(Luận văn) job satisfaction of chief pursers in vietnam airlines

t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng International School of Business hi ep w n lo ad ju y th yi pl n ua al TRANG THANH MINH NGUYET n va ll fu oi m JOB SATISFACTION at nh z OF z ht vb k jm CHIEF PURSERS gm om l.c IN VIETNAM AIRLINES n a Lu n va MASTER OF BUSINESS ADMINISTRATION y te re th Ho Chi Minh City – Year 2018 - 2020 t to UNIVERSITY OF ECONOMICS HO CHI MINH CITY ng International School of Business hi ep w n lo ad ju y th yi pl n ua al TRANG THANH MINH NGUYET n va fu ll JOB SATISFACTION oi m nh at OF z z vb k jm ht CHIEF PURSERS MASTER OF BUSINESS ADMINISTRATION om l.c gm IN VIETNAM AIRLINES n a Lu n va SUPERVISOR: Dr LE THI THANH XUAN y te re th Ho Chi Minh City – Year 2018 - 2020 TABLE OF CONTENT t to LIST OF TABLE ng hi LIST OF FIGURE ep LIST OF ABBREVIATION EXECUTIVE SUMMARY w n CHAPTER1: PROBLEM CONTEXT lo Company Overview 1.2 Vietnam Airlines’ Organization 1.3 Vision & Mission 12 1.4 Industry Context 12 1.5 Company Context 13 ad 1.1 ju y th yi pl ua al CHAPTER 2: PROBLEM IDENTIFICATION 14 n Symptom Analysis 14 2.2 Potential Problems 17 2.3 Problem validation 29 n va 2.1 ll fu m oi CHAPTER 3: CAUSE ANALYSIS AND VALIDATION 31 nh Cause analysis 31 3.2 Cause Validation 41 at 3.1 z z vb CHAPTER 4: SOLUTION 43 Alternative Solution 43 4.2 Solution Validation 54 4.3 Implementation Plan (Action Plan) 56 k jm ht 4.1 gm CHAPTER 5: CONCLUSION 63 l.c om CHAPTER 6: SUPPORTING INFORMATION 64 Interviewees’ Transcripts & Profiles 64 6.2 References 77 6.3 Appendix 80 n a Lu 6.1 n va y te re th LIST OF TABLE t to ng - Postholders’ names and responsibilities Table 2.1A - The rating result of cabin purser staff 15 hi Table 1.2 ep Table 4.3A w Table 4.3B - Action plan 58 - Internal training cost 62 n lo ad ju y th LIST OF FIGURE yi Figure 1.2 A - Semi-Organization Chart 10 pl ua al Figure 1.2B - Cabin Crew Division & Organization Chart 11 n Figure 2.2A - Chief purser’s task card 19 va n Figure 2.2B - C-class cabin attendant’s task card 19 fu ll Figure 2.2C - Initial Diagram of Symptom and Potential Problems 29 m - Initial causes and effect map 40 Figure 3.2 - Final cause and effect map 42 oi Figure 3.1 at nh z z Figure 4.1A - Cabin attendant career path and progression 45 vb Figure 4.1B - Standard promotion line of CCD 47 jm ht Figure 4.1BB - Fast-track promotion of CCD 47 k gm Figure 4.1C - Revised promotion line accompanied with coaching and instructor position 51 om l.c Figure 4.1CC - Coaching staff 51 Figure 4.1D - Promotion line amended coaching and management position 53 n a Lu n va y te re th LIST OF ABBREVIATION t to ng International Air Transport Association CAAV Civil Aviation Authority of Vietnam VNA - JSC Vietnam Airlines Corporation – Joint Stock Company hi IATA ep VNA Vietnam Airlines w Cabin Crew Division n CCD Flight Training Center ad All Nippon Airways y th ANA lo FTC Vietnam Air Service Company CAA Cambodia Angkor Air SMS Safety Management System HR Human Resource QA Quality Assurance Dept Department CA Cabin attendant CAs Cabin attendants A350 Airbus 350 A321 Airbus 321 B787 Boeing 787 C-class Business Class Y-class Economy Class ju VASCO yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th Executive Summary t to Air transport captures a crucial segment of the global economics Nowadays, the appearances of many ng hi air carriers are the challenges among airline companies and create the harsh competition Passengers ep are provided the variety of choices Gaining passengers’ satisfaction which is influenced by service quality is vital for the airlines’ survival Service quality of the full-service airlines includes the airport w n service and the in-flight service in which onboard service plays a key role, because passengers spend lo ad most of the time on the flights and have much time for communication with the front-line staff y th Passengers’ perception impacts their assessments on the airlines The front-line service personnel like ju cabin attendants who often face to workload, disorder sleeps, different time zones, work tension have yi to keep smiling, courteousness and attentiveness in dealing with passengers’ demands and problems pl ua al They are the important labor forces of the airlines onboard Also, they really love their jobs as their performance says the degree of job satisfaction The duty of the airlines is to drive their job n n va satisfaction toward the company’s goals and mission as their satisfaction results in the profit and fu productivity Vietnam Airlines