Analysis of the Possible Relationship Model Between Knowledge Management and Job Satisfaction: Aligning and Developing a Model as a Guideline for Service Staff Management in the Aviation Industry

Analysis of the Possible Relationship Model Between Knowledge Management and Job Satisfaction: Aligning and Developing a Model as a Guideline for Service Staff Management in the Aviation Industry

Sarun Widtayakornbundit (Kasetsart University, Thailand) and Tanapoom Ativetin (Srinakharinwirot University, Thailand)
DOI: 10.4018/978-1-6684-4615-7.ch012
OnDemand PDF Download:
No Current Special Offers


This study examines the relationship between knowledge management in the aviation industry and job satisfaction among service staff through a literature review. This authors surveyed the relationship model while reversing to job satisfaction, which allowed them to develop a guideline for organizational knowledge management and the process of achieving satisfaction from practice guidelines, as well as other factors that contributed to developing the model apart from the two aforementioned variables, especially the changes from the situation that promote the continuous development of the knowledge management model because good management practices would lead to good organizational behavior and performance. Therefore, the context in which the study is conducted is the aviation industry because it has been severely affected by the crisis. The relationship management model must integrate management approaches into employee requirements by means of lessons learned from sample case studies.
Chapter Preview


The aviation industry is one of the passenger transportation industries that is growing and expanding continuously. According to the International Civil Aviation Organization (ICAO) report, revenue passenger-kilometers (RPK) over a 20 year-period is estimated to grow at a rate of 4.5-4.6% per year. This is in line with the forecast of RPK growth over the next 20 years of Airbus Industries which has anticipated that the growth would reach 4.8% per year, especially the growth in the Asia-Pacific region which would reach up to 5.5% per year, with an estimated global aviation industry growth of 4.7% per year, and the growth of 5.7% per year in Asia (excluding China). In this regard, one of the key factors driving the growth of the aviation industry is the growth of tourism industry even though in 2019 or before the COVID-19 pandemic, the said industry grew at a moderate rate of 3-4% (CAAT, 2021). This is due to the effect of some circumstances, such as the trade war between the United States and China, global economic slowdown, and Brexit, while there have been some positive factors, such as an increase in the proportion of the middle class in emerging economies in China, India and Russia.

However, the overall situation has changed drastically after the spread of the COVID-19 that began in December 2019, continued into the first quarter of 2020, and has ongoing impact. As a result, the global tourism industry has been disrupted for a long time. This is well reflected by the number of international tourists which recorded a negative growth of 22.7%, compared to the same period in 2019, and remained stagnant until April 2020 with a decline of tourists by up to 97%, compared to the same period in 2019. This is the lowest record over the past 10 years after the 2009 global financial crisis. According to the Association of Asia Pacific Airlines (AAPA), there was a sharp decline in the number of international passengers in the first six months of 2021 globally. This is mainly due to the strict travel control measures in each country. As a result, the number of international passengers in January-June 2021 saw a sharp drop by 88.7%, compared to the same period last year (Ministry of Tourism & Sports in Thailand, 2021).

There are various measures applied to air traffic controllers, ranging from the dismissal, salary reduction, termination of apprenticeship, to voluntary resignation projects. Certainly, these measures would have a severe impact in the long run, so the aviation service must be linked with work and the environment that creates knowledge (Smith, Collins, & Clark, 2005). Crisis management knowledge is the situational management of the external environment. Internal knowledge is knowledge management in an organization that understands the requirements of employees. Therefore, the capability of the organization is to create knowledge from exchanging information (Goll, Johnson, & Rasheed, 2007). Creating a good guideline would create a good work experience for employees. As a result, service employees would be more open to organizational policies and have more trust. This focuses on human resource management strategies in the service industry with the customer-centric goals, and learning enables the organization to adjust and formulate strategies to achieve the goals (Appelbaum & Fewster, 2002, 2003). Therefore, developing employees with the airline's approach is learning as a team and improving service, making customers aware of what they receive from the organization. The overall picture is a guideline for the development of service innovations from the gathering of new ideas and employees’ problem solving (Lee & Hyun, 2016). Service employees should be prepared to be qualified and adequately trained in aircraft safety. This must rely on continuous training and self-development only. Investing in human resources is therefore significant. However, the decreased subsidy budget during the COVID-19 epidemic would have a wide impact on the aviation industry worldwide, especially during the time when various businesses begin to recover and resume normal flight operations. Even before the epidemic crisis, job satisfaction is involved in issues regarding the allocation of personnel sufficient to meet the requirements and workload because it is one of the hygiene factors that provoke dissatisfaction with organizational policies, working conditions, and job instability (Jalal Sarker, Crossman, & Chinmeteepituck, 2003; Karia & Hasmi Abu Hassan Asaari, 2006), resulting in the impact on the operation of the aviation as a whole (Beuren, dos Santos, & Theiss, 2021). Creating a guideline coupled with employee experience will form the understanding that the organization does not ignore employees, and helps enhance employees' potential at the same time. The purpose of this chapter is to present

Key Terms in this Chapter

Job Satisfaction: This behavior inferred to positive emotional state which reflect from experience involve their job.

Employee Behavior: defined as employee output as their create to positive or negative behavior or ability to applied to the new idea which effect to people in organization or organization performance. The behavior of employee may have various dimension that can relate to other behaviors.

Knowledge Management: The procedure is separate between knowledge and management which is the method to utilize all knowledge to develop organization and encourage members. the practices response to provide all state of managing knowledges.

Organizational Performance: It is overall productivity or pleasurable output. The organization performance is depended on how achieve organization’s goals or their objectives

Value Creation: The value was created by transform knowledge between organization and employee. The goal of value creation in this context is decoding the value from generate the necessity knowledge in community of practice to resolving problem and combine new knowledge to their work for new value in organization.

Community Of Practice: Defined as group created within a project, this must be individuality of the project group. The other teams do not contractually connect together.

Needs Satisfaction: Defined as possible emotional preferences for employees with a clear comprehending in each individual’s needs that can motivate employees’ action in organization.

Complete Chapter List

Search this Book: