Introduction
Company background
SaigonGroundServices 26(SAGS) isasubsidiaryoftheAirportsCorporationofVietnam( A C V ) , SAGSisnowtheleadinggroundhandlingcompanyinVietnam.SAGSareofferinga fullrangeo fgroundservicestoadiversecustomerbaseofinternationalanddomesticairlinesa t T a n S o n NhatInternationalAirport( S G N ) , thecountry’slargesta n d busiestaviationgateway.SAGSa lsoexpandedtheirbusinessto DaNang InternationalAirportf r o m 01May2015andto CamRanhInternational Airportfrom01July2016.
Over10yearsofexperiencei n groundhandling,SAGShaveobtainedandsuccessfullyr e n e w e d theISO9001qualitymanagementcertificationandtheindustryISAGO(IATASafetyA uditsfor GroundOperations) registration.
In2016,company’srevenueisoverVND876billion,increased46%than2015.SAGSalread ysetthenewmilestonewithoverVND 1,000billionin2017.
Companystructure
Source:http://sags.vn/About-Us/Organization-Chart/
WeightandBalancegroupbelongstoGroundOperationDepartment.Theyareresponsiblef o r d oingl o a d s h e e t andcontributingt o theaccuracyo f passenger,b a g g a g e a n d cargoweightfo rcaptainandairlinesloadcontrolcenter.WeightandBalanceactivityisalways
9 includedi n servicel e v e l agreemento f allairlines,whichh a v e b e e n providedgroundservi cesbySAGS.Meanwhile,Loadinggroupisonlyinchargeofinternationalflightsandcargoflights. Operationgroupinvolvesincoordinatingofinternationalflightsanddomesticflights.Shiftworkin ghourisatraitofaviationindustry,therearefourteendifferentshiftsa t W e i g h t a n d Balanceg r o u p , nineteenshiftsa t O p e r a t i o n groupa n d twelveshiftsa t Loadinggrouptoensurehan dlingflights.
Thisstudyconcentrateso n W e i g h t andBalanceg r o u p b e c a u s e o f itstypicaltraitsa n d invo lvementi n allk i n d o f flights.I n addition,Weighta n d Balanceg r o u p notonlyh a s suitableorg anizationalsizebutalsoallowsauthortoaccesssecondarysourcesandcollectprimarydata.There arethreelevelsofskillsforWeightandBalancestaff.Entrylevel(level
1)focuses onnarrowbodyaircraft,level2isonwidebodyaircraftandlevel3isoncargoflight.W e i g h t and Balanceg r o u p includeso n e manager,t h r e e deputymanagers,t w o supervisorsandsixtee nmembers.Employeesarerequiredtowork48hoursperweekandt h e schedulechanges weekly.Furthermore,theyarearrangedspecificflightswiththeir
Problemcontext
Fatigueinserviceand aviationindustry
Aviationindustryis24/7servicethereforeshiftworkingistheonlywaytokeepeverytaskbeingdone constantly,whichissimilartorailwayindustryorhealthcare industry.Thereisn o doubtthatfatigueiscommonstatusoflaborsintheseindustries.Shiftwork 4 ,
1 0 whichhasb e e n associatedw i t h fatigue,i s frequentlyciteda s a m a j o r causeo f fatigue.F a t i g u e i s
10 defined 5and operatedindifferentways,forexampleintermsofincreasedsleepinessandr e d u c e d alertness.
AccordingtothereportfromInternationaltransportworkers’Federation 2i n 2009,46%ofrespond entsfeltthatfatiguewasanissuehappeninginthemostoftheaviationworkerst h e y represen twith35%respondents saidthatmostofaviation workersfeelingburnedoutf r o m workbutmorethanhalfshowthatonlysomeworkershadt hisfeeling.Pursuanttofatiguestatisticindicatedinoccupationalgroupsincludingcabincrew,gro undstaffandairtrafficserviceworkerswithmorethan50%respondentsreportedthatmostofth egroundstaffworkersfelttiredinthemorningasafatiguesymptom.Thisproportionisthesameinc aseoffeelingused upattheend of theworkdayofgroundstaff workers.
Inaddition,fatigue 6has b e e n p o i n t e d o u t asa seriousp r o b l e m b y ICAOandh a s b e e n d e f i n e d as“Aphysiologicalstateofreducedmentalorphysicalperformancecapability,resulting fromsleeplossorextendedwakefulness,circadianphase,orworkload(mentaland/ orphysicalactivity)thatcanimpairaperson’salertnessandabilitytoperformsafetyrelatedoper ational duties.”
FatigueinWeightandbalancegroupofground operationdepartment
Infirststageofcollectingdata,11employeeshadbeenaskedaboutfatiguesymptomsbyseverals hortquestionsaboutqualityandquantityoffatigueaccordingtothehealthcareprofessional 27 Fe elinginthemorninghasbeendescribedbyemployeesthatsleepy,tired,h e a d a c h e Emplo yeesalsomentionedthatthefeelingdependsontypesofshiftandsleepingtime.Thefeelingafterfinis hingshiftismoresimilar,tiredandleaveimmediatelywasthe commonanswers.Mostofemployeessaidtheyusedcaffeineorenergydrinksduringshifts,moretha nahalfoffrequentuse.
Tobeobjectiveandmeasurable,visualanaloguescales 9w a s usedtomeasurefatiguelevel,scalehave beendonebyemployeesafterfinishtheirshift.Althoughresultcouldbelimitedi n termsofquantity due toauthor’sworkschedule,thisscalecouldsupporthealthcareprofessionalquestionfordes cribingfatiguepicture.Thebelowtablewasmadefromscaleresult,Sagsmanagementinformatio nsystem(SMIS)andWeightBalancegroupweeklyschedule.
Source: CreatedbyAuthor basedonvisuak analoguesacles 9 ,SMISandweeklyschedule
Problemidentification
Effort–rewardimbalance
In 2009, the International Transport Workers' Federation highlighted the significant relationship between effort and reward in the workplace Efforts, characterized by heavy workloads, responsibilities, and overtime, contrast with rewards such as respect from supervisors, fair treatment, support, salary, and promotion opportunities The Effort-Reward Imbalance (ERI) model, introduced by Siegrist and Weber in 1986 and referenced in N van Vegchel’s research, illustrates the demands and obligations placed on employees versus the occupational rewards provided by employers This model indicates that an imbalance can lead to sustained strain, exemplified by the stress experienced when hard work goes unappreciated.
Mr.LuongNguyenMinhKhoaadmittedthatovertimeisacommon situationbut therearen o rewardpoliciesandh e thoughti t isquitedifficultt o figureo u t T h e imbalanceo f r esponsibilityfor hisflights andwhathereceivedmayleadtofrustration.
Mr.NguyenHoangPhuocstatedthat:“I’msatisfyingwithcurrentsalarybutthereisnoofficial recognitiono n overtimeeffort,p e o p l e acceptt o workovertimea s a j o b characteristic.Overti memeansIspendtoomuchtimeforworkandlessformyself,itmakesmetired.”
Mr.NguyenVanLam- deputymanagermentionedhealwaystriedtosupportemployeesleaveshiftontime.Heunders toodthatcompanyhasnomoneypolicyforovertimebutmanagersrecognizeemployee’seffor tbychoosingfortrainingandpromotionopportunity.
Shiftworkingexhausted
Rotating shifts significantly disrupt workers' sleep-wake cycles, leading to poor sleep quality and potentially diminishing insulin resistance, as noted by James McIntosh in Medical News Today According to the National Sleep Foundation (NSF), shift workers frequently experience sleep disturbances and excessive sleepiness, alongside symptoms such as indigestion, irritability, and decreased concentration A report from the International Transport Workers’ Federation in 2009 highlighted that shift work increases fatigue risk, with rotating shift systems being particularly hazardous as they hinder the body's ability to adapt to a regular time pattern.
5yearsemployeeatSAGSsaidthat:“Firstreasoncouldleadtofatiguei s time.Workingonshift m akescircadianrhythmunstablylikenormalpeople,rotatings h i f t frommorning,noonandnig htmakemefeelnotenoughsleepingtime.”
Mr.LuongNguyenMinhKhoa– frontlineemployeecomparedwithhispreviousjobthath e feltmoretiredfromjoiningSAGSbeca usehiscircadianrhythmcannotstayconstantly.Furthermore,healsoblamedthatsometimesshifts betweentwodaysweresocloseandtoomanyearlymorningshiftorsplittedshiftmadethesituation worse.
Annualleaveshortage
Mandy Freeman's article on Health24 highlights the importance of taking time off for overall wellness She cites Shelagh Goodwin, general manager of human resources at Media24, who emphasizes that proper rest periods enhance wellness, reduce stress, and boost productivity Dr Colinda Linde, a clinical psychologist, supports this notion, stating that just like devices, humans need downtime to avoid burnout Continuous work mode can lead to inefficiency, exhaustion, and mood changes Additionally, research from the University of Otago in 2006 underscores that encouraging annual leave is essential for managing work-related stress.
Besidefatiguefrompersonalhealthorfamilystatus,workcharacteristicisquitepressure,employeecould nothavefullye ntitlement,especiallyannualleave.
Mrs.DoanPhamThaoLan-Supervisorwith10- yearexperiencesaidshehasn’thadofficiallongleaveinrecentyearsbecauseoflackofsamelevelco- workerthanfrontlineemployees.Mr.NguyenThuongHong,formerstaff,alsoagreedannualleav eisoneofthefatigue’scauses,hestated:“Theannual leaveentitlementstillcould not besolvedyearafteryear,itw a s o n e o f myo w n reasonsmakingmeq u i t t h i s j o b I t h i n k t herea r e inequalityandunclearness betweenstaffsinthesamedepartmentandbetweendepartments.”
