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16


Table 1

Mean like-dislike ratings of specific aspects of ATC work.

a Overa11> Specialty

Scale Rating -_

FSS Center Tower

c

Challenge (1) 1.73% 1.58 1.73 1.90
Work in Aviation (6) 1.67 1.77 1.65 1.67
ATC Tasks (3) 1.51 1.35 1.54 1.54
ATC Career (11) 1.49 1.44 1.49 1.50
Constant Traffic Change (4) 1.44* 1.11 1.46 1.60
Work with Pilots (10) 1.43% 1.60 1.45 1.26
Service to Aviation (13) 1.37 1.49 1.34 1.40
Respect and Prestige (12) 1.36 1.27 1.35 1.46
Difficulty of the Work (2) 1.28% 1.13 1.27 1.42
Association with ATCSs (18) 1.26 1.30 1.24 1.31
Position Rotation (8) 1.16* 1.19 1.05 1.47
Moderate-Traffic Density (29) 94 1.02 96 85
Salary (17) 94 +92 +96 -86
Work Load (7) .80* -83 .67 1.16
High-Traffic Density (30) 79% 86 61 1.24
Day Shifts (25) 69% +58 88 ~22
Civil Service (14) 58% 1.13 -57 .27
Retirement Benefits (15) 50% 1.20 42 .27
Evening Shifts (26) .32% 35 ell -90
ATC Procedures (5) 31 36 26 41
Work Environment (19) -30* 53 19 47
Shift Rotation (24) .22% 31 .10 52
Radar Equipment (22) .10* -.02 -.07 77
Number of ATCSs (23) .01* 38 -.16 26
Non-Control Duties (9) -.06 -.07 -.05 -.12
Promotion Opportunities (16) -.13 19 -.18 -.20
Communications Equipment (21) -.14* -.21 -.24 21
Quality Supervision (31) -.14* 12 -.17 -.22
Quality Local Management (32) -.21* 38 -.33 -.24
Light-Traffic Density (28) -.25 -.09 -.29 -.26
Airport Layout (20) -.31 -- -- -.31
Quality Regional Management (33) -.36* 13 -.50 -.26
Quality National Management (34) - 59% -.01 -.71 -.63
Night Shifts (27) -.80* -.67 -.91 -.45

3 For complete scale titles see Appendix I.
The scale values were like very much (+2), like (+1), neither like nor
dislike (0), dislike (-1), and dislike very much (-2). An asterisk following
the value indicates a significant difference between rating from the three
ATCS specialties.

© The number in parenthesis refers to scale numbers in Appendix I.

10


have lower job satisfaction ratings than ATCSs
who did not want to change vocations at this
time. Among those who did want to change
professions, the most frequently cited alternative
choice (13.5% of the alternatives listed) was to
enter management, usually within the FAA. Moy-
ing into business was the next most frequently
listed occupational choice (12.4%), followed by
piloting (9.4%), farming or ranching (7.8%),
computer programming (6.2%), and becoming a
lawyer (5.2%).

Responses to the question of future aspirations
in the FAA are presented in Table 7. It can be
seen that professional plans change considerably
as distance into the future increases (p<.01). A
total of 50% of the respondents indicated that
they would still like to be doing ATC work one
year from now. However, only 19.7% still
wanted to be controllers five years from the
present. Finally, only 6.7% still wanted to be an
ATCS 10 years from now. Approximately 36.4%
of the ATCSs wanted to be supervisors within a

year, about 36.9% wanted to be supervisors within
five years, and 22.8% wanted this type of position
within 10 years. Relatively few ATCSs had as-
pirations for management-level jobs within one
year (5.4%) ; however, 28.2% of them indicated
that they would like to be in management within
five years, and 42% desired managerial positions
within 10 years. The expressed desire for a
staffing position (training officer, proficiency de-
velopment, computers, etc.) within one, five, and
10 years increased slightly from 5.8% to 9.4%
and 11%, respectively.