is not the exception ll Studying Skytrax report and rating on March 2019 for Vietnam Airlines, there is appearance of low m oi performance resulting from job dissatisfaction of chief pursers who are managing the in-flight service nh quality of cabin crew The purpose of the thesis is to find reasons influencing job dissatisfaction of at z chief pursers and proposes the solution z k jm ht vb om l.c gm n a Lu n va y te re th CHAPTER 1: PROBLEM CONTEXT t to 1.1 Company Overview ng hi The history of Vietnam Airlines (1) began in January 1956 At that time, it was a small carrier starting ep to operate with five small aircrafts The first domestic flight was opened in September 1956 The w airline was recognized as marking the birth of the civil aviation industry in Vietnam Vietnam n Airlines (2) was established in April 1993 as a state-owned enterprise under the state management of lo ad Civil Aviation Authority of Vietnam (CAAV) On 27 May 1995, the government formed Vietnam centerpiece ju y th Airlines Corporation by bringing together 20 service companies in which Vietnam Airlines was the yi pl In 2006, Vietnam Airlines (3) became a member of the International Air Transport Association al ua (IATA) In 2010, it was renamed Vietnam Airlines Company Limited In June 2010, Vietnam n Airlines (VNA) became a member of Skyteam including 19 global airlines In 2015, Vietnam Airlines va n (4) marked the significant milestone to be a joint-stock company (Vietnam Airlines Corporation - fu ll JSC) On 12 July 2016, it received a 4-star certificate of Skytrax m oi Vietnam Airlines (5) has played an important role in the economy of Vietnam It is believed as the nh parent company owned 100% of Vietnam Air Service Company (VASCO) VASCO is serving at z domestic flights in Vietnam and Vietnam Airlines wishes to use it as the conjunction with foreign z partners In addition, Vietnam Airlines owned a 70% stake in the low-cost carrier named Jetstar vb jm ht Pacific Airlines (JPA) and a 49% stake in Cambodia Angkor Air (CAA) In addition, Vietnam Airlines makes revenue from some of its subsidiaries Besides, it has diversified the investments by k gm leasing The company controls and operates a cargo division - Vietnam Airlines Cargo On July 2016, All Nippon Airways (ANA), the largest air corporation in Japan (6) holds 8,771% capital and om l.c has become a strategic shareholder of Vietnam Airlines a Lu Vietnam Airlines’ aircraft fleet has been modernized Now, it (7) has owned the wide-body aircraft n including Airbus 350 (A350) and Boeing 787 (B787) The aircraft fleet has ranked on the second y consists of 52 Airbus 321 (A321), 14 Airbus 321-Neo and ATR-72 The company will continue to te re 11 Boeing 787-9 Dreamliner and Boeing 787-10 Dreamliner The narrow-body aircraft fleet n va scale of South East Asia and on the top scale of Asia-Pacific The fleet includes 14 Airbus A350-900, th expand the fleet of the modern aircrafts in order to replace aircrafts operated over 12 years Vietnam Airlines’ Organization 1.2 t to Vietnam Airlines’ headquarter is located in 200 Nguyen Son street, Gia Lam district, Hanoi Two ng hubs are Noi Bai International Airport in the North of Vietnam and Tan Son Nhat International hi Airport in the South of Vietnam ep Vietnam Airlines’ postholders (2) have been appointed in order to managing and supervising the areas w including safety, flight operation and flight crew training, maintenance, ground operation and n lo security The President & CEO is Mr Duong Tri Thanh Five Executive Vice Presidents are ad responsible for five postholders Safety Postholder is responsible for supervising Safety Management y th System (SMS) and solving safety matters Maintenance Postholder is responsible for managing and ju yi supervising VNA’ maintenance system to ensure safe and effective operation Ground Operation pl Postholder is responsible for supervising and managing ground operation activities Security al ua Postholder is responsible for “ensuring Vietnam Airlines’ aviation security and has full authority and n responsibility to deploy the aviation security program” Flight Operation Postholder is responsible for va n flight operations to ensure safety and effectiveness Crew Training Postholder is responsible for fu ll supervising crew training in compliance with requirements of Civil Aviation Administration of oi m Vietnam (CAAV) at nh z z k jm ht vb om l.c gm n a Lu n va y te re th Table 1.2 - Postholders’ names and responsibilities t to No Postholder Name of postholder and title Responsibility