Problemvalidation
Basedo n potentialproblems,in- depthinterviewfrom6 respondentsf r o m managers,f r o n t l i n e employeesandformers taff,statisticofSAGSmanagementinformationsystem,w e e k l y scheduleandrelatedpapers, s h i f t arrangementp l a y s prominentr o l e leadingt o fatigueatworkinweightandbalancegrou pofSAGS.Itisnecessaryforweightandbalancesupervisorst o improvea n d innovateweeklysche dulearrangementt o o l t o s o l v e t h i s p r o b l e m immediately.
Regardingtoannualleave,thisproblemcannotbesolvedimmediatelybecauseoffollowingreason s.Long- termhumanresourcestrategy,levelsofskillsweresetclearlyascompanyp o l i c y I t takes a l o n g timef o r employeetog o throughthreedifferents k i l l levels.I n addition,managementl evelmayn o t accompanyw i t h s k i l l levelb e c a u s e o f managerialabilityandorganizationstr ucture.Thismakestheshortageofmanagementlevelperson thereforeit’simpossibleforst affstakeanannualleave.Besidethatcoveringtoomuchshiftf o r o t h e r colleague’slongleave is alsoa badidea.
Takingannualleaveshouldbeequalforeverybody,ifmanagerswanttotakeannualleave,theyh av etofocusontrainingfrontlineemployeestoenablecovermanagementstuffs.
Atl o w e r level,employeesd o n o t mentiont o o mucha b o u t annualleaves h o r t a g e a s a fati gue’scause.Numberoffrontlineemployeescouldbealogicalexplanation.Especially,t h e r e a renomanagementfunctionlimitation,officiallongdayleavecouldbecoveredbyo t h e r s orco- workermayhaveunofficialannualleavebyaskingothertohelpthenpaybacka s well.
Intermofeffort- rewardimbalanceissue,Mr.LuongNguyenMinhKhoamentionedabovet h a t thereisnomoneyre wardforovertimepolicy.Furthermore,Mr.NguyenVanLamalsosaidthat:“Itispossibleforchan gingbutsalarybudgetissetforeachgroup,thereforeift h e r e ismoneyrewardforovertime,it hasto beincludedinfixedbudget.”
Hisexplanationisnotmeaningful,moneyrewardrequirestohavegoodappraisal.Changingsalar ybudgetanditsformulaareoutofweightandbalancegroupability.AsMr.NguyenHoangPhuocstat edt h a t h e satisfiedw i t h currentsalary,h e thoughtovertimep r o b l e m shouldbesolvedby officialrecognitionslikecareerandtrainingopportunities.Infact,theserecognitionisinvisiblefor employeesanditmaytakesseveralyearstoconsiderf o r gettingpromotion.Insummary,goodap praisalcriteria,workingtimemonitorsystema n d rewardbudgetmightimprovethisissue,howe veritiscomplicatedandcannotbesolvedi n s h o r t time.
Shift work is increasingly leading to fatigue among employees due to insufficient rest breaks between shifts For instance, weekly schedules often require workers to finish their shifts at 10 PM and start a new one at 6 AM the next day, failing to provide the mandated 12-hour rest period Mrs Doan Pham Thao Lan, responsible for creating these schedules, acknowledged that recreation time is often limited, as it heavily relies on flight schedules and employee responsibilities regarding flight volume She also encouraged employees to communicate any issues they encounter.
Manualexceltoolalsohasnowarningfunctionaboutminimumrecreationtimebetweend a y s thereforet h e r e i s n o d o u b t a b o u t w e e klyscheduleb u i l d e r ’ s fault.S e c o n d l y , t h e imbalanceofshiftisalsoaremarkablefactorthatsomeemployeeshavetoomanynightwor kinghoursthanothers,thedifferencecouldbeupto30hoursamongemployeesatsamelevel.Accordi ngtoMr.LuongNguyenMinhKhoa,hesaidthattoomanyearlymorningshiftsp e r w e e k coul dmaketireda n d sleepy.Authorrealizessomep e o p l e h a v e beenarrangedsomanyearlymorn ingandsplittedshiftsleadingimbalanceprovidedbyweeklyschedule.
Shiftworkingexhaustedseemtobeafeatureofaviationindustry.Althoughemployeesundersta ndt h i s field’scharacteristic,t h e y mentioneds h i f t workinga s mainp r o b l e m o f fatigueinw eightandbalancegroup.Indetail,shiftarrangementcouldbeimprovedwithout
Job characteristics Imbalance shift arrangement
Non standard work hour Scheduling Tools
Low performance Resource needs: Levels of skill
Personal circadian clock anycost, complicatedapprovalstep,monitoringsystem.Thus, the waytobuildweeklysched ule shouldbeupgradedwithadditionalfunctiontobecomemoreintegrated.
Causevalidation
Shiftworkhasbeen determinedas aproblemofweightandbalancegroupbypreviousstages,abovefishbonediagramdescribessomec ausesof shiftworkincludedimbalances h i f t arrangement,nature ofjobandpersonal circadianclock.
Shift work is a defining characteristic of the aviation industry, which demands accuracy, punctuality, alertness, and the ability to operate continuously in challenging weather conditions Various carriers operate across multiple time zones, necessitating shift work to maintain operational efficiency A report by the International Transport Workers’ Federation highlighted that physical work and irregular hours are significant contributors to employee fatigue While it is impossible to eliminate the exhaustion associated with shift work due to the nature of the job, employees have the right to choose to stay or leave when overwhelmed by non-standard hours Saigon Ground Service Company recognizes that such working conditions lead to high turnover rates, with five times the recruitment needed to maintain staffing levels Despite acknowledging the exhausting nature of shift work, employees express respect for the reality of non-standard hours as an inherent aspect of their roles.
Non- standardworkingtimemakecircadianclockdifferentf r o m normalp e o p l e Shiftworkern o t onlyfacet o rotatings h i f t e v e r y d a y , theycouldalsoh a r m t h e i r healthb y workingnights hift.JameMc 1mentioned inMedicalNewTodayarticlethatshiftworkercouldexperienceproblem sformdisruptionpeople’scircadianrhythms,givenreasonsareworkingovernight,successivero tatingshiftsrestrictingthehoursavailableforsleeping.Consequently,personalcircadiancloc kplaysanimportantroleinshiftworkexhausted,itcouldmakefatiguelevel worseorbetter. Mr.LeHoangAnmentioned:
Itcouldbemyattitude,fromenthusiasmanddevotionatbeginning,nowIlearntorelaxandIdon o t spendmucht imeforcompany’sstufftoavoidoverload.
Althoughpersonalcircadianhasbeenseenasacauseofshiftworkexhausted,itdependso n em ployeesmorethancompany,fatiguelevelcouldnotimproveifemployeeshavebadhabitsandnega tivetimetable.AccordingCarlaVcitedbyJameMc 1 ,shiftworkwaslinkedw i t h behavioralandlifes tylefactorsthatarealsoknownriskfactorsforcertainchronic diseases.T h u s , s h i f t w orkersmightb e exhaustedb y lacko f outdooractivities,t h e i r schedulealwayschangedbeca useofrotating thereforeitisquitehardforthemtomaintainpositivehabits frequently.
Mr.NguyenVanLamconfirmedthathehasnotplayedanysportorjoinedanyoutdooractiviti esbecausehe waslazy,jobtraitsandcircadianclock werenotmentioned.
Incontrast,otherpeople trytomaintainpositivephysicallylikeMr.NguyenHoangPhuoc.HeSaid:
In short,employees takefullresponsibilityontheir health,theirbehavioralandlifestylefactorsarethekeytoavoidfatigue,not thecompany.
ReportfromInternationaltransportworkers’Federation 2 statedthat“regularrestbrakesarenecess aryt o recuperatef r o m strenuousworka n d t o preventfatigue.”,i n effectivew o r k organizatio nwasmentionedasacause.Imbalanceshiftarrangementhasbeenseenasnotenoughtimef o r rest b r e a k , n o t enoughtimef o r recreation,i n a p p r o p r i a t e s h i f t rotating,e q u a l shiftbetween employees Employees allstatedshiftarrangement.
TheDepartmento f L a b o r Newzealand16recommendedearlymornings h i f t shouldb e minimize d.Theystatedthatavoidingrostersthatrequirestartingworkbefore6am asoneo f t h e rosterarrangementpolicies Meanwhile,theearliest shiftin theWeightandBalanceo f
Inaddition,thereport 2by Internationaltransportworkers’Federationdescribedrestbreaksa n d re creationtimebetweenshiftsthat“regularrestbreaksarenecessarytorecuperatefromstrenuouswor kandtopreventfatigue”.
Mainly,timecouldbeinappropriatearrangement,inappropriaterecreationandshiftbreak,lackingo f recove ryenergy.
Becauseofweeklyscheduling,rosterdesignatorusuallyarrangesbyexcelfilethenreleaseo n the weekend.Manualarrangementcreates inappropriatenessandineffectiveness.
IarrangeschedulebymanualsoIcouldnotavoidmistakes.Once schedulerelease,peopleshouldt a k e alookandnoticemeifanyinappropriate.
Obviously,currentschedulingtooldoesnotreminddesignatoraboutneitherrecreationtimen o r i mbalancebetweendayshiftandnightshiftofindividual.Thesepoorfunctionscouldexplainf o r employee’scomplaints.M o r e o v e r , manualschedulingw i l l b e influentb y humanfactor s,t h a t cannotcontrollistso f rosterarrangementpoliciesf o r o v e r twentyindividuals.
