Strain on Customer Service Faced by Cabin Crew Effect on employee performance

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Cabin crew are more than just the backbone of an airline's customer service; they are the face of the company's commitment to safety and excellence. Cabin crew personnel are under more and more pressure to provide excellent customer service as the airline business changes. In this article, we'll take a look at the many challenges that cabin crew members confront, such as heavy workloads, high passenger expectations, and demanding organizational requirements. Additionally, it delves into the ways these stressors affect cabin crew and airline operations, and offers solutions to improve customer service and staff wellness simultaneously.

Customer Service and the Cabin Crew's Role

Throughout the trip, it is the duty of the cabin staff to make sure that passengers are comfortable and safe. Superb communication, flexibility, and problem-solving skills are required for this dual function (Kwortnik & Thompson, 2009). The cabin crew has a crucial role in creating a memorable customer experience, which in turn affects the level of happiness and loyalty passengers have toward an airline (IATA, 2021). Consequently, one of the most basic expectations is that they can provide outstanding customer service. 

• Time and Work Limitations

There is a substantial increase in the workload for cabin staff personnel during busy travel times. There is a lot that goes into getting the cabin ready, giving safety demonstrations, and answering passenger questions. Heavy workloads may cause stress, which in turn lowers the quality of service delivered to passengers, according to research by Kwortnik and Thompson (2009).

In addition, the limited time available makes this strain much worse. Cabin crews often have little time to cater to passengers' requirements due to the tight timetables of flights (Heskett et al., 1994). Customers' happiness and safety are significantly affected when service is hurried due to the pressure to be prompt (Yamamoto, 2017). For example, unhappiness and complaints from passengers might arise if cabin workers are unable to finish pre-flight inspections or deliver meals on schedule.

 

• Anticipations of Travelers

Passengers' expectations have skyrocketed in this era of quick communication and social media. Travelers nowadays expect individualized attention in addition to standard amenities (O'Connell & Williams, 2011). Cabin crew members are often required to have a pleasant attitude while attending to a wide range of passenger demands, including those pertaining to food allergies and requests for special assistance.

There will be more work for the flight attendants as a result of this change in expectations. According to studies, crew members could experience elevated stress levels due to high passenger expectations, especially if they believe they will fall short of those standards (Schneider et al., 2013). When customers aren't happy, it may lead to sentiments of not measuring up and irritation, which can make the customer service experience even more difficult.

 

• Needs and Policies of the Organization

The regulations and culture of an airline have a big impact on the experiences of flight attendants. Strict performance criteria, with an emphasis on efficiency and cost reduction, are enforced by several airlines. As a consequence, operational efficiency typically takes precedence over customer service in business settings (Drew, 2020).

For instance, staff workers could feel pressured to do service chores quickly regardless of the quality of their interactions with guests. This is particularly the case with budget airlines, where customer service may suffer due to the need to meet tight deadlines (Pels et al., 2003). As they try to satisfy both operational needs and customer expectations at the same time, cabin crew may experience stress due to such restrictions.

 

Customer Service and the Effects of Stress

• Decreased Level of Service

Service quality is often compromised as a consequence of the accumulated strain experienced by cabin personnel. Lack of focus and reactivity may result from extreme exhaustion and stress, according to studies (Bakker et al., 2005). When flight attendants are overworked, they can't provide each customer the attention they need and solve any problems that may arise.

When employees experience burnout due to stress, it may cause them to miss work, which puts additional pressure on the rest of the crew and affects the quality of service provided (Maslach & Leiter, 2016). According to research by Bae et al. (2020), flight attendants who reported feeling emotionally exhausted were more prone to provide subpar customer service, which in turn had a negative impact on passengers' experiences.

 

• Dissatisfying Traveler Experiences

Deteriorated service quality leads to unfavorable experiences for passengers. Poor service may be magnified when dissatisfied consumers take their complaints online and share them on social media (O'Connell & Williams, 2011). An airline's financial line may take a hit if bad experiences hurt its brand and caused customers to be less loyal.

Poor experiences could discourage customers from traveling with the same airline again, according to research by Chen and Chen (2018), which highlights the connection between service quality and consumer happiness. It follows that cabin crew stress affects both one-on-one encounters and the airline's clientele in the long run.

