Luận văn thạc sĩ job satisfaction of chief pursers in vietnam airlines

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------

TRANG THANH MINH NGUYET

JOB SATISFACTION
OF
CHIEF PURSERS
IN VIETNAM AIRLINES

MASTER OF BUSINESS ADMINISTRATION

Ho Chi Minh City – Year 2018 - 2020

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UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------

TRANG THANH MINH NGUYET

JOB SATISFACTION
OF
CHIEF PURSERS
IN VIETNAM AIRLINES
MASTER OF BUSINESS ADMINISTRATION

SUPERVISOR: Dr. LE THI THANH XUAN

Ho Chi Minh City – Year 2018 - 2020

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TABLE OF CONTENT

LIST OF TABLE ............................................................................................................................ 4
LIST OF FIGURE ........................................................................................................................... 4
LIST OF ABBREVIATION ........................................................................................................... 5
EXECUTIVE SUMMARY ............................................................................................................. 6
CHAPTER1: PROBLEM CONTEXT ............................................................................................ 7
1.1 Company Overview ............................................................................................................... 7
1.2 Vietnam Airlines’ Organization ............................................................................................. 8
1.3 Vision & Mission ................................................................................................................. 12
1.4 Industry Context .................................................................................................................. 12
1.5 Company Context ................................................................................................................. 13
CHAPTER 2: PROBLEM IDENTIFICATION ........................................................................... 14
2.1 Symptom Analysis ............................................................................................................... 14
2.2 Potential Problems................................................................................................................ 17
2.3 Problem validation ............................................................................................................... 29
CHAPTER 3: CAUSE ANALYSIS AND VALIDATION .......................................................... 31
3.1 Cause analysis ..................................................................................................................... 31
3.2 Cause Validation .................................................................................................................. 41
CHAPTER 4: SOLUTION ........................................................................................................... 43

4.1 Alternative Solution ............................................................................................................ 43
4.2 Solution Validation .............................................................................................................. 54
4.3 Implementation Plan (Action Plan) ...................................................................................... 56
CHAPTER 5: CONCLUSION ...................................................................................................... 63
CHAPTER 6: SUPPORTING INFORMATION .......................................................................... 64
6.1 Interviewees’ Transcripts & Profiles.................................................................................... 64
6.2 References ............................................................................................................................ 77
6.3 Appendix .............................................................................................................................. 80

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LIST OF TABLE

Table 1.2

- Postholders’ names and responsibilities ......................................................................... 9

Table 2.1A

- The rating result of cabin purser staff ................................................................................... 15

Table 4.3A

- Action plan ............................................................................................................................ 58

Table 4.3B

- Internal training cost.............................................................................................................. 62

LIST OF FIGURE

Figure 1.2 A - Semi-Organization Chart .............................................................................................. 10
Figure 1.2B - Cabin Crew Division & Organization Chart ......................................................................... 11
Figure 2.2A - Chief purser’s task card ......................................................................................................... 19
Figure 2.2B - C-class cabin attendant’s task card........................................................................................ 19
Figure 2.2C - Initial Diagram of Symptom and Potential Problems ........................................................... 29
Figure 3.1

- Initial causes and effect map ................................................................................................. 40

Figure 3.2

- Final cause and effect map .................................................................................................... 42

Figure 4.1A - Cabin attendant career path and progression ......................................................................... 45
Figure 4.1B - Standard promotion line of CCD........................................................................................... 47
Figure 4.1BB - Fast-track promotion of CCD ................................................................................................ 47
Figure 4.1C - Revised promotion line accompanied with coaching and instructor position ....................... 51
Figure 4.1CC - Coaching staff ....................................................................................................................... 51
Figure 4.1D - Promotion line amended coaching and management position .............................................. 53

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LIST OF ABBREVIATION

IATA

International Air Transport Association

CAAV

Civil Aviation Authority of Vietnam

VNA - JSC

Vietnam Airlines Corporation – Joint Stock Company

VNA

Vietnam Airlines

CCD

Cabin Crew Division

FTC

Flight Training Center

ANA

All Nippon Airways

VASCO

Vietnam Air Service Company

CAA

Cambodia Angkor Air

SMS

Safety Management System

HR

Human Resource

QA

Quality Assurance

Dept.

Department

CA

Cabin attendant

CAs

Cabin attendants

A350

Airbus 350

A321

Airbus 321

B787

Boeing 787

C-class

Business Class

Y-class

Economy Class

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Executive Summary
Air transport captures a crucial segment of the global economics. Nowadays, the appearances of many

air carriers are the challenges among airline companies and create the harsh competition. Passengers
are provided the variety of choices. Gaining passengers’ satisfaction which is influenced by service
quality is vital for the airlines’ survival. Service quality of the full-service airlines includes the airport
service and the in-flight service in which onboard service plays a key role, because passengers spend
most of the time on the flights and have much time for communication with the front-line staff.
Passengers’ perception impacts their assessments on the airlines. The front-line service personnel like
cabin attendants who often face to workload, disorder sleeps, different time zones, work tension have
to keep smiling, courteousness and attentiveness in dealing with passengers’ demands and problems.
They are the important labor forces of the airlines onboard. Also, they really love their jobs as their
performance says the degree of job satisfaction. The duty of the airlines is to drive their job
satisfaction toward the company’s goals and mission as their satisfaction results in the profit and
productivity. Vietnam Airlines is not the exception.
Studying Skytrax report and rating on March 2019 for Vietnam Airlines, there is appearance of low
performance resulting from job dissatisfaction of chief pursers who are managing the in-flight service
quality of cabin crew. The purpose of the thesis is to find reasons influencing job dissatisfaction of
chief pursers and proposes the solution.