Iuseexcelfilecurrently,itonlyhasnon- duplicateinsamedayanddayoffwarning.Thereisnow a r n i n g functionforshortrestbreaktimebetweenshi fts.
Thisstudyc o n c e r n s t h a t simpleschedulingfilei s m a k i n g lowproductivity,imbalancesitu ationa n d ineffectiveoperation.S h i f t canb e missedb e c a u s e s u p e r v i s o r rearrangessc hedulewithoutanyannouncement.
Inconclusion, giveninformation couldbesortedassubjectivecausesandobjectivecauseso f shiftworkexhausted.Jobcharacterist icstandforobjectivecause,whichisimpossibletochange.Meanwhile,p e r s o n a l circadiancloc ki s underemployee’sc o n t r o l , s h i f t workexhaustedcouldbeeliminatedbybetterworklif ebalanceandgoodhabitssubjectively.Imbalances h i f t arrangementi s alsosubjectivefactor,organizationp l a y s a k e y r o l e i n decreasingshiftworkexhaustedinsteadofemployees.Asa result,imbalanceshiftarrangementmightb e t h e mostsuitabler e a s o n f o r problemsolvingi n organizationt o decreasefatiguelevelof shiftwork.
Alternativesolutions
Firstalternativesolution:Softwareapplication
AccordingtoTheDepartmentofLaborNewzealand 16 ,shiftworkshouldbedevelopedbaseo n oper ationalneeds,legalneeds,seniormanagementcommitment,e m p l o y e r an d employeeresponsi bilities.Therewillbeaplentyofnoticesandguidancethatshiftbuilderh a v e tofollowtoensurero sterarrangementpoliciessuchaskeepnightshifttoaminimum,havingatleastof11hoursbetweenshi ft,preferably12,movingtheshiftwiththeclockwise,providinga minimumo f 2 f u l l n i g h t recover yafter2 n i g h t shifts,avoidingrosterst h a t require startingworkbefore6am.
Thoseguidancecombinewithmorethan20employeeswouldmakerosterdesignerconfusea n d feel ingmorecomplicated.A s M r s D o a n P h a m ThaoL a n admittedt h a t s h e n e e d s p e o p l e t oldherifsomethingwent wronginschedule,shecurrentlyusesexceltocreatew e e k l y schedulemanually.I n fact,manysoftwaresp r o v i d e functionstomakethingssimple, automatedplanner,real timenotification,multi-platform.
Rosterdesignatoronlysetu p l i s t o f c o n d i t i o n s f o r softwaref o l l o w i n g t o criteri aatbeginnings u c h a s rosterarrangementpolicies 16 ,operationalnee dso rs k i l l needs.Then,S oftwarewillcomputethoseconditionsforover20individualstoreleaseweeklyschedule.T h i s out putensureseachemployeewillnotstarttheirshiftfrom5ammorethanonceaw e e k orn otmorethanfourtimesamonth.Recreationtimecouldbemaximizedupto12h o u r s betweensh iftsofindividualaslaborlaw.Individual’sschedulewouldbeequaltoo t h e r s baseontota ldayshift hours,nightshifthours,sumofrecreationtimeinmonth.Softwarewouldusethose priorityschedulingcriteriatopreventemployeesfromfatigueasmuchaspossible.
Inaddition,softwarecouldbeusedonanydevicesfromcomputertosmartphone,itcouldh e l p e mployeesaccesstheirrosteranytime,anywhereratherthanlookingathardcopyofschedule.Sp ecificrosters o f t w a r e wouldn o t letemployeesmissamongthousandso f emails,anyschedu lechangeswillbenoticedforemployeesbynotificationfunction.Allactionsf r o m bookingsch edulet o automaticgeneratingschedulew i l l b e recorded,thatw o u l d bemoreequalthanhar dcopycalendarbookingandmanual scheduling.
AccordingtoPCMAG 17 ,trustedtechnologymagazine,reporterpointoutseveralfunctionst o ev aluatethebestemployee scheduling&shift planning.
- Platform availability(PC, iOS,Android)
- Openapplicationprogramminginterface( A P I ) allowu s e r e d i t c o d e t o modifyg uidance andcondition.Creating criteriaforscheduling automatically.
- Userinterfaces:the way to useapplication,bookingshift, generatingschedule.
Product Deputy Shiftboard Humanity WhenIwork Ximble
Deputy 18 ,this softwareseemsto takeadvantagebecauseofprovidedfunctions,lowestp r i c e permonthandeditor’s rating,thetablebelowwouldshowdetailcosts.
1 Softwares starter 363.000/year/user 560.000/year/user(20 userminimum)
2 Additional function +755.000/year/ usertoup gr ade enterpri selevelversion(highest)
+1.118.000/year/ usertou pg ra de enterprise version
Source: CreatedbyAuthor baseonDeputy 18 and Humanity 19
Inaddition,authoralsofindoutthatnumberofschedulingsoftwaresarefreeofcharge.T h u s , theWeightandbalanceshouldconsiderfreeplatformsatbeginningtomeasurewhatt h e y n e e d with theirspecificworkcharacteristics.Authorrecommendsomefree platformss u c h asABCRoster,GoogleSheet,Googlecalendar,
Secondalternativesolution:Erasinglevelbarrier
Shiftboard emphasizes the importance of understanding specific needs before fulfilling them, as the master schedule is crucial for effective roster design Roster designers must evaluate the resources required for each role based on shift duration and criteria such as employees' areas of expertise, work experience, regional knowledge, health conditions, technical skills, and managerial abilities This highlights the limited options roster designers have when aligning employee skills with shift requirements, necessitating the combination of senior and junior employees with varying experience levels An article on shift work suggests that uniformity in rotating shifts can benefit roster designers by ensuring employees share the burden of undesirable shifts Additionally, schedule creators should prioritize legal and company policies, employee expectations, and maintain a balance in rotating shifts over merely addressing operational needs.
Skillneeds could be seenas employees’level,employees’abilityandtheircertificates.Airli neshavedifferentpoliciesthusitmayrequireonlyqualifiedstaffstohandleitsflights.
Therearemanyfrontlineemployeessotheycouldtakeatriportakeadayoffeasierthanmanageriall e v e l Forexa mple,frontlineemployeescouldhaveonenightshiftperweek,meanwhilesupervisorh a v e towork2-
Obviously,uniformityoffrontlinelevelmakesaplentyofchoicefortheirshift,meanwhilet h e sho rtageof higherlevelemployees reducestheiroptions.
AccordingtotheWeightandBalancegroup’smanpowerandSAGS’spolicy,ittakesthreey e a r s f o r officiall e v e l u p g r a d e , i t alsoi n c l u d e s h u g e workingexperiencea n d listo f ce rtificates.Differentlevelcouldnotbeerasedinshorttermbecauseofexperiencegapandp l e n t y oft rainingcourses.Onjobtrainingisanotherbarrierforuniformity,supervisorsorhigh- levelstaffsalwayskeepmonitoringtraineestoavoidmistakealthoughtheyalsohavet h e i r own flightstohandle.Traineesshouldbeinchargeofspecificflightwiththeirtraineef o r alongtimeconti nuouslytoabletohandleindependently.Finally,leveluniformitymeanpredictionsalarybudgetc ouldchangeasthetablebelow,databasesoncurrentSAGS’ssalarypolicy.
Personnel Level Salarybase (.VND) Level Salarybase (.VND)
Thirdalternativesolution:Flexibleshift
WorkCover New South Wales emphasizes that shift work can be structured as six 8-hour shifts or four 12-hour shifts per week, allowing employees the option for an extra day off A 48-hour continuous rest period is often more beneficial than a 24-hour rest, as it provides employees with uninterrupted time for personal activities Research by Williams indicates that flexible work schedules enhance work-life balance and help alleviate work-related stress Such flexibility can accommodate children's school events, appointments, and unforeseen caregiving needs However, there are notable differences in time use patterns between shift workers and those on regular day schedules, with shift workers typically spending less time with spouses Interestingly, night shift workers tend to spend more quality time with their children compared to other shift workers Many employees on standard schedules express a desire for shift work options to better manage personal responsibilities Conversely, shift workers often seek stability, preferring consistent days off to engage in social activities, sports, or courses, as noted by Mr Nguyen Van Lam For shift workers, flexibility translates to consistent scheduling rather than daily changes, and the term "flex-time" is suggested as a more accurate descriptor for these arrangements, allowing employees to select their work hours within an agreed framework.
Onthewhole,usingsoftwareapplicationinbuildingscheduleispreferablesolutionforW e i g h andbalancegroupofSAGStoavoidimbalancerotatingshift,createeffectiveandappropriates hiftarrangement.Developerareprovidingwiderangeofsoftwarefromzerot o millionsVNDp ermonthperuser.Itsbenefitsandcosts havebeencomparedwith othersolutionstoshowthatsoftwareapplicationhasitsownadvantageandsuitableapproachforim proveshift managementasseveralbelow explanations:
Technology simplifies scheduling by automating the generation of work rosters, eliminating the need for managers to manually consider shift requirements, employee combinations, and recreation time This automation allows scheduling personnel to focus on monitoring weekly schedules and adjusting software conditions for flight changes or seasonal shifts Real-time notifications keep employees informed of any schedule updates through a unified system accessible via PC, mobile, or website, reducing the risk of missed information In contrast, traditional paper schedules require supervisors to manually communicate changes via phone or email, increasing the likelihood of errors and missed updates.