 

• Positive Work Environment and Employee Contentment

Cabin crew members' well-being and work satisfaction might be negatively impacted by the pressure they endure. Constantly being under a lot of stress may cause anxiety and sadness, among other mental and physical health problems (Sonnentag, 2018). In addition, cabin crew members may be dissatisfied with their jobs due to excessive workloads and a lack of assistance, which may lead to significant turnover rates (Drew, 2020). 

When employees leave an airline, it may lead to a number of problems, such as higher training and recruiting expenses and the departure of knowledgeable workers. Therefore, improving customer service and operational efficiency depend on keeping a steady and content staff.

 

Methods for Reducing Stress and Improving Service to Customers

1. All-Inclusive Training Courses

Supporting cabin crew may be achieved via well-rounded training programs that address both technical and soft skills. These programs should include topics like stress management, communication, and dispute resolution. Cabin personnel should be prepared to confidently handle tough circumstances by receiving training on how to manage difficult guests and resolve complaints (Yamamoto, 2017).

Cabin crew may be better prepared for the stresses of flying by participating in scenario-based training that mimics real-life scenarios. By making the workforce feel capable and prepared, this method improves service delivery and decreases stress (O'Connell & Williams, 2011).

 

2. A Culture of Support in the Workplace

To lessen the burden on cabin crew, it is necessary to establish a culture that supports them. By encouraging a healthy work-life balance and making mental health services available, airlines may show their employees that they care about their health and happiness. Cabin crew members who are suffering from stress or burnout may get counseling and support services via initiatives like employee assistance programs (EAPs) (Sonnentag, 2018).

Furthermore, by cultivating a feedback-friendly atmosphere, possible development areas inside the company might be uncovered. Crew members and management can improve the work environment and solve problems together if they are able to communicate openly.

 

3. Managing Tasks Equilibrium

Reducing stress on flight attendants requires careful management of their duties. Schedule changes that don't provide pilots enough time to relax and recharge in between flights should be seriously considered by airlines (Bae et al., 2020). Airlines may enhance service quality and decrease worker tiredness by advocating acceptable timetables and preventing crew overwork.

In addition, allowing cabin staff to ask for help or delegate responsibilities during busy periods might help them handle workload demands better without sacrificing service quality. Teamwork is encouraged and individual stress is reduced via this collaborative approach.

 

4. Improving Passenger Interactions

In order to manage expectations and enhance the customer experience overall, it is crucial to communicate clearly with travelers. According to Heskett et al. (1994), airlines may improve their customer service by informing customers about flight schedules, delays, and onboard facilities in a timely manner. Flight attendants may make their customers' experiences more pleasant and less stressful by communicating clear and reasonable expectations.

Improved service outcomes may also be achieved by training cabin staff to interact effectively with customers, especially when it comes to managing complaints. Cabin staff can better prevent problems from becoming worse if passengers are encouraged to take the initiative.

 

References

Bakker, A.B., Demerouti, E., & Euwema, M.C. (2005). Job Resources Buffer the Impact of Job Demands on Burnout. Journal of Occupational Health Psychology, 10(2), 170-180.

Bae, J., Park, S., & Lee, H. (2020). Impact of Fatigue on Cabin Crew Safety Performance. Journal of Air Transport Management, 89, 101899.

Chen, C.F., & Chen, C.T. (2018). The Impact of Service Quality on Customer Satisfaction and Loyalty: A Study of the Airline Industry. Service Business, 12(3), 561-576.

Drew, T. (2020). The Impact of Organizational Culture on Service Quality in the Airline Industry. International Journal of Hospitality Management, 87, 102457.

Heskett, J.L., Sasser, W.E., & Schlesinger, L.A. (1994). The Service Management System: A Strategy for Service Quality. New York: The Free Press.

Kwortnik, R.J., & Thompson, G.M. (2009). Unifying Service Marketing and Operations with Service Experience Management. Journal of Service Research, 11(4), 389-406.

O'Connell, J.F., & Williams, R. (2011). The Role of Cabin Crew in Enhancing Passenger Satisfaction. Journal of Air Transport Management, 17(3), 131-138.

Pels, J., Schee, B., & de Wit, J. (2003). Low-Cost Airlines: An