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CHAPTER 1: PROBLEM CONTEXT
1.1

Company Overview

The history of Vietnam Airlines (1) began in January 1956. At that time, it was a small carrier starting
to operate with five small aircrafts. The first domestic flight was opened in September 1956. The
airline was recognized as marking the birth of the civil aviation industry in Vietnam. Vietnam
Airlines (2) was established in April 1993 as a state-owned enterprise under the state management of
Civil Aviation Authority of Vietnam (CAAV). On 27 May 1995, the government formed Vietnam
Airlines Corporation by bringing together 20 service companies in which Vietnam Airlines was the
centerpiece.
In 2006, Vietnam Airlines (3) became a member of the International Air Transport Association
(IATA). In 2010, it was renamed Vietnam Airlines Company Limited. In June 2010, Vietnam
Airlines (VNA) became a member of Skyteam including 19 global airlines. In 2015, Vietnam Airlines
(4) marked the significant milestone to be a joint-stock company (Vietnam Airlines Corporation JSC). On 12 July 2016, it received a 4-star certificate of Skytrax.
Vietnam Airlines (5) has played an important role in the economy of Vietnam. It is believed as the
parent company owned 100% of Vietnam Air Service Company (VASCO). VASCO is serving
domestic flights in Vietnam and Vietnam Airlines wishes to use it as the conjunction with foreign
partners. In addition, Vietnam Airlines owned a 70% stake in the low-cost carrier named Jetstar
Pacific Airlines (JPA) and a 49% stake in Cambodia Angkor Air (CAA). In addition, Vietnam
Airlines makes revenue from some of its subsidiaries. Besides, it has diversified the investments by
leasing. The company controls and operates a cargo division - Vietnam Airlines Cargo. On 1 July
2016, All Nippon Airways (ANA), the largest air corporation in Japan (6) holds 8,771% capital and
has become a strategic shareholder of Vietnam Airlines.
Vietnam Airlines’ aircraft fleet has been modernized. Now, it (7) has owned the wide-body aircraft
including Airbus 350 (A350) and Boeing 787 (B787). The aircraft fleet has ranked on the second
scale of South East Asia and on the top scale of Asia-Pacific. The fleet includes 14 Airbus A350-900,
11 Boeing 787-9 Dreamliner and 3 Boeing 787-10 Dreamliner. The narrow-body aircraft fleet
consists of 52 Airbus 321 (A321), 14 Airbus 321-Neo and 6 ATR-72. The company will continue to
expand the fleet of the modern aircrafts in order to replace aircrafts operated over 12 years.

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1.2

Vietnam Airlines’ Organization

Vietnam Airlines’ headquarter is located in 200 Nguyen Son street, Gia Lam district, Hanoi. Two
hubs are Noi Bai International Airport in the North of Vietnam and Tan Son Nhat International
Airport in the South of Vietnam.
Vietnam Airlines’ postholders (2) have been appointed in order to managing and supervising the areas
including safety, flight operation and flight crew training, maintenance, ground operation and
security. The President & CEO is Mr. Duong Tri Thanh. Five Executive Vice Presidents are
responsible for five postholders. Safety Postholder is responsible for supervising Safety Management
System (SMS) and solving safety matters. Maintenance Postholder is responsible for managing and
supervising VNA’ maintenance system to ensure safe and effective operation. Ground Operation
Postholder is responsible for supervising and managing ground operation activities. Security
Postholder is responsible for “ensuring Vietnam Airlines’ aviation security and has full authority and
responsibility to deploy the aviation security program”. Flight Operation Postholder is responsible for
flight operations to ensure safety and effectiveness. Crew Training Postholder is responsible for
supervising crew training in compliance with requirements of Civil Aviation Administration of
Vietnam (CAAV).

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Table 1.2 - Postholders’ names and responsibilities
No

Postholder

Name of postholder and title

Responsibility

President & CEO – Mr. Duong Tri Thanh
1

2

Safety Postholder

Mr. Nguyen Thai Trung – Executive Supervising
Safety
Vice President
Management System (SMS)
and solving safety matters.

Flight Operation Mr. Nguyen Hong Linh – Executive ● Supervising and managing
Postholder
and Vice President
flight operations to ensure
Crew

Training
safety and effectiveness.
Postholder
● Supervising crew training in
compliance with
requirements of CAAV.
Mr. Dang Ngoc Hoa – Executive Supervising and managing
Vice President
VNA’ maintenance system to
ensure safe and effective
operation.

3

Maintenance
Postholder

4

Ground Operation Mr. Trinh Ngoc Thanh – Executive Supervising and managing
Postholder
Vice President
ground operation activities.

5

Security
Postholder

Mr. Le Ba Tung – Executive Vice Ensuring VNA’ aviation

President
security and has full authority
and responsibility to deploy
the aviation security program.

Source: VNA’ Quality Manual - page 2.2/P5 (See Appendix 6.3.1)

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THE BOARD OF
MANAGEMENT

President & CEO Mr.
Duong Tri Thanh

EXECUTIVE VICE
PRESIDENT CHIEF OPERATION
OFFICER
FLIGHT OPERATION
POSTHOLDER

EXECUTIVE VICE
PRESIDENT - CHIEF
TECHNICAL OFFICER

A/C MAINTENANCE
POSTHOLDER

EXECUTIVE VICE
PRESIDENT - CHIEF
SERVICE OFFICER
GROUND OPERATION
POSTHOLDER

EXECUTIVE VICE
PRESIDENT - CHIEF
COMMERCIAL
OFFICER

TECHNICAL
DEPARTMENT

PASSENGR SERVICE
DEPT.