There were some differences between the career
aspirations of ATCSs in the three specialties at,
the one- and five-year levels (p<.01 in each case).
The Center ATCSs had a higher proportion of
respondents who wished to still be active con-
trollers at the end of one year than either the
Tower or FSS groups (p<.01 for both com-
parisons). Looking ahead five years, both the
Tower and FSS groups indicated more interest
in management positions than did the Center per-

Table 7

Percentage of ATCSs indicating various FAA occupational preferences

for one, five, and ten years from the present.

1 year from now

5 years from now 10 years from now

Preferred

Occupation FSS Center Tower FSS Center Tower FSS Center Tower
ATCS 38% 55.8% 41.9% 9.1% 23.4% 16.1% 5.5% 8.3% 2.6%
Supervisor 47h 31.5% 43.2% 34.3% 36.6% 39.1% 13.2% 23.9% 25.2%
Manager 6h «4.2% BAL = 37.3% 24.1% 33.5% 44.0% 39.7% 47.0%
Staff Position® 6% 6.2% 4.5% 8.1% 10.3% 7.5% 16.5% 10.2% 9.9%
other” 3% «2.3% 1.9% LG 5.5% 3.7% «20.9% 17.9% 15.2%

9 Staff positions included computer programming and operation, training officer, PDO
positions, and other similar types of occupations.

b Primarily, but not exclusively, included statements concerning retirement.



JOB ATTITUDES OF AIR TRAFFIC CONTROLLERS: A COMPARISON
OF THREE AIR TRAFFIC CONTROL SPECIALTIES

I. Introduction.

The systematic description of the job attitudes
of air traffic control specialists (ATCSs) is funda-
mental to the development of a sound program
designed to increase morale, and therefore im-
prove the performance of the air traffic control
(ATC) system. A previous survey of such
attitudes involved journeymen ATCSs located
in Terminal area facilities and trainees at the
FAA Academy. The present study was
designed: (a) to partially replicate the survey for
Terminal area facilities (Towers) to determine to
what extent ATCS job attitudes may have
changed since the administration of the previous
survey (1968-1969),'* (b) to expand the attitude
survey to include ATCSs at Air Route Traffic
Control Centers (Centers) and at Flight Service
Stations (FSS), (c) to enlarge the survey to in-
clude rating scales of factors determined to be of
significance in ATCS job attitudes, (d) to specifi-
cally determine attitudes toward work shifts and
shift schedules, and (e) to provide a rating of
overall degree of job satisfaction.

II. Method.

Subjects. A total of 792 ATCSs from 18 ATC
facilities volunteered to participate in the survey.
The age range of the participants was from 23 to
63 years with a mean of 35.5 years. Experience
as a journeyman ranged from six months to 31
years, with a mean of 9.3 years. The three ATC
options were represented by 172 ATCSs from
Towers,* 513 from Centers, and 107 from FSSs.
Six FAA regions were included in the project;
one of each type of facility was visited in each
region. All FSSs, all but one Center, and all but
two Towers were in the highest activity level
classification for their respective facility types.

*Each Tower surveyed was actually a combined
Tower/Terminal Radar Approach Control facility in
which all ATCSs rotated between tower cab and radar
room positions.

