earticle

영어

Even before the global pandemic (COVID-19), the air passenger transportation industry needed a new operating paradigm due to intensifying competition. In order to face newmarket entrants such as low-cost carriers (LCCs), and competitive strategies to expand visibility in the passenger transportation market airlines. Innovative service strategy has been implemented in various ways to attract customers in the air transportation field. Even after the global pandemic (COVID-19), by replacing the economic difficulties caused by the travel ban in each country and the sharp drop in private sector tourists with cargo transportation in the passenger transportation sector, we respond to the global aviation crisis and prepare for normal tourismactivation to revise the operating strategy to has been responding to global crises. Accordingly, the need for a new business management strategy for the competitive landscape and management efficiency is being strongly raised among airline and passenger transport companies. The core of this strategy of domestic airlines is trying to change in an effective dimension, such as revitalization of re-purchase through strength customer service. Accordingly, the need for a new human resource management strategy for flight cabin crew, who is the highest point of contact for customer service, has also emerged. Flight Attendent members have high self-esteemcompared to other occupations. The service of flight attendants can be said to be a dual-role job structure, such as high-level customer service and a role as an in-flight safety manager. However, despite showing such high self-esteem, the turnover rate of flight attendants is higher than in other occupational groups. Prior studies on the duties of Flight Attendent members have been mainly focused on job duties, such as the nature of the job itself and negative attitudes. Flight attendants can be said to be the core human resources for the performance of flight duties, and it can be said that they are the best core personnel that bring profits to the airline. Direct research on the turnover intentions of these key talents is very rare. Considering the characteristics of flight service, one of the duties that requires a very clear and quick ethical judgment is the group job attribute of flight attendants. Airline companies are beginning to emerge very quickly as to the need for a positive job recognition for their job emotions. In this study, the effect of occupational vocation perceived by flight attendants, which airlines consider as the subject of service strategy to copewith global competition, on organizational satisfaction and turnover intention, and themoderating effect of the ethical climatewere investigated. FromSeptember 29 toOctober 11, 2022, 205 questionnaires were distributed and 165 of them were recovered. Of these, 9 insincere responses that were contrary to the purpose of the study were removed, and 156 were finally used (76.09%). As a result of the empirical analysis, it was found that the sense of job calling had an effect on organizational satisfaction (+) and turnover intention (-), and was regulated by the ethical climate. Despite the importance of flight attendants' job calling and ethical climate, they are being treated somewhat neglected in terms of management and operation. Airline Flight Attendent newly define the right identity for their job through a sense of occupation that their job will help many people in the process of safe and happy travel and have a positive effect on their lives through this. It has been proven that it will form a positive attitude that occupation is the most important area, and it has been confirmed that the formation of positive work emotions of positive organizational members in terms of human resource management of airlines contributes to the achievement of organizational performance alongwith an ethical climate.