CARGO PLANNING
& MARKETING
DEPARTMENT

SUPPLY &
MATERIAL
MANGEMENT

NOIBAI OPERATION
CENTER

PASSENGER SALES
& MARKETING
DEPARTMENT

TSN OPERATION
CENTER

CORPORATE
PLANNING
DEPARTMENT

DANANG
OPERATION CENTER

NORTHERN
REGIONAL BRANCH

CABIN CREW
DIVISION

MIDLE REGIONAL
BRANCH

EXECUTIVE VICE
PRESIDENT

INFORMATION
TECHNOLOGY
DEPARTMENT

SOUTHERN
REGIONAL BRANCH

VNA BRANCHES

Figure 1.2 A - Semi-organization Chart (2)
Source: VNA’ Quality Manual - page 2.2/P4

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CABIN CREW
DIRECTOR

DEPUTY
DIRECTORS

SAFETY &
QUALITY
ASSURANCE
DEPARTMENT

PASSENGER
SERVICE

DEPARTMENT

CABIN CREW
INTER-GROUP
1

TRAINING
DEPARTMENT

CABIN CREW
INTER-GROUP
2

HUMAN
RESOURCE
DEPARTMENT

CABIN CREW
INTER-GROUP
3

ADMINISTRATION

DEPARTMENT

CABIN CREW
INTER-GROUP
4

FINANCE &

ACCOUNTING
DEPARTMENT

CABIN CREW
INTER-GROUP
5

PARTY &
YOUTH UNION
OFFICE

CABIN CREW
INTER-GROUP
6

Figure 1.2B - Cabin Crew Division & Organization Chart
Source: Quality Manual of Cabin Crew Division, Revision 08, 12 December 2018

Cabin Crew Director is the legal representative of Cabin Crew Division (CCD). Director assigns tasks
for 3 Vice Directors. The head office of CCD is located in 108 Hong Ha street, Tan Binh district, Ho
Chi Minh city. The Northern Region Office of CCD is located in Hanoi. Two Vice Director assist to
the Director in the head office, and another Vice Director manages and operates the Northern Region
Office.
Cabin Crew are assigned into 6 inter-groups including many small groups. Each inter-group consists
of one general manager and one deputy manager. Each small group has a group leader. Cabin crew of
inter-group 1, inter-group 2 and inter-group 3 live in the South and their main base is in Ho Chi Minh
city. Cabin crew of inter-group 4, inter-group 5 and inter-group 6 live in the North and their main
base is in Hanoi capital city.
Cabin Crew Inter-groups are specialized some specific flight routes. Inter-group 1 and inter-group 4
frequently fly to London, Osaka (Japan) and Korea. Inter-group 2 and inter-group 5 carry out the

routes of Paris, Melbourne and Nagoya (Japan). Inter-group 3 and inter-group 6 fly to Frankfurt,
Sydney and Narita (Japan). Hence, in the case of lacking cabin crew, they may be assigned in other
flight routes that they have never flown before.
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1.3

Vision & Mission

Vietnam Airlines’ slogan is “REACH FURTHER”. Its vision is to be the leading air transport force in
Vietnam and the leading airlines in Asia gaining the customers’ trust. The airline company’s mission
is to provide and diversify air transport with high-quality services, creating friendly work
environment and promotion opportunities for employees, achieving business effectiveness for
ensuring shareholders’ sustainable benefits.
1.4

Industry context

Air transport with its worldwide networks becomes essential for global business and tourism and
facilitate the world’s economic growth. It connects people and remote areas from all over the world.
Nowadays, air transport is demanding as its safety and convenience. It also provide time-saving for
movement of millions of people and transporting worthy goods to the global markets. It generates
millions of jobs in the aviation and in the world. Thus, its development and achievement significantly
contribute to the progress of the global society.

In Vietnam, the valuable contribution of air transport impacts the economy. According to the
International Air Transport Association (IATA), air transport and tourists arriving Vietnam by air (8)
provide 2.2 million jobs and support 5.2 percent GDP in the country. In addition, it facilitates “the
flows of goods, investment and people”. Also, air transport is the connections between Vietnam and
the world. The bridges in the air are the crucial drivers for the growth of economy.
Vietnam Airlines play a key role in the aviation industry of Vietnam. In the past, Vietnam aviation
industry (9) impressively held the growth of approximately 20 per cent a year. With the aviation
industry growth, Viet Jet, a low-cost carrier joins to the market. In the end of the year 2018, other air
transport service providers including Bamboo, Viet Travel Airlines, Vinpearl Air also enter Vietnam
aviation market.
The births of domestic airlines are the challenges to Vietnam Airlines in the nation as sharing the
market. Analyzing the future of aviation industry, Cataldo (10) concludes that “Customer loyalty and
retention will rely on value-driven and personalized offers which require an understanding of fair
exchange and commitment to data security”. Thus, Vietnam Airlines has been forced to change,
improve service quality to impact and retain customers as well as maintaining its position in the
aviation market .
Skytrax established in 1989 in London, United Kingdom (11) is the international air transport rating
organization known by airlines and media throughout the world. The achievement of Skytrax