Survey Questionnaires. There were four atti-
tude questionnaires used in this study (see Ap-
pendix I). The first questionnaire, the Likes-
Dislikes Questionnaire, asked the ATCS to indi-
cate what he liked best and what he liked least
about (a) ATC work in general, and (b) ATC
work at his specific facility. This form was
essentially a duplicate of the questionnaire used
in the study of ATCS attitudes conducted during
November 1968 through February 1969. The
second part of the present survey was the Rating
Scales Questionnaire in which the respondent
rated 34 specific aspects of ATC work which were
frequently mentioned in the earlier study.?? Each
item was rated on a five-point scale which ranged
from “like very much” to “dislike very much.”
The third questionnaire was the Shift Work
Survey which was designed to obtain specific
feelings about the shift work required in ATC
operations. There were five pairs of questions
concerning feelings, performance, and satisfaction
associated with various shifts. One question in
each pair asked the ATCS to indicate the shift
which was associated with a specific positive
feeling (e.g., best performance, most relaxed, most.
satisfaction) while the other question asked for
an indication of the shift which was associated
with the corresponding negative feeling (e.g.,
worst performance, most tense, least satisfaction).
In addition, ATCSs were asked to indicate a
preferred shift rotation schedule. The fourth,
and final, part of the survey was the Satisfaction
Questionnaire which asked the participant to
rate his current satisfaction as an ATCS, to in-
dicate his past career intentions, and his future
career aspirations.

_ Procedure. The survey was conducted during
December of 1971 and January of 1972. Most
ATCSs participated in the survey during their
regular working hours, while the remainder
responded just before or after duty (compensa-
tion was provided for any overtime spent on the



Appendix II (Cont'd)

Working Conditions -- Physical conditions, work load, adequacy of facilities
available to accomplish work, environmental character-
istics of job.

Supervision--Technical-- Supervision competence, delegation of work, under-
standing of work, fairness, attitude.

Interpersonal Relations--
Peers-- Cooperation between ATCSs, like or dislike of peers.

Factors in Personal
Life-- Effects of work on family relationships.

Salary-- Compensation levels, salary increments.

Interpersonal Relations--

Supervisors -- Honesty, support from supervision, friendliness.
Job Security-- Permanence, stability, long-term benefits.
Status-- Signs of status, gain or loss of status.

Interpersonal Relation-
ships--Subordinates-- Working and personal relationships with trainees.

31 28823



ATCSs chose the day shift more often than the
evening shift (p<.01). On the question concern-
ing feeling “most tired” (question 5), the Tower
and FSS groups chose the day shifts more often
than evening shifts (p<.01 for each group),
while Center ATCSs chose day and evening shifts

equally often. On each of the foregoing questions
concerning negative feeings, the night shift was
selected most often by controllers from each
facility type.

When asked if they liked their current shift
rotation schedule, 61% of the ATCSs responded

Table 5

Percentages of ATCSs preferring various shift rotations,

working hours, and days-off schedules.

ATCS Rotation Schedule
Specialty b
2-2-1 2-5-5 3-2-0 3-1-1 No Rotation Other
Fss 36% 18% 0 3% 6% 38%
Center 447, Th 6% 4% 8% 31%
Tower 53% 13% 3% lh 2% 29%
Working-Hours Schedule
0700-1500 0800-1600 0600-1400
1500-2300 1600-2400 1400-2200 Other
2300-0700 2400-0800 2200-0600
FSS 36% 36% 20% 8%
Center 41% 26% 3% 30%
Tower 56% 20% 6% 18%
Days-Off Schedule
Sat.-Sun. Fri.-Sat. Sun.-Mon. Weekdays Rotating Other
FSs 26% 6% 8% 18% 28% 13%
Center 24% 22% 6% 16% 16% 16%
Tower 14% 23% 13% 24% 13% 12%

* The numbers refer to consecutive day, evening, and night shifts, respectively.

> Includes 62 alternative shift sequences

c

Ww

listed by ATCSs.

Includes 62 alternative working schedules listed by ATCSs.



=

. Eysenck, H.

. Graham, B. S., Jr.

|. Grandjean,

. Hinrichs, J. R.

References

. Bloom, W.: Shift Work and the Sleep Wakefulness

Cycle, PERSONNEL, 38:24-31, 1961.

., W. Arnold, and R. Meili: Eneyelo-
pedia of Psychology, New York, Herder and Herder,
1972.

Career Mastery: A Study of the
Growth and Decline of Occupational Identity Among
Air ‘Traffic Controllers at Los Angeles International
Airport. Unpublished doctoral dissertation, Univer-
sity of California at Los Angeles, 1969.

