The Link Between Training-Induced Stress and Occupational Stress Among Cabin Crew and Its Impact on Employee Performance

 

Because of the critical role they play in guaranteeing the safety of the flight and the happiness of the passengers, cabin crew members undergo very stringent training and certification procedures. But cabin crew members already endure occupational stress, and the high standards demanded during training may add to that. This, in turn, might affect their performance on the job. Stress in training may manifest in a variety of ways, including mental, physical, and emotional challenges. Some of these challenges include limited time, a fear of failing, and rigorous evaluations (Chen et al., 2018). The stress that cabin crew members experience as a result of training, certification, and other work-related responsibilities may have a significant impact on their performance, health, and ability to stay with the company (Baker et al., 2022).

How cabin crew members' performance may be impacted by a mix of training-induced stress and occupational stress is explored in this article. It goes into the causes of training-induced stress, what makes it worse, and how it could affect performance at the individual and organizational levels by looking at pertinent research and theories.

 

Dealing with Training-Related Stress in the Cabin Crew

Preparation for cabin crew training is thorough and includes topics like as safety procedures, emergency procedures, customer service, and regulatory compliance. There will be a heavy emphasis on training, certification examinations, and practical evaluations during this time for new recruits. Continuous training is essential in the aviation sector, even for seasoned crew members. This is to guarantee that crew members are well-versed in the most recent safety rules, procedures, and customer service best practices. The presence of each of these factors adds a unique strain.

• Training Intensity and Time Limitations

Although cabin crew training programs tend to be brief, they are quite rigorous. Under intense time constraint, trainees are required to learn a vast amount of knowledge. Complicating this "cramming" method of studying even further are practical assessments that mimic in-flight crises, customer service situations, and regulatory examinations. As an example, cabin crew members are required to rapidly absorb both theoretical and practical knowledge that is vital to the safety of flights, which may lead to cognitive overload (Lee and Ashforth, 1996).

• Worry about Failing and the Pressure to Get Certified

Failure to pass the required safety certification exams may result in dismissal or a temporary suspension from work in the aviation business. Many trainees have elevated stress levels due to the high pressure to pass and the accompanying dread of failing (König et al., 2010). Anxieties about failing high-stakes exams that mimic real-life threats may follow trainees long after their training has ended. The self-assurance and mental health of cabin crew members might be negatively impacted by prolonged exposure to such a high-pressure setting.

• Emotional Labor During Training

Members of the cabin crew get instruction in emotional regulation and how to maintain pleasant interactions with passengers despite their own sentiments and stress, in addition to training in technical and safety aspects of the job. Emotional labor, or controlling one's emotions, is crucial for projecting an image of positivity and professionalism (Grandey et al., 2013). However, cabin crew members are expected to maintain an air of composure and assurance while experiencing worried or tense feelings; this may be a challenging aspect of emotional labor training.

• Physical Fatigue

Physical activities are a common aspect of cabin crew training. This includes activities like water and fire exercises, managing emergency equipment, and simulated evacuations. Although these strenuous activities are necessary for readiness, they may lead to physical exhaustion, especially when coupled with lengthy periods of classroom instruction and examinations. This tiredness may be a result of both the mental and physical demands of training, which can add up to a stressful work environment (Bakker & Demerouti, 2007).

 

Linking Training-Induced Stress and Occupational Stress

After training is over, the tension you felt throughout it won't go away; in fact, it can make your job more difficult and less effective in the long run. To further comprehend the interplay between these pressures, the Job Demands-Resources (JD-R) model is helpful. Burnout and dissatisfaction with one's job are predicted outcomes of a work environment that combines high expectations (such as extensive training) with inadequate resources (such as support or recuperation time) (Demerouti et al., 2001).

 

Accumulation of Stress

Cabin crew members' general occupational health might be impacted by a cumulative stress load that results from inadequately addressing training-induced stress. Adding the demands of training to the already heavy workload of dealing with unpredictable hours, emotional labor, and demanding customers may be very stressful for cabin crew personnel (Maslach & Leiter, 2016). The negative effects of chronic stress on health and productivity may snowball over time due to this domino effect.

 

Deterioration in Mental and Physical Hardiness

Members of cabin crew may become less resilient to the stresses of the work as a result of training-induced stress. Subjects who undergo high levels of stress during training may be less equipped to handle the stresses of the job, such as dealing with challenging passengers or crises that may arise during flight (Sonnentag & Fritz, 2015). Cabin crew may find it difficult to recuperate from continuous stress due to their diminished resilience, which raises the probability of burnout.

 

Impaired Confidence and Increased Anxiety

Members of the cabin crew may have lasting affects on their self-confidence if they experience a dread of failing throughout training. As stated by Wu et al. (2020), cabin crew members' capacity to communicate with customers and perform well under pressure might be impacted by the extent to which their anxieties and self-doubts are reinforced throughout training. Because of this, crew members could have feelings of being "on edge," which can make them less focused, more prone to making errors, and more unable to keep their cool under pressure.

