performance and satisfaction may be even more in need of research and development. In the current economic climate and using industry forecasts of the airline's economic health through 2000, none of this is likely--unless, that is, the FAA provides money and/or personnel to the industry.
The focus of this chapter has been the x-ray checkpoint screener/team. Basically, these people receive minimum wage and minimum benefits. Turnover is high (say 25% or more a year) to extraordinarily high (6% per month).
Thus, the last line of defense--the preboard security team--is poorly paid and poorly rewarded in other ways. What is the impact on morale and performance? Performance has been discussed as to evaluation and baseline. As to morale, there are, not unexpectedly, problems.
Within the FAA . The FAA had officially embraced and espoused total quality management (TQM). The various FAA aviation security organization members, as is true with the remainder of the Agency, have no formal or informal training in human factors. PL 101-604 speaks to human factors (as does PL 100-591) and to the FAA's needs and responsibilities. This chapter has tried to make clear the many and varied components of human factors work needed by the FAA.
To return to Meister ( 1989, p. 45): "Human factors has three goals: to describe, to predict, and to control the performance of the human in the system structure. These goals are no different from those of any other scientific discipline, but their implications for human factors are distinctive." These are the goals for aviation security human factors.
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