B, G. Wotzka, and H, Kretzschmar:
Psychophysiologic Investigations into Professional
Stress on Air Traffic Control Officers at the Zurich-
Kloten, and Geneva-Cointrin Airports. Unpublished
manuscript, Swiss Confederate College of Technology
at Zurich, 1968.

. Herzberg, F.: Work and the Nature of Man, Cleve-

land, World Publishing Co., 1966.

. Herzberg, F., B. Mausner, and B. B. Snyderman:

The Motivation to Work, New York,

Wiley and Sons, 1959.

2nd Ed,

: Correlates of Employee Evaluations
of Pay Increases, JOURNAL OF APPLIED PSY-
CHOLOGY, 53 :481-489, 1969.

23

8, Melton, ©. B., Jr, J. M. McKenzie, B. D. Polis, G. E.
Funkhouser, and P. F, Iampietro: Physiological Re-
sponses in Air ‘Traffic Control Personnel: O'Hare
Tower. FAA Office of Aviation Medicine Report No.
AM-71-2, 1971.

9. Mott, P. E., F.C. Mann, Q. McLoughlin, and D. P.

Warwick: Shift Work, Ann Arbor, University of

Michigan Press, 1965.

Pressey, S. L., and R. G. Kuhlen: Psychological De-

velopment Throughout the Life Span, New York,

Harper and Brothers, 1957.

. Singer, R., and J, Rutenfranz: Attitudes of Air Traf-
fic Controllers at Frankfurt Airport Towards Work
and the Working Environment, ERGONOMICS,
14 :633-639, 1971.

2, Smith, R. C., B. B. Cobb, and W. E. Collins: Atti-

tudes and Motivations of Air Traffic Controllers in

Yerminal Areas, AEROSPACE MEDICINE, 43:1-5,

1972.

Super, D. K., and M. J. Bohn, Jr.: Occupational Psy-

chology, Belmont, California, Wadsworth Publishing

Co., 1970.

‘Tiffin, J., and KE. MeCormick : Industrial Psychology,

Englewood Cliffs, Prentice Hall, Inc., 1965.

. Young, K.: Social Psychology, 3rd Ed., New York,
Appleton-Century-Crofts, 1956.

10.

13.

14.



over the 6-2 schedule while the FSS group was
relatively equally divided among these three
schedules.

For days off, either Friday and Saturday
(19.7%) or Saturday and Sunday (22.4%) were
most popular with all three types of controllers.
However, considerable proportions preferred ro-
tating days off (17.0%) or weekdays off (18.5%).

For assessment of the effects of age and ex-
perience on preferred shifts, the shift sequences
(in terms of days) were grouped into rapid
(2-2-1, 1-1-1, 1-8-1, 3-1-1) schedules, inter-
mediate (3-2-0, 2-3-0), ete. or long (5-5-1, 5-5-5,
10-10-5, etc.) turn-around schedules. The find-
ings (Table 6) indicate that the rapid turn-
around schedules are clearly preferred (60-74%)
until the individual reaches age 50, and even then
47 %of the respondents prefer the short rotation
sequences. Similar findings were obtained for
experience level, although the trend for prefer-
ence for the fast turn-around shifts tended to de-
crease progressively as experience increased
(p<.05). Nonetheless, 57% of the ATCSs with
20 years or more of experience still preferred
the fast turn-around shifts.

‘The 2-2-1 rotation, while being one of the most
difficult to handle both physiologically and psy-
chologically,? is clearly the preferred rotation
schedule. While there was a trend for this pre-
ference to diminish somewhat as age and/or ex-
perience increased, even the most senior group
of controllers perferred the rapid turn-around to
longer rotation schedule. This finding may be
seen as consistent with data presented by Mott,
Mann, McLoughlin, and Warwick’ which showed
that age was not a factor closely associated with
the ability of workers to tolerate rotating shift
schedules,

It should be noted that other research has
shown that the shorter the turn-around sched-
ule, the greater the fatigue, loss of sleep, and loss
in performance. There is also evidence that
while the expressed preference of employees may
be for the rapid turn-around shift schedule, the
longer the periods between rotating shifts, the
better it is for the employee.t| The ultimate in
this trend is the fixed shift which, while often
being resisted at first by employees used to ro-
tation of shifts, is subsequently accepted and pre-
ferred after experience with the steady shift.