 

Training and Occupational Stress: How They Affect Workers' Efficiency

Multiple aspects of employee performance, including task execution, interpersonal skills, and emotional regulation, are impacted by the combined impacts of training-induced and occupational stress. Affected key regions are:

• Effectiveness in Preventing Injury

Flight attendants must be able to think on their feet, react calmly in high-pressure situations, and make split-second decisions in order to ensure the safety of passengers and crew. Impairments in cognitive function and response speed caused by training-induced stress may impact safety performance. Cabin crew members are more prone to fail to adhere to safety rules or falter under intense strain if they are exhausted, anxious, or have built up stress (Leka et al., 2003).

• Enhancement of Customer Service

Customer service offered by cabin crew may be badly affected by high levels of stress. Anger, impatience, and a lack of capacity for constructive passenger engagement are all symptoms of stress. Depersonalization, in which flight attendants stop seeing customers as individuals and start seeing them as numbers rather than persons in need of service, might develop as a consequence of emotional weariness brought on by stress at work (Brotheridge & Grandey, 2002). Customers may feel dissatisfied if they see service that is not engaged or caring.

• Cooperation and Expression

The safe and efficient functioning of the aircraft depends on the cabin crew's ability to operate together as a team, which requires them to communicate and collaborate effectively. Crew members who are worried or exhausted from training may have trouble coordinating with one another, which may put a strain on team chemistry. In high-pressure situations or at peak travel times, misconceptions and poor communication might impede problem-solving (Hülsheger et al., 2013).

• Job Satisfaction and Employee Turnover

Worker discontent and attrition may result from a toxic work environment, which in turn can be exacerbated by the burdens of training and certification. Attrition and the loss of experienced workers in the aviation sector may occur when cabin crew members, who are already under a great deal of stress from training and their regular work, decide to look for work elsewhere (Kalliath & Morris, 2002). Because airlines have to constantly hire and educate new employees, which is expensive, high turnover may have a detrimental effect on organizational performance.

 

Reducing the Effects of Workplace and Training-Related Stress

Airline companies may take several steps to improve the health and productivity of their flight attendants in order to reduce the effects of training-induced and occupational stress.

• Improving Training Programs via the Use of Supplemental Materials

Helping trainees cope with the stress of training and certification may be achieved via the use of support resources including mentoring programs and stress management courses. Assisting new employees with direction and comfort during training, airlines may pair them with seasoned mentors. According to Bakker et al. (2005), having a mentor may make training more natural and less scary.

• Introducing Mindfulness and Stress Reduction Programs

Hülsheger et al. (2013) found that cabin crew workers who participated in stress management programs learned coping mechanisms such relaxation techniques and mindfulness. One strategy to lessen the impact of stress on the job is to provide staff with mindfulness training, which teaches them to pay attention to their feelings and builds resilience.

• Encouraging Rest Periods and a Healthy Work-Life Balance

In order to minimize weariness and manage stress in the workplace, it is crucial to provide enough rest time between shifts and flights. To lessen the chances of burnout among cabin crew members, airlines should institute scheduling methods that provide enough time for rest and recovery between flights (Sonnentag & Fritz, 2015).

• Acknowledging and Incentives for Success

Lifting cabin crew morale and reducing feelings of inadequacy may be achieved by acknowledging their successes during training and on the job. In order to mitigate the negative effects of stress on self-esteem and drive, it might be helpful to get praise for one's work in the form of rewards or compliments from superiors (Maslach & Leiter, 2016).

• Making Debriefing and Counseling Services Available on a Regular Basis

Flight attendants might benefit from frequent debriefing meetings where they can share their stories and get advice or emotional support from other flight attendants. Providing cabin crew with mental health counseling services may help them deal with stress in a healthy way, which in turn boosts their performance and happiness on the work (Grandey et al., 2013).

 

References

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Baker, S., Choi, S., & Kim, J. (2022). Occupational stress among airline crew: Risk factors and mitigation strategies. Journal of Aviation Psychology, 36(2), pp. 178-196.

Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burnout: Comparing two perspectives of “people work.” Journal of Vocational Behavior, 60(1), pp. 17-39.

Chen, J., Liu, C., & Xu, Y. (2018). Training stress and employee performance: A review of the literature. Journal of Human Resource Management Studies, 15(2), pp. 199-216.

Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The Job Demands-Resources model of burnout. Journal of Applied Psychology, 86(3), pp. 499-512.

Grandey, A. A., Diefendorff, J. M., & Rupp, D. E. (2013). Emotional labor in the 21st century: Diverse perspectives on emotion regulation at work. New York: Routledge.

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Leka, S., Griffiths, A., & Cox, T. (2003). Work Organization & Stress: Systematic problem approaches for employers, managers, and trade union representatives. Geneva: World Health Organization.

Maslach, C., & Leiter, M. P. (2016). Burnout: A brief history and how to prevent it. Annual Review of Psychology, 67, pp. 397-420.

Sonnentag, S., & Fritz, C. (2015). Recovery from job stress: The stressor-detachment model as an integrative framework. Journal of Organizational Behavior, 36(S1), pp. S72-S103.

Wu, C., Tseng, M., & Liu, S. (2020). Occupational stress and job satisfaction of airline cabin crew: The moderating role of emotional intelligence. International Journal of Environmental Research and Public Health, 17(15), p. 5434.