ng President & CEO – Mr Duong Tri Thanh hi ep Mr Nguyen Thai Trung – Executive Supervising Safety Vice President Management System (SMS) and solving safety matters Safety Postholder w n Flight Operation Mr Nguyen Hong Linh – Executive ● Supervising and managing Postholder and Vice President flight operations to ensure Crew Training safety and effectiveness Postholder ● Supervising crew training in lo ad ju y th yi pl compliance with al n ua requirements of CAAV Mr Dang Ngoc Hoa – Executive Supervising and managing Vice President VNA’ maintenance system to ensure safe and effective operation Maintenance Postholder Ground Operation Mr Trinh Ngoc Thanh – Executive Supervising and managing Postholder Vice President ground operation activities Security Postholder n va ll fu oi m at nh z z vb k jm ht Mr Le Ba Tung – Executive Vice Ensuring VNA’ aviation President security and has full authority and responsibility to deploy the aviation security program om l.c gm Source: VNA’ Quality Manual - page 2.2/P5 (See Appendix 6.3.1) n a Lu n va y te re th THE BOARD OF MANAGEMENT t to ng hi President & CEO Mr Duong Tri Thanh ep w n EXECUTIVE VICE PRESIDENT CHIEF OPERATION OFFICER FLIGHT OPERATION POSTHOLDER lo EXECUTIVE VICE PRESIDENT - CHIEF TECHNICAL OFFICER A/C MAINTENANCE POSTHOLDER EXECUTIVE VICE PRESIDENT - CHIEF SERVICE OFFICER GROUND OPERATION POSTHOLDER EXECUTIVE VICE PRESIDENT - CHIEF COMMERCIAL OFFICER EXECUTIVE VICE PRESIDENT ad ju y th PASSENGR SERVICE DEPT CARGO PLANNING & MARKETING DEPARTMENT SUPPLY & MATERIAL MANGEMENT NOIBAI OPERATION CENTER PASSENGER SALES & MARKETING DEPARTMENT TSN OPERATION CENTER CORPORATE PLANNING DEPARTMENT DANANG OPERATION CENTER NORTHERN REGIONAL BRANCH INFORMATION TECHNOLOGY DEPARTMENT yi TECHNICAL DEPARTMENT pl n ua al n va ll fu oi m nh CABIN CREW DIVISION at MIDLE REGIONAL BRANCH z z vb k jm ht SOUTHERN REGIONAL BRANCH Figure 1.2 A - Semi-organization Chart (2) om Source: VNA’ Quality Manual - page 2.2/P4 l.c gm VNA BRANCHES n a Lu n va y te re th 10 Specialized flight routes are the best for services It demonstrates weaknesses as chief pursers have not obtained intensive knowledge of passengers’ characteristics on those flights In case of lacking t to cabin attendants, they are assigned positions of chief pursers on other flights They have not got ng hi experiences, appropriate knowledge on those flights that may impact their management and service ep quality as well as service organization Specialized flight routes may produce partial in assessments w Ms T Th n lo Service procedures say that chief pursers take passengers’ orders straight after take-off for the ad preparation of meal services, but at that time chief pursers are busy with making announcements So y th cabin attendants take orders, they serve meals for cockpit crew They are unable to serve C-class ju yi passengers at that time If chief pursers concentrate much on meal service, they have less time to pl control cabins especially Y-class ua al The company policy says that cabin attendants check every 15 minutes, but they seldom implement n n va due to being tired and most of passengers are sleeping ll fu Cabin attendants themselves have not had high responsibilities in jobs They have no passion and oi m appropriate personality for jobs Reducing the numbers of cabin attendants onboard due to cost reduction affects the role of chief pursers on the flights and the service organizations Chief pursers nh at and cabin attendants working as pursers on the flights have not received any preferential policy This z may affect their working attitude as they have not been satisfied z vb 360 degree feedback is unfair and make chief pursers loose power on the flights It brings troubles to ht jm many chief pursers as in cases of any bad assessments from cabin attendants, inter-group managers k ask chief pursers to make reports, even being disciplined Some chief pursers feel loosing faces with gm cabin attendants They are fear of responsibilities, cabin attendants’ bad assessment Thus, they let om l.c cabin attendants work without chief pursers’ supervision on the flights Interaction with passengers is seldom conducted as most of people are not willing to communicate a Lu with cabin attendants Whereas, communication should be two ways between the senders and the n va receivers If passengers are too busy to begin the conversations, cabin attendants should not disturb n them In addition, interaction effectiveness depends on the passengers’ cultural characteristics Chief y te re pursers