Secondly,flex-timeisavailablebybooking directly.EmployeesinWeightandBalancegroupareusinghard-copycalendar, sending emailortextingVibermessagetobooktheirexpectedshifts.During aweek,therearehugebookinglistoneachdayaboutday-offors h i f t expectation,roster designatorhastowatchandarrangewithoutpriority.Meanwhile,softwareapplicationallows employees booktheirshiftexpectationwithprioritybooking queue,privatestuffswould goafterjobrequirement,earlybooking alsotakeadvantage,t h a t istransparentandequalforall.
Finally,developersprovidew i d e r a n g e o f softwarei n c l u d e d freeo f c h a r g e T h e listprovidedb y PCMAGw e b s i t e i s o n l y recommendation.Thereareh u n d r e d s o f software allowschedulingfunctionandfreeofchargelikeABC Roster,Excel,Googlecalendar,S A G
S mailcalendar,Googlesheet.Atthebeginningofchange,itispreferablewaytopicka freeapplicat iont o findo u t andlearnhowt o u s e T h e applyingsoftwareinsteado f traditionaltoolisnotreq uirecompanyordepartmentpermissionwhethertheeffectivenessa n d efficiencyhasbeenprove dornot.Thus,thissolutioncoulddismisscomplexprocedurea n d controversyunlike erasinglevelbarriersolution.
Implementation
Applyingsoftwareinschedulingshouldbechosenaftercomparingwithalternativesolutions.Inth eWeightandBalancegroup,buildingscheduleisregulartaskweekbyweek,applyingsoftwareshoul db e deployeda s s o o n a s possiblet o improveimbalances h i f t arrangementanddecrease workloadforroster designator Traditionalway in schedulestillcanbe usablebutsoftwareapplicationbringspotentialpositivepointofviewsas g ivenbenefits.Aftercomparingcostsandfunctionsofvariousproviders,firststepthatWeigh ta n d balanceg r o u p shouldtakeimmediatelyisu s i n g trialversion,spendingtimeo n famili arizingwithsoftwareandevaluatingchosensoftware.
- Allemployeesarerequestedtojoinschedulingprocess.Thepurposeofthisactioni s testi ngallfunctionsofsoftware,toensureitworksand feasible.
- Supportingf r o m employees,w h o wouldh e l p currentrosterdesignatori n familiariz ingsoftwares.D u e t o t e s t differentsoftwareo n differentplatform,t h i s h e l p i n g would shareworkloadontrialstepbesidedailyand weeklytasks.
- Consideringbetweenfunctionsa n d p r i c e carefully,manyfunctionsa r e providedcould confuseevaluation.OnceW e i g h t andb a l a n c e makesdecision,anyp a i d function shavetobeworthyoffeesbecauseofincreasingcompany’scost.
Duetohighseason(fromNovembertoVietnameseTetholiday),theplanfordeployingsoftw areinschedulingwouldstartformMarch2018,ittakesthreemonthsforthefinaldecision.Detailactionsareshowedinthetableasbelow.
Toexploreprovidedfeatures Supervisor,Deputyman ager, supportingemployees. x
Pointingoutprosandc o ns ofeachsoftware Tomakefinal decision.Toapplyforlongterma ndreplace traditionalway.
Conclusion
Asaviationindustry,shiftworkisstandingfornatureofjob,fatiguebecauseofrotatings h i f t a ndchangingcircadianclockischronicissueofemployees.Meanwhile,reportsandd a t a alsos howthatemployeesatWeightandbalancegroupofSAGShavesufferedfromfatiguetherefore shiftarrangementplayanimportantroletodecideleveloffatigue,shiftmanagementsho ul d i mprovebymanageriallevelto pr eve nt furtherconsequences.T hi s studywiththetopic“Fatigu eandShiftarrangementinWeightandBalancegroupofSaigonG r o u n d Services
Secondly,givenproblems,leadtofatiguesymptom,hadbeenpointedoutasshiftworkexhaust ed,imbalanceeffort– reward,annualleaves h o r t a g e Consequently,s h i f t w o r k exhausted,orshiftarrangementin detailseemtobethecoreproblemfromwhatemployeestalkedabouttheiropinionsandpreviousstud ies.
Thirdly,severalsolutionscouldimproveshiftarrangementh a v e be e n consideredb y itsbenefits a n d costs.A s a result,applyingsoftwarei n schedulingseemt o b e t h e mostappropriatesoluti onforweightandbalancegroupofSAGStoreplacetraditionalwayto
Actionplanalreadysetupfororganizationtoimplementinordertoimproveshiftarrangementa t w e i g h t a n d balanceg r o u p o f SAGSa s w e l l a s o t h e r groupsi n S A G S Becauseoflimi tedtimeandresource,therearesomeconstraintinthisstudy,itisimpossiblet o approachmoresamples todrawmoreinformativepictureandtoexaminedwiderrangeo f papersfordeeperunderstandi ngofcurrentmatter,thatmightaffecttheconclusionandanalysisprocess.Futureresearchescoul dbefocusedoncollectingemotiondatabylongtermcaresurvey,increasingsamplesbypick ingrelatedcandidatesaroundobject.Furthermore,itisnecessarytoevaluateeffectivenessofea chsolutionbycomparinglongtermcaresurveyinfurther researches.
Supporting information
Thisstudyusedsecondaryd a t a a n d primaryd a t a Secondarydataw a s collectedf r o m relia blesourcesuchaspreviousresearchesfromonlineacademicwebsite,documentsfromgovernment organization,seminar documents,trustedpapers,magazinesandevenstatistico f SAGS’ssystem.Primarydatawas collectedbyconductingaqualitativeresearch,In- depthinterviewsandvisualanaloguescale 9w e r e utilized.
NguyenHoang Phuoc Male Staff 1year
TranThuong Hong Male Former 2year
- Greeting o Introduce abouttopic: fatigueatweightbalancegroup. o Interviewerintroduces o Discussioncouldbeanonymous,conversationwillberecorderandIhopey o u totally freetoshare
- Warming o Howdoyoufeelinthemorningafterwakingup?Isitthesameordifferenceeachday? Howmanyhoursdoyousleepingeneral? o Haveyouevertakea30s–2mnapduringworking?
Doyouuseanycaffeined r i n k s duringyourshift?Howoften? o Doyouusuallygetangryatwork?in whatsituation? oH o w doyoufeelafterfinishyourshift?whatdoyouusuallydoafterleaveoffice?
- Main o Doyoufeelanyfatiguesymptoms(sleepy,tired,etc)aboutyourself? abouty o u r co-workers? o In youropinion,whatreasonsmakeemployee’sfatigue?
When considering the reasons for delays and work characteristics, such as the demanding nature of tasks and external factors like weather, it's essential to evaluate the imbalance between rewards and effort, as well as policies regarding overtime and annual leave The support from co-workers plays a crucial role in managing fatigue; comparing this job's fatigue levels to previous positions can provide valuable insights For supervisors, understanding employee concerns about shift and flight arrangements, personnel shortages, and overtime rewards is vital It's important to differentiate between fatigue caused by devotion to work and perceptions of laziness, especially when delays lead to difficult choices regarding flight schedules Finally, analyzing fatigue levels across management and employees, along with their corresponding weight balance, can help identify which groups experience the most exhaustion and the underlying reasons for it.
- Closing o Givingsomeexampleaboutfatigue’sconsequence. o Thinkingaboutconsequencesofgivenreasons. o Thankforsupportingandcoordinationinsharing.
Shift work is linked to increased fatigue among employees, particularly in three-shift systems, as highlighted by Jansen et al They emphasize that fatigue levels can be influenced by various factors, including the total hours worked, the timing of shifts, the number of consecutive work shifts before a rest day, and the amount of rest taken during and between shifts Additionally, the Maastricht Cohort Study on Fatigue at Work indicates that job characteristics, such as psychological and physical demands, significantly affect the need for recovery from work Regular rest breaks are essential for recuperation and preventing fatigue, as noted by the International Transport Workers’ Federation However, civil aviation workers often face challenges in taking these breaks due to heavy workloads and unforeseen circumstances.
Research by Van Yperen et al indicates that an individual's goal orientation can influence their feelings of fatigue and job satisfaction when faced with heavy workloads While some employees may experience fatigue yet remain satisfied, others perceive high job demands as both exhausting and dissatisfying The study highlights that fatigue mediates the impact of various job demands on overall job satisfaction Natasja van Vegchel et al further explain that job demands represent the obligations placed on employees, with occupational rewards from employers—including monetary compensation, esteem, and job security—playing a crucial role The Effort-Reward Imbalance (ERI) Model posits that a lack of balance between high efforts and low rewards leads to sustained strain reactions, exemplified by the stress of working hard without recognition Additionally, overcommitment as a personality trait can exacerbate this imbalance, causing highly overcommitted employees to experience greater strain in response to the ERI compared to those who are less overcommitted.
Paid leave benefits significantly enhance health-related outcomes, as noted by Wilson et al Longer breaks from work, such as paid annual leave, are crucial for helping employees balance their professional and personal lives, according to Skinner Woolcott (2002) emphasizes that taking less annual leave can lead to a diminished appreciation for holidays, which are vital for re-energizing and coping with life’s pressures Etzion further highlights that employees who utilize their leave are often more productive and experience fewer symptoms of workplace stress Additionally, Van Dijke et al (2003) point out that fatigue can stem from overwhelming work demands and domestic responsibilities, particularly when individuals lack adequate recovery time Henderson et al stress that long-term sick leave often results from severe health issues, such as prolonged fatigue, which can severely impair an employee's ability to function, leaving them no choice but to take time off work.
