Abstract
A startup airline is motivating its flight attendants to do voluntary and effective safety behavior as well as setting up safety culture in its organization at the same time in the early stage of revenue-flight service due to the lack of flight operation experience compared to competing airlines. Based on the sample of flight attendants from a startup airline, this paper tried to perform empirical analysis which focused on relationship among safety leadership, safety motivation and safety behavior. According to empirical analysis, it was proven psychological resources had a significantly positive effect on work engagement. Work engagement is proven to have a significantly positive effect on both flight attendants’ safety motivation and their safety work. It was also implied that flight attendants couldn’t understand a contradictory attitude of their leaders because leaders had them focus on safety work engagement while not providing enough human resource and capital. In addition, it was found leader’s excessive emphasizing safety policy might not result in flight attendants’ safety behavior.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of the Korean Society for Aviation and Aeronautics
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