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certificate is a global benchmark of service quality standard. Skytrax implements its global service
quality standard and has not got the relations with any customer surveys to ensure its consistency.
Skytrax rating is reliable. Mr. N. Tr (see details 6.1.1), a chief purser on the flights under Skytrax

supervision says that “Skytrax officers actively observe and randomly check all service attributes
every 15 minutes. For instance, he sits in the first row of economy class, he may randomly use any
toilets on the flights and check the cleanliness, amenities, etc. The result ratings are always good as
those flights are well prepared by Vietnam Airlines”. When studying the Skytrax reports, Mr. T. M
(see details 6.1.1), an executive of Quality Assurance Department of Cabin Crew Division mentions
that “Skytrax officers may be the secret customers before informing Vietnam Airlines about the flight
checks”. At this point, Mr. N. Tr confirms that “Sometimes, I and other chief pursers recognized
these Skytrax officers on the flights without any notices of Vietnam Airlines. They may be secret
customers to supervise the flights for rating purposes”.
Alkhatib & Migdadi (12) demonstrate that the rating scales of Skytrax 2017 indicate from 1-star to
the prestigious 5-star. 5-star ranking is objected to the airline of the highest service quality
performance. 4-star ranking is for the airline of good service quality performance. 3-star ranking is
about the airlines of the fair or average service quality performance. 2-star ranking mentions the
airlines delivering low service quality performance. 1-star ranking indicates poor service quality
performance.
In the world, nine full-service airlines (11) have achieved Skytrax 5-star ranking and 44 airlines have
received 4-star ranking including Vietnam Airlines.
1.5

Company context

Vietnam Airlines is a national flag carrier in Vietnam. The mission of Vietnam Airlines stipulated by
the Vietnamese Government (13) is to attain 5-star ranking in the near future. At the 60th foundation
anniversary of Air Transport Regiment 919 which was a precursor of Flight Crew 919 (Vietnam
Airlines Corporation) and Vietnam Civil Aviation, Prime Minister Nguyen Xuan Phuc emphasized
that the mission of Vietnam Airlines was to bring the nation’s image and culture to the world. Thus,
the Prime Minister believed that Vietnam Airlines would be the first airline in Vietnam reaching 5star rating as soon as possible.
At the ceremony, Mr. Duong Tri Thanh, the General Director & CEO of Vietnam Airlines stated that
the previous generations were the leaders, so the next generations were responsible for Vietnam
Airlines’ development and advancement in the nation and the region. The General Director & CEO

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also expressed his belief that Vietnam Airlines will accomplish its mission to be a branding airline, a
bridge linking Vietnam to the world.
Vietnam Airlines has achieved 4-star ranking of Skytrax in four consecutive years. Its objective is to
strengthen 4-star service quality standard and gradually attains 5-star service quality after 2020.
Ahmadi (14) assumes that service quality is the judgement of the consumers about the company’s
overall excellence or advantage. In the aviation, service quality consists of various interactions
between consumers and airlines to influence their perceptions and the airlines’ appearance. The
airlines’ benefits rely on the service quality considered as the consumers’ perception. Therefore,
certificated service quality standard is the robust factor for survival in the sharp competition of the
aviation industry.

CHAPTER 2: PROBLEM IDENTIFICATION
2.1

Symptom analysis

“Low performance of chief pursers” is a symptom influencing the service quality on VNA’ flights.
According to Skytrax (15), three airline rating types consist of full-service airline, low-cost airline and
leisure airline. Vietnam Airlines (VNA) is a full-service airline. Rating for full-service airlines is
awarded after the in-depth assessments and analysis of 500 to 800 product and service delivery
attributes for both the home-base airports and onboard environments on aircraft types, utilizing the
unified and consistent rating system.

Skytrax Star Rating applies the quality scale from 1 star to the exclusive 5 stars. Vietnam Airlines has
gained Skytrax 4-star rating and its objective is to achieve 5-star airline in the near future. Thus,
Vietnam Airlines focuses on improving the front-line product and service quality covering both two
hubs of Noi Bai international airport and Tan Son Nhat international airport and in the aircraft cabins.
Annually, Skytrax evaluates Vietnam Airlines for product and service quality improvement. To
achieve 5-star airline, all service attributes are not postulated to reach 5-star rating. Hence, on Skytrax
report and rating of March 2019, the service attribute of cabin purser staff is evaluated less than 4.0
stars in total. The management staff need to be concerned as they supervise and control service
quality of cabin crew onboard. The rating result of cabin purser staff is shown as following:

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Table 2.1A
The rating result of cabin purser staff
Staff – Cabin Purser

Long Haul

Short Haul

Service organization during flights

4.00

4.00

Purser presence during main service

3.00

3.00

General cabin presence during flights

3.00

3.00

Interaction/ PR with customers during flights

3.00

3.00

Purser ability to problem solve (if necessary)