Place TanSon NhatInternational Airport,Tan BinhDistrict,HoChiMinhC i t y
Khoa My fullnameisLuongNguyenMinhKhoa,I’ma level1 loadcontrollero f
W B sectionatSAGS.Similartootherco-workers,I’mtiredbecauseo f s h i f t workandnon-standardworkinghour.
Khoa Itdepends,therearesome shiftsstartfrom5am,6amin themorningand1 p m or3pmintheafternoonand6pmor10pminthenight.The pointiss h i f t arrangement,6 pmshifttodaywilllead1pmshiftthenextday.Toomanysplittedshiftorearlym orningcouldleadhighleveloffatigue.
Nam Haveyouever had anapduringyourshift?in30secondor2minutes?
1pmtomorrow.Theshortageofsleepinghourmakemetakinga nap,butIalwaystrymy besttostayalertness.
Khoa Frequently,Ihavetostart myshift with acupofcoffee,itbecamemyhabit.
Nam How doyou feel after your shift?
Nam BeforejoiningtoSAGS,whatkind ofjobhaveyou done?
Khoa I had ajobwithstandardworkinghour.FromjoiningSAGS,ittook timet o meadaptshiftwork.
Nam Arethereanyfatigue’s reasonelse,asyou know thatshiftwork isnatureo f job?
Irregularflightsalsomaketired.Weightandbalancegroup isinlackofpersonnelsituationso staffshavetocovermoreflightsthanbefore.Wealsohavemoreflightatnightbe causeofdelay,waiting timeissobad,thebodychangefrom activationto
Khoa Yeah,sunlightandraincouldbe areason,poorcollaborativealsomakesmetired.However,inappropriatesched uleisamainfatigue’scauseforme,as
Khoa Sometimes,Icannotavoidany unexpectedsituationsoitwouldbebettert o h a v e theirsupport Atthemoment,mygroup areinshortagepersonnels o
Nam Fromgiven reasons,what doyouthinkthemostcrucial?
Khoa Overtime,I couldworkfrom3pmto11pmthenI spent 1morehour ford e l a y flight,itmakesmereallyexhausted.
Khoa Ihavenotseenyet,ourgroupcouldnotsolvethisone,nobodycouldp r e d i c t dela yflightandshortagepersonnelmakemestaytocomplete myflights.
Nam Incaseofovertime,anyonehelpyou,haveyounoticedyoursupervisorso r y o u haveto dobyyourself.
Khoa Yesofcourse, afternoticedmysupervisor,theyalsotrytofindanotherappropriateflightforme,supportmetoleaveontime.Sometimes,theyalsoaskedmeforovertimesuppor tingduetolackofpersonnel, mycolleagues couldcovermebut
Khoa Thepolicycouldmakepeoplespendmoreeffort, therewillbearewardf o r this.Incontrast,itisstillourresponsibilitytocomplet e delayflightsw i t h o u t policies,they wouldfrustratedbecauseofimbalance
Nam How doyouthinkaboutyourwork,isithard, doesitrequire skills?
Khoa Thisjobrequireworkinprocesses,youcanfindsome tipstomakeyourworksmooth.However,itisimportantto followprocessesof everys i n g l e flight.
Nam Baseonnature ofjob,haveyouseenthatthisjobmakeanymotivationf o r you,doyouhaveanyf eelingaboutcompletetasksby yourownwaycomparetoprocesses?
Khoa Jobrequires processesso IthinkIshould obeyprocesses,aviationindustryalsoneedcarefulnesssoprocesseshelpmew orkwell.Myfatiguedoesnotcomefromfollowingprocesses,irregularsituatio nshelpmemoreactive,itisalsomyjoyinthiswork.Everyflightshavedifferent storiessuch astoomany cargo,imbalancezonedistribution,iti s motivationforme.
Nam Couldyougivemeanideatoimprovefatiguelevelfor youandyourcolleagues? doesrecruitmenthelpyourfatiguelevel better?
Khoa Ithinkrecruitmentisgood forwholegroup,flightswillbearrangedequally,morehelpavailability,decreas ingpressureinrushhours.Italsocreateschance for onjobtraining.Now,i’mlearningtodoAirAsiaflights,JestarAsiaflights,Scoot flights,thisis alsomymotivation.Inconclusion,recruitmentdecrease numberofflightsperstaffsandcreateo n jobtraining opportunities.
Nam Thankyouforallyoursharing,this conservationwasrecordedand youinformationcouldbeanonymousifyouwant,Ihope yoube okwiththis.
Place 10,HongHaSt,TanBinh District,HoChiMinhCity.
MrLam,todayIwouldliketodiscusswithyouaboutfatigueofemployeesatWB groupofSAGS.Beforewe goon thistopic,couldyoui n t r o d u c e yourselfalittlebit?
Lam HiNam,I’mNguyenVanLam,I’mdeputymanagerofWBgroup atSAGS
IhaveworkforSAGS formore10yearsand I have beeninc h a r g e o f managerialpositionforalongtime.
Nam Thankyou,beforewegooninterview,theinformationbetweenuscouldb e ano nymousso Ihopeyoufeelfree completelytosharingyouropinion.This interviewwouldberecordedandpublishedinthethesis,a r e youok?
Nam Haveyoueverhad anapduringyourshift?in30secondor2minutes?
Lam Inmyopinion,onceonduty,IalwaystrymybesttofocusonmyworkthereforeIu suallyhaveagoodpreparation,itisseldomformetohave an a p during myshift.
Lam IthinkI amgoodatcontrollingmyemotionbutsometimesIgetangryb e c a u s e ofspe cific situation.
Lam Ifeel good, mydutyis over,Ifinishedwork.
Lam Readingbook,hangingoutwithfriend,sometimesI go to coffeeshoporeatout.
Nam Ithinkyouhave agoodmentalandphysicalhealth.Youareatmanageriallevel,withthelistofqu estionIaskedyou recently.Howdoy o u thinkaboutyourstaff,havetheyhadanyfatiguesympto
Lam Ithinkthissituationsometimes happen,notoomuchbutexist.Thereasonmightbepersonalthingsortheirhealt
Nam h.Ifyourstaffsare fatigued,or onceyou getfatigue, whatcausedoyouthink?
Lam Besidepersonalthingsandhealth,Ithink workenvironment.Thenatureo f jobispressure, staffcouldnotreceivedeservedentitlement,ittakestimeformeto havepermissionfromhigherlevelforthosethings.Staffscouldfrustrateaboute ntitlementbut Ithinkthegroup’satmosphere stillg o o d
Lam Recreationtime,annualleave,group’soutdooractivities.
Nam Atyourlevel,andpeoplewho inyourlevel,whatdoyou thinkabouty o u r entitlement?
Lam Honestly,thisissueisquitepressingandsensitive,Icouldnotgo furtherb e c a u s e ofcompany’spolicyand humanresourceplan.We havetriedtorecruit moretoableensurefullyentitlements.Withcurrentworkdemand,your breaktimeandrecreationarenotenough,itisthesamew i t h me.
Nam Furthermore,whatdo youthinkaboutatlower level,staffscould ask ah e l p f r o m eachother toswapshiftfor ashorttrip,atour. Incontrast,atyourlevel,isitpossible?
Lam Youcould seethatitisalongtimeIdonothavealongdayoff or alongtrip.Inmypoint,Itrytokeepequality,I cannottakemy entitlementu n l e s s mystaffshave one.Atmanageriallevel,ifwe wanttotakelongd a y off, webettertrainingourstaffstoabletoreplaceustemporary,itiso u r responsibili
Nam ty.Besideentitlementissue, whatisyouropinionaboutfatigue’sreasonlikeovertimeandimbalanceeffort– reward?Lettalkaboutovertime?
Lam Ithink overtimehappenbecauseofshortagepersonnelandnatureof job,b u t overtimeseemto be verylittle,actuallyduringflightdelay,weenjoyi d l e timeinourshift,Istilltry tolimityourovertimebut thosedelayflightwillbehandledbyanotherone,mightbeyouinthenexttimefro mothers.Finally,thisiskindofsharing worktooptimizeourhumanresource.
Nam Althoughovertimeisanatureofjob,several opinions supposethatcombineovertimein onemonth,itcanbeequaltooneorto dayoff.Infact, asyousaid, people are in idleperiod duringflight time but they arestillondutyasstandby.Moreover,therearetwoconflictedthinkingthatpeopl ecompletetheirflightsevenovertimeasdevotionfor hisjobcompareto peopleleavecompanyontime,find thewayto swapflightaslazytype,whatpurposeofrewardin thissituation?
Lam Everyonewantstoleaveontime,ifyouwantrewardlikeincentiveorrecognition for yourovertime,youhavetothinkaboutcompany’spolicy.Salarybudgetisfixedf oreachgroup,therearethelosingsideandgainside.Thenatureof jobhasto beunderstoodbefore joining.Wealwayst r y f o r staffleavingontimebyswappingflightandrearrangingschedule,j u s t so metimeitcouldnot.Actually,atmanageriallevel,we wouldpickcandidatesfortrainingandpromotingasarecognitionfor yourdevotion,w e h a v e paidattentionduringwholeprocess,wetrytofind differentw a y s t o recognize yourdevotion.
Nam Thankyoursharing.Stepfurther,asyoumentionedaboutnatureof job,w e areincharge offlights,hugenumberofVietjetcarrier arehandledato u t s i d e packingbay,staffhave tofacewithsunlight, noise,hightemperature,rain.Whatdoyouthinkaboutthose thingsthatfrontlineemployeeshavetoface?