afraid of brothering passengers as most of business-class passengers are too busy, they seem th to have no willing to talk Also, they afraid of making mistakes as culture differences VNA’ new policy is to implement debriefings in English after flights, but most of chief pursers have not done They are too tired after the flights, and want to come home as soon as possible No one 68 checks if they implement the policy or not Additionally, no matter what they have done, they have never received more pays t to ng Training should be more practical For instance, a cabin attendant is pushing a trolley to the galley hi One passenger is standing in the aisle, he says “Excuse me, May I get through?” Then, he ep continuously repeats the sentence, though no passengers occupy the aisles anymore w The company policy in compensation is not clear This affects chief pursers’ problem solve For n lo example, if any compensations are needed for passengers, chief pursers rely on VNA representatives ad and have not known their solutions to get information or draw experience y th ju Specialized flight routes can cause bias in assessments Further, cabin attendants feel bored, as they yi not feel challenges on the regular flights pl ua al Ms L.D n Chief pursers are too busy straight after take-off such as making announcements, serving captains va n and first officers (co-pilots) Thus, they are unable to interact with passengers during main services ll fu In reality, most of business class passengers are not willing to talk, they concentrate on reading, oi m working or taking rest on the flights at nh Chief pursers have much pressure onboard as lacking the qualified pursers to assist them They sometimes meet difficulties in managing the cabin or not possessing enough power to cabin z z attendants In these cases, they have to spend most of the time in managing and controlling Y-class vb jm ht cabins However, salaries have not been increased and the company has not apply any preferential policy, even those cabin attendants working like pursers on the real flights k gm And, some cabin attendants seems to be no passions in job, especially the seniors May be, these cabin attendants have not had efforts in the career advancement On the flights, they serve passengers n a Lu 6.1.2 Transcripts for potential causes om Chief pursers not agree the 360 degree feedback as its bias l.c like the machines y te re Interviewer asks permissions for the telephone interviews and introduce the purpose of callings n va Questions: th Before asking questions, introduce the title of the thesis proposal: Why have cabin attendants not satisfied with their jobs? What are the possible reasons? During the interviews, probe questions are used for collecting more information 69 Interviewees’ answers: t to Note: All the italic words in the interviewees’ answers considered as the focus ideas are used for the ng analysis of potential problems The remaining written in normal cases is for supporting the focus hi ideas ep Mr M.T w n The reasons of employees leaving Vietnam Airlines are promotion line and work environment lo ad Promotion line has not mentioned the highest in-flight positions for chief pursers They have no wills y th to make progress Work environment is also a main cause connecting to job dissatisfaction, but its ju field is quite wide and may not be suggested the applicable solutions Whereas, promotion line may yi be proposed the feasible solutions for advancement pl ua al Mr H Kn n VNA has both the permanent cabin attendants and the part-time ones According to company policy, va n chief pursers manage and supervise both C-class and Y-class passenger cabins on all types of ll fu aircrafts Pursers manage and supervise the whole passenger cabins on A321 and ATR72 or Y-class at nh equally to those of the part-time pursers oi m cabins on A350 and B787 Hence, the salaries of the flying hour for the permanent chief pursers are The selection standards for new cabin attendants always require the high school diplomas, but new z z promotion line requires bachelor degrees Consequently, some permanent pursers have been resigned, vb jm ht though they are all experienced ones This causes psychological instability They assume that VNA wants to fire them Sadly, they have no promotion opportunities, but they have not left VNA Some of k gm them spread bad attitude to the new ones Whereas, part-time cabin attendants are promoted quickly due to compliances of the company policy After getting promotion of VNA, the part-time cabin l.c attendants