4.00

4.00

Purser language abilities

4.50

4.50

3.58

3.58

AVERAGE STAR RATING

Source: Skytrax report and rating for Vietnam Airlines on March 2019

Skytrax concludes that “No changes have been made to the role of the purser”. According to Skytrax,
the role of cabin purser staff is evaluated by the prominent duties and responsibilities shown in Table
2.1A. The ability of interacting/ PR with customers during flights, purser presence during main
service and general cabin presence during flights are individually evaluated 3.0 stars. The ability of
problem solve and service organization during flights are separately assessed 4.0 stars. Purser
language ability is 4.5 stars. Skytrax report explains that pursers spend time in Y-class cabins rather
than in C-class cabins during in-flight service. When senior staff can not interact with all customers,
pursers have not been proactive in communication between the company and the customers. Also,
they have not increased monitoring the staff during rest period.
The name “purser” in Skytrax report means “chief purser” in VNA. Chief pursers are the highest
positions in VNA’ aircraft cabins. Chief pursers are crucial on the flights, as they are representatives
for the company to solve the in-flight problems, in accordance with the regulations and rules. They
are responsible for managing and supervising cabin attendants’ performance to ensure the in-flight
service quality. Also, the front-line staff as chief pursers delivering good service are good examples
for cabin attendants on the flights.
Mr. M. T, a senior general manager of QA Department (see details 6.1.1) states that “On Skytrax
report, items relevant to aircraft equipment and facilities, or onboard catering can not be changed as
depending on Vietnam Airlines Corporation - JSC. Hence, the result of onboard service staff should
be concerned and analyzed in the research, because solutions can be suggested and will be feasible.
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Further, cabin crew, the front-line service staff are very important in delivering service quality to
influence passengers’ satisfaction and loyalty”.
Atalık, Bakır & Akan (16) define that services offered by the airlines include ground services and inflight services. Ground services are all services provided to passengers at the airports. In-flight
services consist of onboard catering, in-flight entertainment, physical evidence and cabin attendants.
In-flight service quality plays a focal role to measure the level of customer satisfaction as most of the
time that passengers interact with the airlines is in the aircrafts. The satisfaction of airline passengers
is vital for the airline company’s survival and sustainability. They also refer that “The cabin crew are
the representatives of the airline on board. The quality of the crew service was highly effective on
customer satisfaction”.
Vatankhah & Raoofi (17) indicate that cabin crew play the significant role in the airlines’ success and
brand promise. Cabin crew have the opportunity in intensive interaction with passengers and impress
them by their quality performance.
The rating result of (chief) purser staff issuing 3.58 stars in the average is really low. Their
performance that has not met 5-star rating can not ensure to achieve the exclusive service quality
standard on VNA’ flights. Consequently, “Low performance of chief pursers” is the symptom
affecting the in-flight service quality. The symptom is validated by Skytrax rating data in Table 2.1A.
Karatepe & Vatankhah (18) indicate that management of delivering service and handling passenger
complaints in the aviation industry is crucial. Lip Ryan Shin and Sunghyup Sean Hyun (19) assume
that performance indicates how employee behavior is seen according to company desirability.
Leaders’ behavior influences others to gain the company goals.
Terence (20) indicates that “Leadership was found to be a critical factor affecting service quality
performance. Management commitment and true leadership to be the cornerstones of good service
quality”.

In order to investigate the real problem, the researcher carries out the in-depth interviews with a
senior general manager and one instructor. Then, the telephone interviews are proposed with chief
pursers and instructors as they are carrying out the flying duties abroad. One executive is applied
telephone interview as well. Questions for the interviews are prepared and the interviewees’ answers
are taken notes. During the interviews, probe questions are issued to get more information.

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2.2 Potential problems
According to Skytrax, the role of cabin pursers is assessed by the ability of language, organizing
services, solving problems, interacting with passengers during flights, purser presence during main
service and during flights. “Low performance of chief pursers” is the symptom of potential problems
as following:
Poor Leadership
VNA’ aircraft cabins are divided into C-class cabins and Y-class cabins. Chief pursers are assigned to
manage and supervise the entire cabins including C-class and Y-class sections. Pursers are assigned to
manage and supervise Y-class cabins on A350 and B787; and the entire cabins on A321 and ATR72.
Pursers are lower positions than chief pursers. Both chief pursers and pursers are qualified and trained
leadership.
Leadership is critical in good time and bad time. The role of chief pursers is important to operate
during main service and during flight to have the problems solved and services organized to ensure
service quality. Chief pursers are postulated good leadership to delegate cabin attendants effectively
and control the in-flight service quality.
However, some chief pursers have not demonstrated their management role on the flights. Poor

leadership is a potential problem for “Low performance of chief pursers” affecting service quality.
Studying the phase of the flight such as after take-off will investigate their performance. Straight after
take-off, chief pursers and cabin attendants are busy to organize services as soon as possible. In Cclass cabins, chief pursers assist cabin attendants to prepare serving C-class passengers. Almost, they
do not manage time to supervise Y-class cabins during main service. Some real situations happen in
twin-aisle aircrafts where cabin attendants are organized to serve on two aisles. (New) cabin
attendants serve much slower than others and less experienced pursers can not control the situations,
chief pursers’ presence during main service is helpful to generate services for not keeping passengers
waiting. Waiting for service impacts the assessments of passengers on service quality.
Ms. N. Thg (see details 6.1.1) states that “Skytrax assesses 4-star for service organization, because of
waiting time for service. In this case, the role of chief pursers is important to operate services
effectively”.
Taylor (21) assumes that “Waiting for service is a negative experience”. He believes that “Waiting
will affect service evaluation negatively”. Managers’ role becomes more important in controlling the
situation and finding the ways to speed up services. Waiting can not be avoided, hence, managers’
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options are to make the wait least unpleasant as the wait experiences ultimately impact customers’
evaluations of service quality.
Mr. M. T (see details 6.1.1) states that “Chief pursers’ leadership is crucial in delivering service
quality. Every onboard service quality relies on chief pursers’ management. They are considered as
the bridges to communicate between the company and customers about service, image, branding and
reputation”.
Another case of cost reduction, low performance of chief pursers resulting from poor leadership
affects service quality. For these flights, the number of cabin attendants and the positions on the

