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The commercial airline is an extremely competitive, safety‐sensitive, high technology service industry. People, employees and customers, not products and machines, must be the arena of an organisation’s core competence. The implications are vast and pervasive affecting no less than the organisation’s structure, strategy, culture, and numerous operational activities. Completed by 13 respondents (executives), this audit presents a series of select findings of a human resource management audit carried out in 2001‐2 and contains extensive data on airlines from nine countries from around the globe. The conclusion drawn from these three bodies of work is that, with the exception of a handful of high performing airlines, the industry as awhole continues to function as per a traditional, top‐down, highly divisionalised, industrial model of operations and governance. This model is manifestly inappropriate in such a highly knowledge‐based service market as the airline industry. HRM expertise in general and recruitment and selection as well diversity and equal opportunity in particular are required now, more than ever, to spearhead the strategic development of a customer‐centric, learning‐oriented workforce that is capable of adapting quickly to the strategic goals and change imperatives facing the airline industry.

The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight crews. These crew resource management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of crew resource management, then outlines recent developments in aviation and other high reliability work environments.

The commercial airline is an extremely competitive, safety‐sensitive, high technology service industry. People, employees and customers, not products and machines, must be the arena of an organization’s core competence. The implications are vast and pervasive affecting no less than the organization’s structure, strategy, culture, and numerous operational activities. Completed by 13 respondents (executives), this audit presents a series of select findings of a human resource management audit carried out in 2001‐2 and contains extensive data on airlines from nine countries from around the globe. The conclusion drawn from these three bodies of work is that, with the exception of a handful of high performing airlines, the industry as a whole continues to function as per a traditional, top‐down, highly divisionalised, industrial model of operations and governance. This model is manifestly inappropriate in such a highly knowledge‐based service market as the airline industry. HRM expertise in general and employee and labour relations in particular are required now,more than ever, to spearhead the strategic development of a customer‐centric, learning‐oriented workforce that is capable of adapting quickly to the strategic goals and change imperatives facing the airline industry.

The commercial airline is an extremely competitive, safety‐sensitive, high technology service industry. People, employees and customers, not products and machines, must be the arena of an organisation’s core competence. The implications are vast and pervasive affecting no less than the organisation’s structure, strategy, culture, and numerous operational activities. Completed by 13 respondents (executives), this audit presents a series of select findings of a human resource management audit carried out in 2001‐2 and contains extensive data on airlines from nine countries from around the globe. The conclusion drawn from these three bodies of work is that, with the exception of a handful of high performing airlines, the industry as awhole continues to function as per a traditional, top‐down, highly divisionalised, industrial model of operations and governance. This model is manifestly inappropriate in such a highly knowledge‐based service market as the airline industry. HRM expertise in general and compensation and benefits in particular are required now,more than ever, to spearhead the strategic development of a customer‐centric, learning‐oriented workforce that is capable of adapting quickly to the strategic goals and change imperatives facing the airline industry.

The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program’s content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient safety, but little is known about how it affects safety culture.

Pre- and post-assessments of the hospitals’ safety culture was based on interviews with ophthalmologists, anesthesiologists, residents, nurses, and support staff. Interim observations were made at training sessions and in daily hospital practice.

The program consisted of safety audits of processes and (team) activities, interactive classroom training sessions by aviation experts, a flight simulator session, and video recording of team activities with subsequent feedback. Medical professionals considered aviation experts inspiring role models and respected their non-hierarchical external perspective and focus on medical-technical issues. The post-assessment showed that ophthalmologists and other hospital staff had become increasingly aware of safety issues. The multidisciplinary approach promoted social (team) orientation that replaced the former functionally-oriented culture. The number of reported near-incidents greatly increased; the number of wrong-side surgeries stabilized to a minimum after an initial substantial reduction.

The study was observational and the hospital’s variety of efforts to improve safety culture prevented us from establishing a causal relation between improvement and any one specific intervention.

Aviation-based TRM training can be a useful to stimulate safety culture in hospitals. Safety and quality improvements are not single treatment interventions but complex socio-technical interventions. A multidisciplinary system approach and focus on “team” instead of “profession” seems both necessary and difficult in hospital care.

The purpose of this paper is to introduce an approach to evaluate the establishment requirements of an flight training organization (FTO) through indicators that are not included in the regulations from the viewpoint of “acquired indicators from FTO experience” (AIs-FTOE).