jump to another airlines VNA continue to train cabin attendants to be in-flight managers om The managers' point of view is not appropriate when they want to eliminate old people So, how can n a Lu VNA gain 5-stars without the experienced staff? n va Mr A Tr y reputation, leadership, interaction, experience, characteristic They must be mature enough to be chief te re Good chief pursers will deliver good service quality on the flight Chief pursers must be good th pursers New promotion line focus on bachelor degree and English abilities, so the part-time cabin attendants are promoted to be chief pursers within years VNA should not be in hurry as everything needs the 70 time The core value of chief pursers is experiences to response to emergency situations or solve problems onboard No books teach them These experiences have been accumulated everyday Cabin t to attendants feel trust and satisfied with those chief pursers than others ng hi Recurrent training every year makes them stress In addition, VNA have not noticed us the ep instructors’ names or the training schedules at least week for our preparation Also, they have not w satisfied when paying for training fees if they fail Instructors must be good in order to create good n cabin crew delivering service quality lo ad Mr Đ Nt y th ju Working environment is not good anymore Cabin Crew Division used to launch groups of cabin yi attendants secretly observe service quality and report to the board of directors They are also cabin pl ua al attendants on those flights Many chief pursers and cabin attendants are dissatisfied and leave VNA n The salaries are reduced Cabin attendants have not received USD currency for nights stopover, but n va they will receive in monthly salaries They are not satisfied as they must pay the income taxes ll fu They have not satisfied a new salary policy Cabin attendants managing Y-class cabins are not oi m qualified as pursers Chief pursers feel pressure as lack of qualified pursers in Y-class cabins to help nh them on the flights, thus they are also stress Additionally, Chief pursers working on A321 are paid at as pursers They are fully paid as chief pursers if they fly on A350 or B787 z z Ms L D vb jm ht High workload is due to deduction of cabin attendants onboard Chief pursers have to make so many announcements after take-off Recorded announcements have not been updated to the company’s k tasks, chief pursers have to serve cockpit crew as soon as possible l.c gm regulations, so their usages are restricted Entertainment system starts slowly After finishing these om The flight is scheduled two chief pursers However, the chief purser with lower priority will manage n a Lu Y-class cabin and receive lower salary as a purser They feel dissatisfied with this policy Every year, training is another stress as its unrealistic programs For example, cabin attendants must y chief pursers have not had good impression on some instructors as their bias in assessments The te re have just been trained a certain wine, but the catering supplies another type of wines Additionally, n va learn a lot of knowledge of wine, but in fact passengers have never asked In the other cases, they th instructors’ assessments affect their promotion in the future 71 Mr L Kh t to I completely carry out all assigned tasks that others can not do, but I have never been honored in the ng Vietnamese Teachers’ Day every year A direct manager treat well and good rewards to others that hi she likes Now, I decided to leave VNA as I always feel unfair I am promoted to the position that I ep have expected to dedicate to a company I am happy as they treat me with respect w Ms T Th n lo ad Cabin attendants increasingly leave their jobs in recent years New cabin attendants have not assisted y th much to chief pursers’ in-flight management, so this may affect service quality ju Chief pursers are pressure and workload On A350 or B787, a chief purser and two C-class cabin yi pl attendants individually serve 28 to 32 C-class passengers; and seven cabin attendants serve more ua al than 270 Y-class passengers n Flight rostering should be more flexible and attentive to chief purser I have just finished the long- va n haul flight, but take 4-sector flight for the next days If they report sick, their salaries are deducted on ll fu that month m oi Cabin attendants feel pressured by annual training to have their certificates changed according to the instructors’ teaching methods make them more stress at nh CAAV Chief pursers have abilities of many types