flights are planned to maximize profits. Except the long-haul flights to Paris (France), the flights
having flying time between 4 hours to less than 12 hours are not scheduled qualified pursers. Chief
pursers must assign senior cabin attendants to be pursers. Senior cabin attendants are in charge of
managing and supervising Y-class cabin services. They have not been trained leadership and qualified
as pursers. They meet difficulties in leading Y-class cabin attendants and managing services. Chief
pursers’ presence during main services in Y-class cabins is crucial to control services and solves
problems. Hence, due to scare resources, some chief pursers assist in C-class cabins and seemly do
not care much about Y-class cabins. Y-class cabin attendants work without chief pursers’ supervision
or vise versa. Skytrax report also says that “While they spend most of the flight in Business class, the
cabin manager is clearly responsible for the Economy class inflight service”.
Ms. L. D (see details 6.1.1) says that “Chief pursers have much pressure onboard as lacking the
qualified pursers to assist them. In these cases, they have to spend most of the time in managing and
controlling Y-class cabins”.
Mr. N. Tr (see details 6.1.1) states that “Everything depends on chief pursers’ leadership to manage
the flights. Even when the number of cabin attendants are reduced or scare resources, chief pursers
with good leadership are able to assign tasks appropriately, organize services to ensure service
quality onboard.
Wirtz, Heracleous & Pangarkar (22) define that human factors are assets of service company. Right
management helps improve higher performance, produces high service quality and productivity.
Service staff called front-line service directly contact to customers and drive customer loyalty to the
company. They are considered as a source of competitive advantages that competitors are unable to
imitate.

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Inappropriate Task Card
Cabin attendants’ task cards are accompanied with service procedures. Service procedures mention
about VNA standard of meals and drinks served on the variety of flights and time for serving. Cabin
attendants’ task cards detail the duties and responsibilities of all positions on the flights. Task cards of
chief pursers and C-Class cabin attendants are shown in Appendix 6.3.3.

Take C-

Check

class
Adjust

Turn on

cabin

Make

lights

announcement

&

Serve

airshow/
movie

Supervise

passengers’
orders

cockpit

Make

crew

announcemen

Assist serving

C/I/Y class

in C-class

Cabin

cabinn

AFTER TAKE-OFF (WHEN “FASTEN SEATBELT SIGN” HAS BEEN TURNED OFF)
10 minutes
after take-off
15 minutes
after take-off

Figure 2.2A – Chief purser’s
task card

Turn

on

electricity
in galley

Take
Offer
Draw
curtain

baby
bassinet

C-class
passengers’
orders

Serve

Communicate,

serving

C-class

assist, take care

cockpit

passengers

Assist

crew

Tidy up cabin

of passengers

after serving

AFTER TAKE-OFF (WHEN “FASTEN SEATBELT SIGN” HAS BEEN TURNED OFF)

Figure 2.2B – C-class cabin attendant’s task card

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Straight after “fasten seatbelt signs” have been turned off, chief pursers adjust cabin lights, make
announcements for passengers, then select and turn on airshows or movie programs. These tasks take

as fast as 10 minutes. At the same time, chief pursers check and serve cockpit crew, C-class cabin
attendants are taking C-class passengers’ orders. Chief pursers are unlikely to “assist” to take C-class
passengers’ orders at that time as serving cockpit crew is more priority according to the company
policy. Chief pursers may know that taking passengers’ orders is for greeting purpose before serving
meals, but this task has not been mentioned as the first priority. Additionally, task cards say that chief
pursers “assist” to take C-class passengers’ orders. So, they can do this task if possible.
According to task cards, chief pursers are tied to serving tasks rather than flight management.
Inappropriate task card is a potential problem for “Low performance of chief pursers”. Chief pursers
are engaged to serving meals to pilots. Then, they almost work in the galleys for preparations to assist
C-class cabin attendants in order to ensure time of serving and landing at the destinations. They do
not present frequently during flights and main service to supervise the in-flight services. Once, they
involve much in serving, they are unable to have adequate energy for the whole flights to supervise
cabin attendants or communicate with passengers. Low performance of chief pursers affects the inflight service quality.
Ms. N. B (see details 6.1.1) assumes that “Service procedures are inappropriate. Chief pursers are
unable to communicate with passenger during main service and during flights for both Y-class and Cclass cabin”. She also says that “Chief pursers concentrate on meal service, they have no much time
to control the cabin especially Y-class cabin. Thus, after serving, they feel too tired to check cabin
during flights and take care of passengers. Their energy has not been spread equally throughout the
flights. That is why they less concentrate on other stages”.
Ms. T. Th. (see details 6.1.1) states that “Service procedures say that chief pursers take passengers’
orders straight after take-off for the preparation of meal services, but at that time chief pursers are
busy with making announcements. So cabin attendants take orders, they serve meals for cockpit crew.
They are unable to serve C-class passengers at that time. If chief pursers concentrate much on meal
service, they have less time to control cabins especially Y-class”.
Interacting with passenger is also one of service attributes assessed by Skytrax on chief pursers’
performance. This duty is mentioned in task cards, but chief pursers have no chances to present in
cabins to interact with passengers during main service and during flights.
Good interacting with passengers can demonstrate their competency and skill in leading cabin
attendants. Their willing to interact with passengers drives the passengers’ satisfaction influencing
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passengers’ evaluation on the in-flight service quality. Communication during service delivery helps
to recognize the errors so that the improvement will be noticed. Positive attitude can reduce
passengers’ complaints in delivering service. However, chief pursers’ task cards with full of serving
duties affect their chances to interact with passengers and influence the in-flight service quality.
Ms. L. D (see details 6.1.1) says that “Chief pursers are too busy straight after take-off such as making
announcements, serving captains and first officers (co-pilots). Thus, they are unable to interact with
passengers during main services”.
Kumari & Patyal (23) show that the interaction taking place during delivering service obtains the
greatest impact on the customers’ perception of service quality.
In addition, task cards do not indicate the touch points for effectiveness. Some chief pursers proactive
to interact with passengers at any time. It is just some short conversations about the methods of
cooking meals if passengers confuse while deciding their choices.
Ms. N.B (see details 6.1.1) says that “Chief pursers are able to interact with passengers in most of
the time. Starting long stories with passengers is inappropriate as depending on many factors. Hence,
they can begin with small talks, such as asking C-class passengers about meals, wine, cocktails or
other onboard service they have been enjoyed to show your caring towards them”.
Mr. N. Tr (see details 6.1.1) states that “Chief pursers have chances to communicate to passengers at
any time, especially C-class passengers, but the touch points are crucial for the effectiveness”.
Language Barrier
Language barrier is a potential problem of “Low performance of chief pursers”. Language barrier also
limits chief pursers’ ability to interact with passengers. Language barrier makes them feel less
confidence in frequent presence during flights and main service. Although most of VNA’s materials
and training manuals are translated into English and chief pursers are trained to solve typical
problems onboard, they still afraid of discussing or explaining when passengers demand. Skytrax also