Lam Iagreewithyouabouthighpressurebythosethings.Onceyougoout,y o u havet o facewithhazardofoutsideenvironmentmeanwhileinsidet h e office,youhav eto facewithtimepressureandwork stress.Thereisn o differenceaboutlevelofpressure,youhavetoadjustthiskind ofstressandyourmentality.
Nam Comebackwitheffort– reward,itcouldbewiderangeofreward,evenequalityamongstaffs,numberoff lightsperemployeeperdaycouldbeunequal.Doyouthinkaboutotherappraisal systembecauseeachdaysupervisorworkwithanotherteaminshift,itseemsto bedifferenttomonitor?
Lam Youmightnotrememberthatsomestoriesaboutothers sharedwithme,Iw o u l d keepontrackanddoublecheckits accuracytoimproveinequality,Istilltrytoarrangebookinglistequally,therewil lbesolutionf o r w h o avoidarrangement.All yourfeedbackiswellrecognized.
Nam Back toyourself,have youreceivedgoodsupportfromyourco- workerwhenyouovertimeor havedoubleflights duringyourshift?
Nam Inconclusion,fromgivenreasons causefatigueinourgroup,whatcrucial reasonoffatigue situationdo youthink?
Lam Weare findingsolutions.Wearerecruiting morebutunfortunately,therew o u l d besomebodyquitthe job,somepeopletakeamaternityleave,therecruitingandtraining timelastquitelong (atleast3month).Humanresource alsobelongstocompany level.
Lam WearetryingCentrelizeloadcontrolfordailytask,itishugechangeinworkproc essesrequireothersdepartmentcollaboration.Itwilltakelongtimeforthischan ge,itstillexistssensitiveissues.
Lam Weare humanbeing,hard toconcentrate,lowproductivity,errors,gettingangry.Itisimportanttokeeppos itivementality,happyisgoodf o r w h o l e day.
Place 02,DongDaSt,TanBinh District,HoChiMinhCity.
Nam HiPhuoc,Iam workingonfatigueofemployeesatWB groupofSAGStopic
Phuoc I’mHoangPhuoc,i’mloadplannerof WBgroup atSAGS.
Nam Beforewegooninterview,thisinterviewwouldberecorded,ifyouwantt h e info rmationbetweenuscouldbeanonymousso Ihopeyoufeelfreecompletelytosharingyouropinion,areyouok?
Phuoc Itdependsonmyshift.Ifmyprevious shiftwasnight,Icouldfeelquitetired.
Phuoc Tocomparewithbefore,Ifelt worsewhen Iwake up.
Nam Haveyouever had anapduringyourshift?in15-30secondor 2minutes?
Phuoc Ifeel good,comfortable However,workstresscouldstillexistand
Phuoc I workoutathome,I hadplayedfootballbutless timelimit me.
Phuoc Istronglyconfirmabouthighfrequency,tired,angry,notalertness,memorylos sbecauseofnightshiftfromjoiningSAGS.
Nam How doyouthinkaboutyourco-workers,havetheyhadanyfatiguesymptoms?
Phuoc Yes,sometimesI saw theyfelt tiredduringtheir shift.
Nam Ifyourstaffsare fatigued,or onceyou getfatigue, whatcausedoyouthink?
Phuoc Workingtime,workpressure.Mainly,timecouldbeinappropriatearrangeme nt, inappropriate recreationandshiftbreak,lackingofrecoveryenergy.Workpressure couldmaketiredandstress.
Phuoc Abouttimeandperson- person.Therearemanygroupsinvolvedindailytask,sometimesotherscreatek ind ofpressure.
Nam Yousaidaboutshift work,timepressure, person- personofgroups,howa b o u t delay flightand overtime.
Phuoc Yesofcourse,Ispenttoomuchtimeforworkmeantimeformyselfw o u l d decre ase,itwouldbestressful
Phuoc Iam quitesatisfiedwith currentsalarybutovertimeseemnottobeanofficialrecognition,itiskindofagree mentamongstaffs,ithasbeenseena s anature ofjob.There isnoovertimepolicy.
Nam Thankyou.Thenextquestionisaboutentitlement,howaboutannualleaveand holidayleaveatyourgroup?
Phuoc SAGS isaservicecompany,ithasto run24/7so wehavetoworkonholiday occasion.Wehave apolicyaboutannualleaveandholidayleave,butwe havenotreceivedit fully,managercouldnotfindoutasolutionforannualleaveatthemoment.
Phuoc Itisquitehardbecauseofshortage personnel,ithasto depend onnumbero f personnel, season,bookinglist.
Nam Soback totheeffort–reward,atmanageriallevelsaid,theydidrecognize effortsbytrainingopportunities, staffofthehighseasonreward.How doyouthinkaboutthat?
Phuoc Myovertimewasnotrecorded,itisonlyseenoncompanysystem( S M I S ) , sy stemcouldnotdescriberealisticpicture.Iftheyrefer systemt o d e c i d e reward,itcouldbeunequal.
Nam Thereisagovernmentdocumentaboutovertime,how doyouthinkifcompanyhaveapolicyforovertimebybonus?could itequalizeefforta n d rewardtodecreaseleveloffatigue?
Phuoc Ithinkfatiguerelatetohealth,bonusasrewardjustonlyapartofpayb a c k Heal thismoreimportant,butovertimepolicyshoulddeployandh a v e todeploy.
5reasonscouldmakefatigueatweightandb a l a n c e group,whatreasondoy ou thinkcouldimprove,whatcouldnot?
Phuoc Overtimecouldbesolvediftheycouldfigureouthumanresource,Isawcompan yhadrecruitmentplan inordertoannualleave.Ihavenotseena n y positive signalaboutovertimerecognition.
Phuoc Restbreakisnotenough.Wehavenotreceivedannual leavefully,weh a v e to workcontinuously.Therecreationtimebetweenshiftisvery important,itdecrease timeforsleep,itnarrowdownourtimeforactivities.Toomuchtimeforwork.
Nam Inaddition,asyousaidaboutperson- personrelationship.Haveyoureceivedgoodsupportfromyourco-worker, supervisors?
Phuoc Yes,butsometimeIfeltIdonotreceiveanyhelp fromsomeco-workers
Nam Sohow doyouthinkaboutthat,Ithoughtyoucannotalwaysworkwithp e o p l e whowil lingtohelpduringyourshift.
Phuoc Itwillbesadbecauseofunequal helpamong mycolleagues.Intermofwork,helpisonlysecondary,Ihavetodomyownjob, situationwoulddependon who Iworkwith.
Nam Back toyourself,beforejoiningtoSAGS,whatkindofjobhaveyoud o n e ?
Phuoc Itisunequaltocompare,itismorecomfortableforparttimejob for sure.M y currentjob isquitetight,manyregulation,policies,pressure.
Phuoc Ithinkitisthesame,theycould work2to3nightshiftsperweekbutth ey alsohavekindofpoliciesforthis.
Nam Becauseofdifferentlevel,youdoVietjetcarrier mainly,youhavetogoo u t s i d e andfacetoharmfulenvironmentlikerain,su nlight,noise,pollutedair.Doyoufeel tiredabout that?
Phuoc Itmightbeoneofmanyfactors, goingoutside,movingbetweenpackingb a y , weathercoulddrainourenergy comparetositinoffice workingw i t h system.
Nam Back todelay,therearetwokindsofopinion.You willkeepdoingyourflightalthoughitdelaysaround30- 60mins.Incontrast,you willnotdoit It like you will take tiredfor yourself compare toyoudonotdevotef o r yourworkaslazy.Howdoyouthink?
Phuoc Inmyopinion,Iaccept 30-60minforovertimewith delayflight.Ifmoret h a n t h a t , itisnecessaryformetoneedhelpfrom mycolleaguesandsupervisor.Evaluation dependonpeople,Itrymy bestinmywork.
Phuoc Yes,highleveloffatiguemakes mehardtoconcentrate, manynightshiftmakemeloss memory.Asaresult,Icouldmakeerrors, errors makememorestressful.
Nam Thelastquestion,comparetothebeginningfromjoiningSAGS,couldy o u des cribethedifference.
Phuoc Itcouldbemyattitude,fromenthusiasmanddevotionatbeginning,nowI learnt orelaxand Idonotspend muchtimeforcompany’s stufftoavoidoverload.
Place GoodmanCoffeestore,CuuLong St,TanBinh District,HoChiMinhC i t y
An My fullnameisLe HoangAn,I’m27yearsold.
Nam Howlong haveyouworked atWeightandbalanceGroupof SAGS
Nam Beforewegooninterview,thisinterviewwouldberecorded,ifyouwantt h e info rmationbetweenuscouldbeanonymousso Ihopeyoufeelfreecompletelytosharingyouropinion.
Nam Haveyouever had anapduringyourshift?in15-30secondor 1minutes?
Nam Anyway,doyouthinkyouhavefatiguesymptoms liketired,notalertness?
Nam How doyouthinkaboutyourco-workers,have theyhadanyfatiguesymptoms?
Nam Ifyourstaffsare fatigued,or onceyou getfatigue, whatcausedoyouthink?
An Firstly,itis aboutworkingshift,circadianrhythmcouldbecomplexunlikenormal people.Rotatingformmorning,noonandnightmakeslackofsleephour.Secon dly,natureof jobrequires toomanyfocusingsoi t makesustired.
An Inmyownopinion,delayisa natureofjoband itisnotamainreasonsoI donotwanttotalktoomuch.Actually,duringwaitingfordelayflight,w e cand oprivatethingsor wearein idlemodeor wehelpco-workers.
Delaycouldnot beimportantbutsomepeopletrytheirbesttocompletet h e i r flights althoughIcouldbe30-60minutes overtime.Theirefforthasn o t receivedanyrewardorrecognition,doyouthink itcouldbe acauseo f fatigue?
