

2

2

1

1

1

1

44

6.8

6.8

6.8

6.8

6.8

6.8

6.8

6.8

6.8

6.8

6.8

6.8

4.5

4.5

2.3

2.3

2.3

2.3

100.0

The abilities that the airlines try to assess through interview include

functional ability, planning, organizing, controlling, oral communication,

written communication, company orientation, leadership, creativity, decision

making, initiative, flexibility. The public sector airline also searches for signs

of truthfulness & mannerism & cultural level through interview. One of the

private sector airlines also looks for sense of humor, attitude towards group

of peers, contribution to group performance & contribution to scientific

202

approach with the aid of interviews. However they are not thought to be

significant for commercial pilots’ selection by the other airline.

Table 4.86: Interview Arrangements for Commercial Pilots

Frequency

Percent

Valid 1

2

3

4

5

6

9

Total

2

3

2

1

3

2

1

14

14.3

21.4

14.3

7.1

21.4

14.3

7.1

100.0

The interviews of commercial pilots in all three airlines are marked by the

trained & competent interviewers, proper conditions for interview,

availability of adequate job specification, a definite plan for interview &

proper interview technique. Besides these, one of the private sector airlines

also uses the job description to aid the interviews. The public sector airline

also prepares the plan for evaluating the candidate

203

Table 4.87: Procedure for Employment Interview of Commercial Pilots

Frequency

Percent

Valid 1

2

3

4

5

6

7

8

9

10

11

12

13

Total

2

1

3

2

1

1

2

2

3

2

3

2

1

25

8.0

4.0

12.0

8.0

4.0

4.0

8.0

8.0

12.0

8.0

12.0

8.0

4.0

100.0

The procedure for employment of commercial pilots in these airlines

embodies having competent interviewers, the training of interviewers, study

of job description & available information about the applicant before the

interview, planning of the interviews, suitable place for interviews, letting the

interviewee talk, putting the interviewee at ease, keeping the control of the

interview, taking enough time, understanding of the own prejudices on part of

the interviewer, recording facts obtained in the interview while they are fresh,

closing the interview in a friendly manner and following up.

204

Table 4.88: Communication of the Result of Employment Interview

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

One private sector airline & the public sector airline said that they convey the

results of the employment interview to commercial pilots after more than a

week whereas one private sector airline said that it conveys the results within

one week.

Table 4.89: Purpose of Using Tests for Selection of Commercial Pilots

Frequency

Percent

Valid 1 3 100.0

All three airlines said that the purpose of using the tests for commercial pilot

selection is to make the selection more objective & fact oriented.

Table 4.90: Significance of Psychological Test in Commercial Pilot selection

Frequency

Percent

Valid 1

2

Total

2

1

3

66.7

33.3

100.0

Both the private sector airlines feel that the use of psychological testing has

proven to be giving them satisfactory results to a large extent whereas the

public sector airline felt that the use is moderate.

205

Table 4.91: Review, Evaluation & Audit of Commercial Pilot Selection

Frequency

Percent

Valid 1

2

3

4

5

Total

2

2

2

2

3

11

18.2

18.2

18.2

18.2

27.3

100.0

The circumstances & considerations for which these airlines go to review,

evaluate & audit commercial pilot selection include meeting expectations of

prospective employees, manager’s interest in cost-benefit analysis for

selection, change in management climate, pressure of public policy to

discover & demonstrate the relevance & effectiveness of selection & growing

criticism of selection program by the union & union representatives.

Table 4.92: Criteria for evaluation of commercial Pilot Selection

Frequency

Percent

Valid 1

2

3

4

Total

3

2

2

2

9

33.3

22.2

22.2

22.2

100.0

The most important criterion for evaluation of commercial pilot selection in

all three airlines is rating during the training. Other criteria include opinion

206

survey about selection program, performance appraisal of commercial pilots

& tenure of commercial pilots in the organization.

Table 4.93: Techniques for Evaluating Commercial Pilot Selection

Frequency

Percent

Valid 1

2

3

4

Total

2

2

1

1

6

33.3

33.3

16.7

16.7

100.0

One of the private sector airlines uses cost-benefit analysis while the other

one uses the statistical analysis for the evaluation of commercial pilot

selection. The public sector airline uses opinion analysis in conjunction with

the above mentioned tools for this purpose.

Table 4.94: Person Responsible for Evaluation of Commercial Pilot Selection

Frequency

Percent

Valid 1

2

Total

2

1

3

66.7

33.3

100.0

The person responsible for evaluating commercial pilot selection in both the

private sector airlines is the outside consultant whereas in public sector

airline it is staff specialist.

207

Table 4.95: Rate of employee Turnover

Frequency

Percent

Valid 2

3

Total

1

2

3

33.3

66.7

100.0

One private sector airline & the public sector airline said that the rate of

employee turnover of commercial pilots is moderate in their organization

while the other private sector airline said it has low turnover.

4.3 Analysis of Relevant Findings on the Growth of Indian

Aviation Industry

Civil Aviation plays an integral role in development of an economy. It

helps in realizing the socio-economic objective of providing connectivity

to foster travel & trade. As per International Civil Aviation Organizations’

estimates, every 100 $ spent on air travel produces benefits worth 325 $ to

the Economy.

The Indian Aviation Sector has witnessed tremendous growth in the recent

past which is driven by sound demographic, macroeconomic, government

aided reforms & market dynamics. The three fold increase in

consumerism, rising disposable income; booming aviation sector;

burgeoning middle class; increasing business travel; government reforms;

entry of low cost carriers; increasing competition etc have positioned the

Indian Aviation Sector in a high growth trajectory.

208

Almost 35 % of exports from India & 97% foreign tourists to India arrive

by Air each year. Aviation sector has undergone a major facelift in past 3-4

years.

All over the world there is a strong correlation between air traffic and

economic growth especially in emerging markets like India where a rise in

1% in GDP is expected to result in a 2% increase in air traffic. Disposable

income in India has gone up by 5 times in the past two decades and the

expenditure in transportation has risen from 6% to 14% in the same period.

This has resulted in increased demand in aviation sector. India is one of the

least developed aviation markets in the world and in among the most

expensive in the world. (Mechan, 2011)

Figure 4.1: Growth in Number of Airlines in India

Source: White Paper on Indian Civil Aviation Sector, Zinnov Locations, Bangalore, 2006

209

Projected Air Traffic Passenger Growth till 2016

Figure 4.2: Projected Growth in Passenger Air Traffic in India

Source: White Paper on Indian Civil Aviation Sector, Zinnov Locations, Bangalore,

2006

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