of aircrafts, they are unable to remember all Some z z k l.c gm Questions: jm 6.1.3 Transcripts for alternative solutions and validation ht onboard seats vb Employees holding MyID Travel Benefits of VNA have not been gotten privilege to confirm the om Interviewer asks permissions for the interviews and introduce the purpose of callings Before asking questions, introduce the title of the thesis After that, question is issued: What is the promotion line’s n a Lu constrains causing job dissatisfaction of chief pursers? va The in-depth interview is suggested to a senior general manager The telephone interview is for a n y te re senior instructor During the interviews, probe questions are used for collecting more information th 72 Interviewees’ answers: t to Note: All the italic words in the interviewees’ answers considered as the focus ideas are used for the ng alternative solutions and validation The remaining written in normal case is for supporting the focus hi ideas ep Mr M T w n Instructor position have never been shown in VNA’ promotion line So the suggestion for lo ad improvement is needed Moreover, teaching skill of instructors is necessary for further promotion to ju y th coach and instruct cabin attendants yi Ground-based job like managers need to propose in the promotion line VNA has not mentioned these pl positions in promotion line of cabin attendants, but in fact, chief pursers who stop working in the air al n ua can apply for ground-based jobs va Once cabin attendants are promoted to chief pursers, they have no more goals to move forward n ll fu Ground-based jobs need to issue on the promotion line If chief pursers no longer fly as certain oi m reasons, they can explore jobs elsewhere in the airlines Management position on ground bade should be suggested on the promotion line to motivate cabin attendants working harder and produce high at z z Mr N Hh nh performance onboard vb jm ht Coaching between positions in the same cabin section is ineffective and affect the in-flight training quality For examples, coaching positions producing low quality and complaints of cabin attendants k gm are senior C-class cabin attendants coach C-class trainees C-class trainees not satisfied as coaching staff have not adequate skill and experience to handle the in-flight situations l.c om Besides, many groups of coaching with different positions cause the disadvantages for management of knowledge and skills for coaching trainees The management for the coaching staff is more n va convenience n a Lu CCD Whereas, coaching staff including senior chief pursers are different They get sufficient service quality onboard Additionally, the management for this staff is more effective 73 th knowledge and skills for coaching trainees The objective of choosing coaching staff is to focus on the y te re Coaching staff who are all senior chief pursers are different from others They get sufficient Management position on ground base need to issue on promotion line to motivate cabin attendants Management positions should be proposed in promotion line Its objective is to motivate cabin t to attendants to work harder for promotion” ng hi Ms M Kh ep It is inappropriate to require bachelor degree for the selection of pursers Their experience is more w crucial to handle the flights It is perfect when senior cabin attendants coach trainees working in the n lo same cabin section Many cabin attendants disagree fast-track promotion and need to eliminated ad ju y th Instructor is a good job when chief pursers stop flying Instructors having good knowledge can train cabin attendants well However, cabin attendant profession requires skill and experience that are yi pl practiced every day to draw experience for getting better Instructors who are not flying can train n ua al cabin attendants, but to some extend, instructors who are flying are more confident and impressive n va Management field is more appropriate for chief pursers as they have had basic knowledge of management Many ground-based jobs need the role of chief pursers such as customer care, sales, ll fu marketing oi m at nh Mr A Tr z Cabin attendant profession requires skill and experience Bachelor requirement is not necessary z ht vb Fast-track should be removed from the promotion line Coaching is particularly to provide trainees jm skill to the in-flight duty Cabin attendants who expertise in their assigned positions can coach k trainees better than others Even chief pursers can not coach C-class trainees better than senior C- gm class cabin