Theyalready readandsignedcontract agreement with policiesa n d principle.Italsodependsondifferentviewsaboutfeelingofoverti mesoI think itisnotenoughto confirmitisa cause offatigue.
An Ya Theway wearrange dailyactivities.
Nam Back todelayandovertime,there aretwoconflictedthinkingthatpeoplecomplete theirflightsevenovertimeasdevotionforhisjobcomparetop e o p l e leaveco mpanyontime,find thewayto swapflightas lazytype,w h a t doyou think?
An Itisnot afaultwhenIleaveofficeontimeifsupervisororco- workersa g r e e totakecare mydelayflights.Sorrycouldyourepeatotheridea.
Nam Thatispeopletrytocompletedelayflightbytheirown butthereisnorecognitionor anyrewardfortheireffort,theyonlygetexhaustion.
An Ithinkpeopleknowwhattheywant oncetheytrytofollowdelayflights.I f they wantarecognitionbuttheydo notgetit,they couldrefuse delayflightsnexttime,in casetheywillingtododelayflightwithoutthep a y b a c k , rewarddoesnotmak eanysense.
Nam Thankyou.Inaddition,haveyoureceivedgoodsupportfromyour co- worker,supervisors?
An Inmyopinion,help isnottheir mission,theydohaverighttorefusesow e h a v e toacceptthatwithoutcomplaining.
An Itisfine,we couldrememberaboutthissituation,dotheyhavetimetoh e l p u s or not,wecan considertohelp themoncethey needhelp.Wecanalsohelpthemfirstthanlookingforwardthehelpback.
An Ithinkitisacceptableargument, shiftshavebeenarrangedquiteclose.T o behonest,Ialsocouldnotfindoutthew ay toarrange myshiftformaximizingrecreationtime ifIwas inchargeofshift arrangement.
An Shiftwork mightbethesamepoint.Tocompare,frontlinelevelfocusonspecializing,mana geriallevelhas totraintheirstaffs,manageinwider a n g e , dealwithstaff’sissuebesidetheir
Nam Couldyoucompare fatiguelevelindifferentstaff level,between1 st and2 nd level,asyouhavedonerightnow,you aircraftaslevel 2?Examplegoingtooutsideparking bayandsittingatoffice?
1,youcanfacetopollutedair,sunshine,rain.Meanwhile sitinginofficeaslevel2 havetof o c u s andusetheir knowledgetohandlewidebodyaircraftthanpeoplea r e inlevel1
Nam Howabouttheeffectofshift work,imbalanceeffort–reward,delayflight, imbalance amongyourgroup?
An Thereisnodoubtaboutpeoplewhospendmore effort,couldbeunhappya n d frustrated.Peoplehaverighttocommenttotheirsu pervisorsand co- workersiftheyhavedonemanyflightsthanother.Itdependsonyourselft o askfo rrearrangement, supervisormightmakeamistakeonmonitoringb u t itis betterway totalkbythemselves.
Nam Therearetoomanycomplaintscouldmeantheyarelazyordevoted,howd o yout hink?
An Peoplehavetolookbackyourselffirst,thentheyhaveto talkwithsupervisorabouttheir problem.Itistheway we solveit.
An Ithinkitisabouthumanresource,quitetop-level management.We don o t haveenoughstaffsto handleso wehavetolimitour dayoff andannualleave Naturally,we gettiredwhenweworkwithoutrest.
Nam I haveseenthatsome supervisorshavenottakentheirannualleavefor al o n g time,itisquite badsituation,how doyouthink? howaboutatyourlevel?
An Icompare14daysforannualleavewiththerestoftheyear,theannualleavecould doesnotmakeanysenseforlongdayworking,theimportanceishow wearrangeour timetableevery day tolimitleveloffatigue.
Nam Shiftarrangementrelatetostaff’sability,staff’s level,howdoyouthinkt h a t uniformityoflevelwillminimizeyourfatigue?
An Yes,itisveryappropriate, it is veryideal for uniformitybecauseweneedl o n g time, staff’sability toupgrade level Uniformitymeancovereacho t h e r easily,itwouldbewonderfulforthisstage.
Place TanSon NhatInternational Airport,TanBinhDistrict,HoChiMinhC i t y
Lan,todayIwouldliketodiscusswithyouaboutfatigueofemployeesatWBgro upofSAGS.Beforewe goon thistopic,couldyoui n t r o d u c e yourselfalittlebit?
Lan I’mDoanPham ThaoLan,i’masupervisorof WBgroup atSAGS.Ih a v e workfor SAGSformore10years.
Nam Thankyou,beforewegooninterview,thisdiscussionwillberecorded,t h e inf ormationbetweenuscouldbeanonymousso Ihopeyoufeelfreecompletelytosharingyouropinion.
Nam Haveyouever had anapduringyourshift?in15-30second?
Lan Recently,Igetangryeasierif somethinghappens unexpectedly.
Nam I hadaskedyouaboutpotentialfatiguesymptoms,doyouthinkyouhavefatigues ymptoms likesleepy,stress,notalertness, distractionfromj o i n i n g SAGS.
Lan JobrequireshiftworksoIthinktheyalsohavefatiguesymptoms.Peopleworkinn oon,eveningandnight wouldsuffer fatiguedmorethanwhoworkin themorning.
Nam Ifyourstaffsare fatigued,or onceyou getfatigue, whatcausedoyouthink?
Lan Highwork demand,itwouldbebetterin alowseason.Inhighseason,staffhavedonemanyflightsbecauseoflackofpers onnelandflightincreasing.Thatleadtothefatigue.
Nam Delayflights makeovertime,itcouldbe areason.Whatdoyouthink?
Lan Iagree, employees couldbe inidle modeduringdelayflights buttheystillwork in theofficetherefore timewouldlastlongerandmaketheytired.
Nam Thereareopinions aboutimbalance effort–reward,howdoyouthink?
Lan Ithinkthat’s right.Iftheyspendeffortontheirworkbutreceivedunworthyreward,theywoul dfeed unhappy.
Nam You arealsoonmanagerial level.Howdoyouthinkaboutthisimbalance?
Lan I’mat lowestmanageriallevelso I couldnot doanything,itneedshigherlevel’s action.
Lan Itryto shareworkload equallyatmylevel,butrecognitionandrewardn e e d higherlevel’s decision.
Nam Ithinkinyourlevel, youhaverighttorecommendorgiveadvicesfortopmanagertobalancingeffort– reward,don’tyou?
Nam Haveyoureceivedgoodsupportfromyourco-worker whenyouovertimeor havedoubleflights duringyourshift?
Nam Is it thesameamongyour group,doyou thinksomebodyare enthusiastica n d somebodyarenot?
Lan Ithinktheyallhave goodsupport spiritbutsometime,theirabilitiesaren o t allowedforfullsupport.
Nam Thenextquestion,somebodymentionedthatthecauseoffatiguecomef r o m s hift arrangement,toomany earlymorningshift,toomanysplitteds h i f t forexample.Youaretherosterde signator.Howdoyouthink?
Lan Ithinkitisright,IarrangeschedulebymanualsoI could notavoidmistakes.Onceschedule release,peopleshouldtake alookandnotice mei f anyinappropriate.
Nam Therearetwoconflictedthinkingthatpeoplecomplete theirflightsevenovertimeasdevotionfor hisjobcompareto peopleleavecompanyontime,find the waytoswapflightaslazytype, whatdoyouthink?
Lan I donotagreebothsideofthinking.Ifflights aredelayedin shorttimew i t h i n 1hour,Iwouldasktheirhelp iftoomanyflights.Incasetheflightd e l a y e d morethan1hour,itshouldbeinchar gebyothers.
Lan Therearemanyfrontlineemployees sotheycouldtake atriportakead a y offeasierthanmanageriallevel.Forexample, frontlineemployeescouldhaveonenightshiftperweek,meanwhile supervisorhaveto work2-3nightshiftperweek,Moreover, supervisorcoulddolittle flightsbutt h e y d o loadsheetforbiggerjet.Peoplesuffer differentkind offatigues o i t ishard tocompare.
Nam Couldyoucompare fatiguelevelindifferentstaff level,between1 st and2 nd level,asyouhavedonerightnow,you areinchargeofwidebodyaircraftas level2?Examplegoingtooutsideparking bayandsittingatoffice?
Lan Atlevel2,itishigherworkdemand.Forlevel1, itcoulddrainyourstaminabut itissimpleandless processes,lesscalculation,lessconcentration,quickturnaround.
Lan Itisa hugeimpact,Ihavenottakenannual leaveforyears.
Lan Icouldtakeanew job butitdependstoomuchthings.Addingmoresupervisorsforsubstitution,weare alsowaiting2maternityleave.Thesituationwouldbebetter.
Nam Fromgiven causesof fatigue inourgroup,whatcrucialreasonoffatiguesituationdoyouthink?
Lan It is about lackofpersonnelandlackofentitlement.
Nam Howaboutconsequencesofeachcauselikeshiftwork,overtimeandimbalance effort–reward.
Nam Forexample, imbalanceeffort– rewardwillleadnegativethinkingamonggroup,overtimeleadattitudechange. Somepeoplechangetheirmindindevotionafteroneyear,their enthusiasmisdecreasing.
Lan Of course,theychangefromlearningnewthingstocompare amonggroup.Imbalancehaveanegativeimpactonenthusiasm,theywouldnot spendmoreeffortintheirwork.Become lazier.
Nam Couldyoumanageyourshift well?couldyouknowallactionsof yourstaff?
