Browsing by Subject "Finnair"

The aim of this research was to describe the work engagement that Finnair cabin attendants experience and those factors, which generate and prevent work engagement. Due to the nature of cabin attendants work it was also studied how work engagement appears in the interaction of changing teams. The concept of work engagement is relatively new on the field of work well-being and it is characterized by vigor, dedication, and absorption. Work engagement is based on positive psychology, which focuses on researching strengths and resources instead of weaknesses. The main research questions were: 1. How do the cabin attendants describe the work engagement they experience? 2. What generates and what prevents work engagement? 3. How does work engagement come true in the interaction of changing teams? The data was collected through theme interviews involving 12 cabin attendants. In addition participants filled out the UWES-inquiry, which measured three elements of work engagement numerically. The purpose was to achieve information about the intensity of work engagement. As a research method the theme-analysis was used. Research findings pointed out that cabin attendants did experience work engagement and the conclusion was based on the interviews and the "work engagement"-inquiry. Work engagement occurred as energetic and professional customer service. The employees had a positive attitude towards work and working in general. The factors that generated work engagement were such as shift work and colleagues, preventive factors in turn were broken or missing tools and the lack of respect by the organization. Changing teams were mostly regarded as a positive thing. Interaction of teams was mentioned to be good in general, but also problems in teams were recognized. A negative team member or neglect of rules were some of those problems. As a conclusion of the research, it can be said that work engagement occurred with high quality and professional customer service. Job resources affect work engagement more than job demands. From the employees perspective changing teams were a positive thing, but the challenges in feedback and supervising lead to study the need for more permanent teams.