attendants They carry out duties every flights and experience the advantages and om Mr H K l.c disadvantages of each flights in order to better a Lu VNA issue high standard for selecting chief purser Many part-time cabin attendants can be qualified n y te re Ms T Th n not engaging to the company” va the positions Hence, they sign contracts every three years After promotion, they leave VNA as for th It is difficult to become instructors due to the requirements of the job Additionally, not many cabin attendants like instructor job 74 Ms L D Instructor is also an interesting job, but it take so much time to prepare lessons before class and read t to materials Not many people have the ability of teaching ng hi ep 6.1.4 Profiles w No Name Gender Age Degree Position n lo M T Male ad 50 Experience ● Senior General Manager of Quality MBA Maastricht Working for VNA since 1990 Assurance of VNA’ Flight Training y th Center ju yi ● Instructor for In-flight Safety pl ● Chief Purser on VNA’ flights ua al Female 50 ● Deputy Manager of Aviation MBA – The Southern Columbia va N Thug n Working for VNA since 1990 n Specialized Training Department of ll fu VNA’s Flight Training Center oi m ● Instructor for In-flight Service and Soft Skills nh at ● Chief Purser on VNA’s flight z z 48 Bachelor T Th Female 50 Bachelor L D Female 48 Bachelor T M Male 43 Bachelor ● Chief Purser on VNA’s flight ● Chief Purser on VNA’s flight om l.c gm Male Working for VNA since 1992 ● Chief Purser on VNA’s flight k N Try ● Instructor for In-flight Service jm MBA – The Southern Columbia ht 46 N B vb Female Working for VNA since 1990 va ● Chief Purser on VNA’s flight n a Lu Working for VNA since 1995 n Working for VNA since 1995 75 th Working for VNA since 2000 y Department of Cabin Crew Division te re ● Executive of Quality Assurance H Kn Male 50 Bachelor A Try Male 50 Bachelor Male 43 Bachelor Male 44 Bachelor t to Name ep Position No Gender Age Degree ● Instructor for In-flight Safety hi ● Instructor for Russian w n lo Đ Nt ● Instructor for In-flight Safety 13 N Hh ● Instructor for In-flight Safety ● Director of Cabin crew division of Cambodia Angkor Air ● Chief Purser on VNA’ flight yi T K ju 12 y th L Kh Working for VNA since 1997 ● Chief Purser on VNA’ flight ad 11 Working for VNA since 1994 ● Chief Purser on VNA’ flight 10 Working for VNA since 1990 ● Chief Purser on VNA’ flight ng Experience pl n ua al Leave VNA in 2018 and become Director of cabin crew division of another domestic air carrier n va ll fu Bachelor Male 52 MBA ● Instructor for In-flight service ● Chief purser on VNA’ flights Working for VNA since 1992 at nh 46 oi m Female ● A general manager of CCD z Working for VNA over 20 years z k jm ht vb om l.c gm n a Lu n va y te re th 76 6.2 References t to ng hi (1) VNA About us-history [Available from: https://www.vietnamairlines.com/vn/vi/vietnamairlines/about-us/history (2) Department VQA Vietnam Airlines' Quality Manual 2019 [updated 02 Aug 2019 Available from: http://vportal.vietnamairlines.com/_layouts/officeone/ViewFileSharepointWithEncryptPath.aspx?p=C qwBSh8LnNALe6d2DoSAIrIrH6xcrisPkzy7YFN2ON6m1lUdmjW2fOs0bWRaU3BsmPkd0-2BZvu-2F-1jcn323YNxM1W4sSmt6jdx-2FZ5YyPusQNyefPLN7l04ACSvqYcsNlxC&authId=zQuAVV4IhO8GqicDDSA6o0lvIHCAhVMmOb T5IKMcPOhRBlo0AMjLhuO-2F-4Nyv4kz3s9nofuKdR07TYjiRQ-2FFD9SD08hlqfpp7tQNwpNfcN6UJbAO3MF-2F-s-2B-rs-2F-CnsZuj5xsjoI-2F-wFax-2BMyPucI1HrO5A-3D 3D-&dkfjkdfjkdfj=default.aspx (3) VNA about-us-leadership [Available from: https://www.vietnamairlines.com/vn/en/vietnamairlines/about-us/history (4) VNA About-us-investor [Available from: https://www.vietnamairlines.com/vn/en/vietnamairlines/investor-relations-old/introduction (5) wikipedia Domestic airlines [Available from: https://en.wikipedia.org/wiki/Vietnam_Airlines (6) Co AC Great opportunity in Vietnam - Japan Aviation Cooperation 06 March 2017 [Available from: http://www.antconsult.vn/news/great-opportunity-in-vietnam-japan-aviationcooperation.html (7) VNA Welcome the 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http://spirit.vietnamairlines.com/vi/emagazine/emagazine-81/infographic-tang-che-do-cho-nld-trenquy-che-cap-phat-su-dung-ve-mien-giam-cuoc-2017-hdqt-3364.html ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 79 6.3 Appendix 6.3.1 VNA’ quality Manual – page 2.2/P5 t to 6.3.2 Quality Manual of Cabin Crew Division, Revision 08, 12 December 2018 – Page 51 ng hi 6.3.3 Task cards of Chief Purser and C-class cabin attendant ep Task cards of Chief purser and C-class cabin attendant w (in twin-aisle aircraft) n lo Chief