Although the establishment requirements of an FTO can be determined through regulations, it was realized that the pilot training process can be achieved in a safe, sustainable and economical manner through indicators that are not included in the regulations. These indicators were obtained through experience in the operation process of the FTOs. In this study, the indicators (obtained from the regulations and experiences) affecting the efficiency of FTOs, that were or would be operational, were determined, and the effects of the indicators on the organization were examined and presented in detail. The case study was carried out in the Department of Flight Training (ETU-P) of Eskişehir Technical University which has an FTO.

In accordance with the results, the necessity indicators were defined, and the indicators that were not included in the regulations were called as AIs-FTOE. Identified AIs-FTOEs were classified into three main headings: natural and artificial obstacles, meteorological conditions and physical and technological resources. Detailed indicator data results were presented after examinations.

When literature on FTOs was examined, it was seen that there is a need to identify and classify indicators that affect the efficiency of FTOs. To the authors’ knowledge, this study will be the first in the literature that presented information based on an active FTO in detail. Thus, the AIs-FTOEs identified in this study will serve as a roadmap for the FTOs to be established and are to be used as parameters to evaluate efficiency for the established ones.

To the best of authors’ knowledge, this paper will be the first paper in the literature describing the indicators that can be evaluated in terms of efficiency, sustainability and economy of FTOs.

Purpose – To review three key areas of work managed by the Team Resource Management and Patient Safety Team (TRM), itself part of the Clinical Governance Support Team. Design/methodology/approach – Information has been collected from TRM staff, UK NHS Trust staff, research publications and reports. Findings – As treatment programmes become more complex and health care is delivered by multidisciplinary teams, the quality of care and of patient safety is ever more dependent on effective team working. External support and expertise can be effective in helping clinical teams achieve their full potential. Safety and team work practices from other domains such as aviation can be successfully translated into the work of clinical teams. Specific coaching input can also improve the effectiveness of teams and, where teams are recognised as having difficulty working together, external support in particular approaches and techniques can resolve team working problems. Originality/value – This review summarises the benefits of a healthcare support function which is specifically dedicated to the understanding, supporting and shaping of clinical teams.

The objective of the present study is to measure the well-being of employees who are engaged in frontline roles and actively engrossed in frequent regulation and management of emotions while performing interpersonal interactions. The study has conceptualised the comprehensive model to measure employee well-being with three work-related dimensions, namely work engagement, burnout and job satisfaction in emotional work settings.

The study has been conducted on employees of the civil aviation industry in North India working on various frontline profiles. Data have been collected from 600 employees through a pretested questionnaire, and structural equation modelling (SEM) has been performed to test the hypothesis.

The findings of the study have revealed that all three dimensions, namely work engagement, burnout and job satisfaction are statistically significant measures of employee well-being in emotional work settings. Also, the study has determined that employees are highly satisfied and engaged at work despite having a feeling of burnout.

The study has enriched the literature by presenting and analysing a comprehensive model of employee well-being in emotional work settings of the civil aviation industry.

The study will aid the various service industries in the framing of the intervention and training programs, which would help in promoting the well-being of employees who are specifically engaged in emotional work.

The study is very substantial in offering various parameters over which national well-being policies for individuals can be framed.

Priorly, very few studies have attempted to recognise the role of the aforementioned variables in emotional work settings in a comprehensive manner. Further, the study has emphasised the unrecognised role of job satisfaction and work engagement where burnout is prevailing due to the presence of high emotional job demands.

Accessibility to entrepreneurial education can be very restrictive because of associated barriers (e.g. add-on course/credit cost and prolonged duration) that prevent students from gaining entry into learning experiences. This study aims to provide an approach to address the gap of inaccessibility. This study proposes the integration of entrepreneurially minded coursework into aviation coursework using information literacy (IL) exercises by incorporating readings, videos, student-centered online discussions and student-facilitated presentations.

Students participated in an intervention consisting of five entrepreneurially minded online discussions where they watched a video or read an article and then responded to a series of questions. Upon completion of the intervention, participants completed a survey related to student learning outcomes and satisfaction.

The results from this study provide insight into changes in student perceptions after engaging in IL exercises designed to develop the entrepreneurial mindset. There is evidence that online discussions, journal article critiques and student-facilitated presentations are effective ways to integrate IL into aviation courses to cultivate entrepreneurial mindsets among students.

Several university-based approaches currently exist to help students develop an entrepreneurial mindset, including majors and minors in entrepreneurship, entrepreneurship coursework and centers for entrepreneurship that offer extracurricular learning experiences. Although these approaches offer a great foundation, they are typically viewed as “extra” with high barriers to entry. The limited focus on integration into coursework (whereby everyone gets an opportunity) prevents equitable access to a larger contingent of students. Therefore, in this study, we propose one approach to integrating the entrepreneurial mindset into coursework.