says that when cabin attendants can not interact with all customers, chief pursers are not proactive to
communicate with them. Language barrier affects their performance connecting to the in-flight
service quality.
Ms. N. Thg (see details 6.1.1) says that “Less experience, language constraint are problems for chief
purser presence during the flights”.
Ms. N. B (see details 6.1.1) says that “Chief pursers feel less confident in solving problems on the
flights because of language ability. Although many communication practices in English have been
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trained, they have not applied in real flights. They still scare that passengers ask something beyond
what they have learnt”.
Mr. N. Tr (see details 6.1.1) says that “Language ability impacts chief pursers’ problem solving. They
have got difficulties in expressing ideas and debating to passengers in real situations. Sometimes, the
situations are beyond their experience”.
Nations’ culture
Nations’ culture is a potential problem for “Low performance of chief pursers”. Chief pursers are
trained the interaction skill and the cultures, characteristics of many countries in the world that VNA
has the destinations. The culture (or sometimes personal characteristics), Vietnamese chief pursers are
not confident to interact with foreign passengers. Nations’ culture results in chief pursers’ language
ability and their willing to present during flights to communicate with passengers. Indeed, passengers
are not as strictly as they have thought. Simply, welcoming them with smiles or honestly
communicating with them can start the conversations. Hence, to some extend, nations’ culture
impacts passengers’ perception on the in-flight service quality.
Ms. N. B (see details 6.1.1) assumes that “The Asian, particularly Vietnamese people have not feel

confident in communication with foreigners. Although all chief pursers have been trained in
customer interactions to deal with many typical situations, they afraid of starting communication with
passengers”.
Ms. M. Th. (see details 6.1.1) says that “Interaction with passengers is seldom conducted as most of
people are not willing to communicate with cabin attendants. In addition, interaction effectiveness
depends on the passengers’ cultural characteristics”.
Gnanlet & Yayla-kullu (24) indicate that nation’s culture has significantly affected on employees’
communication. Culture characteristics may cause bias in delivering messages. Cultural barriers may
affect the ways of dealing with information, impact service expectations.
Wrong application of 360 degree feedback
VNA has been launching 360 degree feedback by using the web-based system. After flights, chief
pursers give feedback to all cabin attendants and pursers. Vise versa, pursers and C-class cabin
attendants give feedback to chief pursers. Y-class cabin attendants give feedback to pursers.
360 degree feedback provides the company with the performance information of all around
employees. Generally, the purpose of 360 degree feedback is for development rather than payments.
Hence, the management tool is misunderstood by both managers and cabin attendants, then causes
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negative effects. With bad feedback, the managers require chief pursers’ reports. If the evidences of
feedback are proven, chief pursers’ month salaries are deducted. Chief pursers feel loosing faces with
cabin attendants. Many of them assume that 360 degree feedback is bias and they issue negative
reactions onboard.
Wrong application of 360 degree feedback is a potential problem for “Low performance of chief
pursers”. Chief pursers do not issue the role of managers on the flights. They seldom present during