Purser ad Phases of flight C-class cabin attendants y th ● Adjust cabin light ● When “Fasten seatbelt” sign is off, turn ju After take● Chief Purser or assigned cabin attendant makes off yi ● Draw curtain between cabin and galley, pl “After take-off” announcement on electricity system in galley ● Check cockpit and serve meal/drink to cockpit ua al prepare for 1st service ● Offer baby basinets n crew upon request ● Take passenger’s orders for main n va ● Turn on airshow and movie/ video program course fu according to entertainment menu ● Galley duty CA2: ll ● Make relevant announcements m ● Assist C-class cabin attendants in taking C- oi + Arrange and manage galley area class passengers’ order for main course and set at nh + Prepare in galley: meals, beverages, table-cloth (after carrying out necessary tasks) z class passengers (1 service) + Assist Chief pursers in serving k gm ● Arrange time to be present at economy-class cabin attendants to serve passengers jm attendants in C/ I/ Y class cabins + Supply necessary items for other ht ● Supervise meal services conducted by cabin carts,… vb st z ● Assist C-class cabin attendants in serving C- serving equipment, bar cart, meal cockpit crew + Assist serving C-class passenger after cabin attendants and communicate with Y class completing galley duties th up cabin after serving meal ● Make sure that galley and cabin are y ● Assign C-class cabin attendant to clean, tidy after serving meals te re cabin attendants) (if any) ● Assigned CA cleans, tidies up cabin n selling duty-free (chief purser, purser, C-class ● Carry out tasks assigned by CA2 va ● Instruct Y class cabin attendants to join in with service procedure n passengers ● Serve C-class passengers in accordance a Lu ● Communicate, assist and take care of om passengers l.c (Y class) cabin in order to supervise, assist always tidy, clean and safe ● Communicate, assist and take care of passengers and cockpit crew 80 ● Keep cabin and lavatories checked & cleaned ● Sell duty-free goods (Chief purser, regularly Purser, C-class cabin attendants) (if t to ● Discuss with chief purser (as there are chief any) ng ● Frequently offer in-flight facilities, pursers on the long-haul flights) to take turn hi ep serving passengers/ having a rest clean cabin and lavatories ● Assist C-class cabin attendants in serving C- ● Prepare for 2nd service according to the w class passengers (2nd service) time set by chief purser (if any) n lo ad y th 6.3.4 MyID travel benefits of VNA ju yi One of VNA’s benefits offering to the permanent chief pursers is MyID Travel Benefits The benefits pl (51) consist of MyID90 and MyID75 Chief pursers working for VNA over 20 years are annually offered 12 al ua tickets of MyID90 The others who are less seniority will receive less than 10 tickets every year This means n that they can get 90 to 75 per cent discount on their air tickets The discount air tickets are also value in the va Sky Team Airline Alliance consisting of 20 air carriers with accessing to 1,150 destinations in 177 countries n ll fu The employees have chances to enjoy a “global travel seamless” with the lowest prices oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 81 6.3.5 Promotion line of VNA Promotion line t to Position ng Duty and responsibility Seniority hi Normal ep FastTrack Y-Class cabin attendants Y-class cabin attendants C-class cabin attendants English ability Normal FastTrack Educational qualification Normal FastTrack w TOEIC 550 n 700 flying time of Yclass experience Chief Purser Chief pursers on the twinaisle aircrafts 2.000 flying time of purser experience Position Duty and responsibility lo  Y-class cabin attendants; and  C-class cabin attendants  Chief pursers on the singleaisle aircrafts  Pursers manage and supervise Yclass cabins on the twinaisle aircrafts ad ju y th TOEIC 650 High school Diploma Regular Bachelor 700 flying TOEIC time of C- 550 class experience TOEIC 700 Bachelor Regular Bachelor yi 500 flying TOEIC time of Y- 550 class experience pl al 1.500 flying time of Cclass experience n ua Purser n va ll fu oi m at nh z z ht vb TOEIC 700 Bachelor Regular Bachelor k jm Seniority y te re TOEIC 600 n th 3.000 flying time of chief purser experience va  On-board assessment before certifying the positions  On-board coaching Normal n Service Examiner FastTrack 2.000 flying time o chief pursers Educational qualification Fast- Normal FastTrack Track TOEIC Bachelor Regular 800 Bachelor a Lu Normal English ability om l.c gm 1.000 TOEIC flying 600 time of purser experience 82