Lan Icouldnotmanageallstuffs,itdependsonmyflights onthisday.Itish a r d f o r multitask.Ineed helpfromothers.
Nam Aboutentitlement,shiftarrangementrelatestostaff’s ability,staff’slevel,how doyouthinkthatuniformityof levelwillminimizeyourfatigue?
Lan Iagreewithyouaboutthat,Iarrangeschedulebaseonabilitycriteria.Somepeop le cando allkindofflights sotheyareveryflexible,meanwhile someoneelseonlydosomeflights,theirshiftoptionhaveb e e n limited.
Nam Theyallwanttodoanykindofflight, uniformityoflevelwillbring ag o o d coveringforwholegroup.Attheir level,arethereanyplanandprocessesforupgradingstaff’sability?
Lan WeareinlackofpersonnelsituationsosomebodyhavetotakecareVietjetcarrie r mainlyforother’s upgradingprocesses.We donothavemuchtimefor onjobtraining,itis alsorequiredexperiencedsupervisorf o r training.As asupervisor,Ireallywantyoualldo anyflightforidealcovering.
Nam Thelast questionforyou.Yousaidthatyouschedulingmanually.Aret h e r e anywarni ngfunctiononthisfile,like tooshortbreaktimew a r n i n g ?
Lan I useexcelfilecurrently,itonlyhas non-duplicateinsameday and dayo f f warning.Thereisnowarningfunctionforshortrest breaktimeb e t w e e n shifts.
Place NuCoffee,BachDangStr,TanBinh District,HoChiMinhCity.
Interviewee Mr.TranThuong Hong–Former staff
Nam HiMr.Hong, todayIwould liketodiscusswithyouaboutfatigueofemployeesatWBgroupofSAGS.Befor ewe goon thistopic,couldyoui n t r o d u c e yourselfalittlebit?
Lan HiNam.Ihadworkedwithyoufor ayear,I’mHong,
Nam Thankyou,beforewegooninterview,thisdiscussionwillberecorded,t h e inf ormationbetweenuscouldbeanonymous
Nam I hopeyou feelfreecompletelytosharingyouropinion.Comebackwheny o u workedfor SAGS,couldyoushowmehowyoufeelinthemorningafterwaking upincommon?
Hong Ifeeltiredatthebeginning,itwasbetter whenIadaptedto thejob.H o w e v e r , itwasalwaystiredinthemorning.
Nam CouldyoutellmehowmanyhoursyouspendonsleepingfromjoiningS A G S a ndfromleavingSAGS,in average?
Hong About6hours whenI hadworkedandmorefor now.
Nam Haveyouever had anapduringyourshift?in15-30second?
Nam Didyouthinkyouhavefatiguesymptoms likesleepy,stress,notalertness,distractionfromjoiningSAGS.Howaboutyou rcolleagues?
Hong I hadthosesymptoms, it is the same withmycolleagues becauseworkloadperstaffwas notdifferenttoomuch.
Hong Letmethink,Isupposethatheavyworkload,jobdemandhighconcentrationan daccuracy.
Hong Iagree,mybodyhavetochangetoadapt.Moreover,fatigue’sreasoncouldbewo rkingenvironment Forexample,wemovefrom officetoo u t s i d e fieldleadtotemperaturechanging,from25Celsiusdegree too v e r 30Celsiusdegreethan 25Celsiusdegreeinaircraftcabin inshorttimewillmake weintrouble.
Nam Itisnature ofjob,right.Howdoyouthinkabouttheovertimedue tod e l a y flights?
Hong Ithappenedfrequently,wewaitedfor theleavingtimebutdelaywilllastl o n g e r anditmakefatiguelevel increasing,wehad towork withlowestenergy.
Nam How doyouthinkifcompanyhave apolicyforovertimebybonus? howa b o u t overtimepolicyatSAGS?
Hong Ithinkitshouldbemoreattentionforovertimeduringshift,ifstaffdidn o t getan yhelpandsupportforovertime,itwouldleadtofrustratedandangry.
Nam Thereareopinions aboutimbalance effort– reward,aboutunequalamongemployees.
Therearetwoconflictedthinkingthatpeoplecomplete theirflightsevenovertimeasdevotionfor hisjobcompareto peopleleavecompanyontime,find the waytoswapflightas lazytype, whatdoyouthink?
Hong Iusuallykeptmyflights,weallfeeltiredequally Ididnotwant togivet h e m morefatigue Iacceptedovertimeaswhat Ishoulddo.
Nam Haveyoureceivedgoodsupportfromyourco-worker whenyouovertimeor havedoubleflights duringyourshift?
Hong Yes,ithad but justalittle bit.As Isaid,jobishighpressuresopeople tryt o f o c u s ontheirownstuffs morethanothers.
Nam Thankyou.Thenextideais entitlement,doyouthinkentitlementasacauseoffatigue, howaboutyourentitlementduring workedforSAGS?
Hong TheentitlementinweightandbalanceSAGSisstuckyearafteryear,itstillhasno t away to solve.Itwasoneofreasonsmakemequitthejob
Itw a s unequalandnottransparentamongemployees,itshouldbepublishedfro mthebeginningoftheyear,itshouldbepriorityforpeoplew h o hadplanearlier insteadofsuddenoccasion.
Hong Iaskedfor helpfrommycolleagues,Icouldborrowtheirweeklydayofft h a n payback Icouldalsoensure 48workinghoursperweekinshorttimeby doubleshiftstohavemorecontinuousday off.
Nam Fromgiven causesof fatigue inourgroup,whatcrucialreasonoffatiguesituationdoyouthink?
Hong Itwouldbenatureofjob,weworkedcontinuouslyso wedid nothaveenoughtimeforrestbreak.
Hong I did notfeelanyhelpandsupportingfromsupervisorsaboutmyfatiguea n d pressu rethatIhadsuffered.Mydevotion couldnotmakesense comparetowhenImademistakes.It washugeimpactonmyquitdecision.
Ifelttiresometimes,Ialsoexpectedannualleaveorlongrecreationtimeafterhig hseasons.However,Istillworkeda s beforeinsteadofmyexpectation.
Phuoc Timecouldbeinappropriate arrangement, inappropriate recreationands h i f t break,lackingofrecoveryenergy.
Therecreationtimebetweenshiftisveryimportant,itdecrease timeforsleep,itnarrowdownourtimeforactivities.Toomuchtimeforwork.
An Workingshift,circadianrhythm couldbecomplexunlikenormalpeople.Rotatingformmorning,noonandnight makes lackof sleephour.
Lan JobrequireshiftworksoIthinktheyalsohavefatiguesymptoms.Peopleworkinn oon,eveningandnight wouldsuffer fatiguedmorethanwhoworkin themorning.
Hong Shiftworkisnotimportantwithme,it bringsome positivepointsforme.
Staffs wouldbefrustratedbecauseofimbalance effortandreward,workmotivation couldbefaded.
Lam Atmanageriallevel,wewouldpickcandidatesfortrainingandpromotingasarec ognitionfor your devotion, we have paidattentionduringwholeprocess,wetrytofinddifferent waystorecognize yourdevotion.
Rewardlike incentiveorrecognitionforyourovertimerelatedtocompany’spolicy.Salarybu dgetisfixedforeachgroup,therearethel o s i n g s i d e andgainside.
Fatiguerelatetohealth,bonusasrewardjustonlya partofpayback.Healthismoreimportant,butovertimepolicyshould deployandhavetodeploy.
An Theireffortinovertimehavenotreceivedanyrewardorrecognition, itmightberightbutItalsodependondifferentviewsaboutfeelingofovertimesoI think itisnotenoughto confirmitisa cause offatigue.
Lan Staffsspendeffortontheirworkbutreceivedunworthy reward,theyw o u l d feed unhappy.
Hong Itshouldbemoreattentionforovertimeduringshift,ifstaffdid not geta n y helpandsupportforovertime,itwouldleadtofrustratedandangry.M y devotioncouldnotmakesensecompareto when Imademistakes.
Lam Entitlementissueisquitepressingandsensitive,Icouldnotgofurtherb e c a u s e ofcompany’spolicyand humanresourceplan.We havetriedtorecruit moretoableensurefullyentitlements.
Itisa longtimeI donothave alongdayoff or alongtrip.Inmypoint,It ry tokeep equality,Icannottakemyentitlementunlessmystaffshaveo n e Atmanagerial level,ifwe wanttotakelongdayoff, webettertrainingourstaffsto abletoreplaceustemporary,itisourresponsibility.
Phuoc Restbreakisnotenough.Wehavenotreceivedannual leavefully,weh a v e to workcontinuously.
An Wedonot haveenoughstaffsto handlesowehave tolimitour dayoffandannualleave.Naturally,we gettiredwhen weworkwithoutrest. ButIdonotagree entitlementasacauseleadtofatigue.Theimportancei s howwearrangeour timetableeveryday tolimitleveloffatigue.
Lan Entitlementisa hugeimpact,Ihave nottakenannual leaveforyears.A d d i n g moresupervisorsforsubstitution,wearealsowaiting 2maternityleave.
Hong TheentitlementinweightandbalanceSAGSisstuckyearafteryear,itstillhasnot away to solve.
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The Department of Labour's 2007 guide on managing shift work aims to minimize workplace fatigue for employers It provides essential strategies and insights to help create a safer and more productive work environment For more information, you can access the full document at the following link: [Managing Shift Work to Minimize Workplace Fatigue](http://www.worksafe.govt.nz/worksafe/information-guidance/all-guidance-items/managing-shift-work-to-minimise-workplace-fatigue-a-guide-for-employers/managing-shiftwork-fatigue-employers-07.pdf).
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