main service or during flights as they afraid of facing to problem solve or mistakes while interacting
with passengers or even cabin attendants. They do not participate in organizing service to assist
pursers while pursers also need chief pursers’ advices. They let cabin attendants deliver services
without supervision. Though some chief pursers are not affected by 360 degree feedback, many of
them still care about it. 360 degree feedback is a good management tool, but wrong application affects
chief pursers’ performance and then the in-flight service quality.
Mr. M. T (see details 6.1.1) says that “360 degree feedback does not affect chief purser’s in-flight
management. Chief pursers’ good examples will influence cabin attendants’ respect and trust”.
Ms. N. B (see details 6.1.1) also says that “360 degree feedback has never affected experienced chief
pursers”.
Mr. N. Tr (see details 6.1.1) states that “360 degree feedback is not a matter. Once cabin attendants
want to reflect something badly, they surely double-check the chief pursers’ names”.
However, Ms. T. Th and Ms. L. D (see details 6.1.1) agree that “360 degree feedback is unfair and
make chief pursers loose power on the flights. It brings troubles to many chief pursers as in cases of
any bad assessments from cabin attendants, inter-group managers ask chief pursers to make reports,
even being disciplined. Some chief pursers feel loosing faces with cabin attendants. They are fear of
responsibilities, so they let cabin attendants work without chief pursers’ supervision on the flights”.
Namukasa (25) says that services onboard provided by cabin attendants impacts passengers’
satisfaction. Experiencing cabin attendants’ services is “the moment of truth”. Due to the intangibility
of most services, cabin attendants should concentrate on tangible service attribute by interacting to
passengers. The in-flight service quality significantly impacts their satisfaction.
Wrong implementation of Specialized flight route
Wrong implementation of specialized flight route is a potential problem for “Low performance of
chief pursers”. Previously, cabin attendants were scheduled to fly to all destinations of VNA. In
recent years, VNA implements specialized flight routes. Specialized flight routes improve chief
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pursers’ competency and intensive knowledge. Chief pursers will gain much experiences about
passengers’ characteristics and serve better.
Nevertheless, specialized routes are not strictly followed. In lacking of chief pursers, they are
scheduled to other routes. Chief pursers who do not possess much knowledge of the flights’
characteristics, experiences in problem solve and service organization affect service quality on those
flights. Wrong implementation of specialized flight routes can lead to the ineffective interacting with
passengers as the level of satisfaction depends on the ability of dealing with passengers’ complaints.
Additionally, 360 degree feedback may be bias as the tendency of chief pursers and cabin attendants
within the routes is upward or influenced by the “crowd” appraisal. Specialized flight routes are
applied for many airlines in the world. Hence, wrong implementation affects chief pursers’
performance.
Mr. N. Tr (see details 6.1.1) states that “Specialized flight routes are the best for services. It
demonstrates weaknesses as chief pursers have not obtained intensive knowledge of passengers’
characteristics on those flights. Specialized flight routes may produce partial in assessments”.
Ms. T. Th (see details 6.1) says that “Specialized flight routes can cause bias in assessments. Further,
cabin attendants feel bored, as they do not feel challenges on the regular flights”.
Karatepe & Vatankhah (18) state that management of delivering services and dealing with
passengers’ complaints on the flights are crucial. Cabin attendants always expect to solve these
problem effectively and send reports as feedbacks to the management of the company.
Unchallenged Recruitment
Recruiting chief pursers is important as they are representatives for VNA to manage the flights.
Choosing good, qualified, reliable staff can create positive images to passengers. Recruiting the
internal sources of cabin attendants requires less orientation and training than outsiders. Internal
recruiting promotes their loyalty and competency. VNA also implements career-oriented appraisal
while recruiting chief pursers. Additionally, the participants of recruitment committee consist of
instructors and experienced chief pursers who are inter-group managers of cabin attendants. So,
candidates’ qualification and skill may reveal their potential for the positions.

To some extend, the internal recruiting may not be much challenging. Unchallenged recruitment is a
potential problem for “Low performance of chief pursers”. Chief pursers are assured of the promotion
with less competition. After promotion, they develop a tendency for not updating their skill that can
lead to stagnation of skill or be obsolete. Thus, chief pursers afraid of interacting with passengers and
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other duties have not been done. Unchallenged recruitment can cause low performance of chief
pursers on the flights, impact service quality and the future of the company.
Mr. N. Tr (see details 6.1.1) says that “Recruitment plays a key role in developing good staff influencing
service quality. The recruitment should not only focus on cabin attendants having good knowledge,
experience, but also good job attitude and having potential leadership skill”.
Wirtz, Heracleous & Pangarkar (22) state that “The right people are your most important asset”. They
believe that “The wrong people are liability”.
Ineffective Training
Recruiting the potential chief pursers is not enough. Carefully selecting does not guarantee that their
performance will be effectively. Training becomes an important stage to make them know what to do
and how to do as chief pursers onboard. The purpose of training is to give them knowledge and skill
to perform their jobs. Training has to provide adequate practices and motivation for the optimal levels
of performance. The similarity between training program and work situation must be maximized.
Ineffective training is a potential problem for “Low performance of chief pursers. Ineffective training
impacts chief pursers’ performance when they can not transfer what they learned to execute their jobs.
VNA has frequently trained cabin crew following the regulations of CAAV. Training programs are
accordingly designed for chief pursers’ skill and experience. To improve chief pursers’ performance,
training programs issue possible situations accompanied with solutions and references. Hence, real

solutions onboard have not been demonstrated as evidences to make them believe what the company
have done. So, chief pursers have not been adequate confidence to communicate with passengers.
They afraid of more complaints while they are not sure of the policy to solve passengers’ demands.
Ultimately, training should be close to the reality to facilitate their skill for dealing with passengers.
Ineffective training affects their performance linking to service quality.
Ms. N. B (see details 6.1.1) states that “Training programs of communication skill need to be
enhanced communication tools, practices more to be confident and help them have knowledge of the
nation’s culture in the world”.
And, Ms. T. Th (see details 6.1.1) assumes that “The company policy of compensation is not clear.
This affects chief pursers’ problem solve”. She also states that “Training should be more practical”.
Iswahyudi, Dewie, Soedjarwo & Hartono (26) states that training is systematically process of
changing one’s behavior to company goals. Training relates to expertise and ability of a person to

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