19

Parr 4: Satisfaction in Air Traffic Control Work

When asked to rate their satisfaction with be-
ing an ATCS, 91% of the respondents indicated
they were satisfied or very satisfied with their
profession. There were no differences related to
controller option, age, or experience for these
ratings. The mean rating on the five-point scale
was 1.60, where a score of “1” represents a rat-
ing of “very satisfied,” a score of “2” represents
“satisfied,” and a score of “5” corresponds to a
“very dissatisfied” rating. Only three of the 757
ratings obtained on this scale indicated that the
respondents were “very dissatisfied” with being
ATCSs. The proportion of ATCSs reporting
satisfaction with their job appears to be some-
what higher than that reported for some of their
Kurpean counterparts, as Singer and Rutenfranz""
found that approximately 79% of their sample
of West German controllers indicated job satis-
faction. The level of job satisfaction of the
ATCSs surveyed in this study may also be some-
what higher than for employees in general; a
typical figure for the proportion of employees
reporting satisfaction is about 80%."*

About one-half of the sample had wanted
some other career before they became controllers
(50.9%). There were no differences between
ATC specialties in the proportion of ATCSs in-
dicating another area of occupational interest
before being controllers. Not surprisingly, the
most frequently mentioned occupation-of-choice
was to become a pilot (35.3%) of the responses) ;
the next most. frequently mentioned profession
was that of engineering (7.3% of the choices).
No other single occupation accounted for as many
as 5% of the choices listed, although the occupa-
tions of lawyer, teacher, physician, or private
businessman were all mentioned 10 time or more.
There was no correlation between present rating
of job satisfaction and having previously desired
an alternative career.

A full 74.5% of the ATCSs indicated no desire
to enter another profession at this time. This
percentage was relatively constant across ATC
specialties and is somewhat higher than was
found with the European ATCSs.* There was
a significant. (p<.01), and expected, inverse cor-
relation between ratings of present satisfaction
and an indicated desire to change professions
(—.33). This means that ATCSs who indicated
that they wanted to leave ATC work tended to




shifts. Both the least and the most experienced
controllers gave considerably less positive ratings
for these shifts than did ATCSs with five to 15
years of experience (p<.01 for each comparison).

All four scales dealing with supervision-
management showed an experience effect. In
general, the patterns were similar for each scale;
the ATCSs with less than five or more than 20
years of experience were significantly less nega-
tive toward management than ATCSs at inter-
mediate experience levels (p<.05 or better for
each comparison).

It is worthy of note that the ratings on most of
the scales were generally positive. On only two
scales, those relating to national management and
night shifts, did the mean rating approach the
“dislike” point on the scale more closely than the
“neither like nor dislike” point. In other words,
these findings suggest that ATOSs generally like
most aspects of their profession, and the features
of ATC work which they do not care for are
both relatively few and quite specific (e.g., night
shifts).

The findings that ATCSs have a moderate
aversion to light-traffic shifts and have a positive
attitude toward work on moderate and heavy
shifts both raise some questions about the assump-
tion that high traffic and activity loads are
noxious conditions for ATCSs. With two excep-
tions (the relatively inexperienced controller,
who perhaps lacks the experience to handle heavy
traffic confidently, and the older controller, who
may not have or wish to use the energy required
to stay “on top” of a heavy traffic load), ATCSs
apparently like the activity that working
moderate to heavy traffic requires.

Two of the scales which reflected differences
between the three ATCS options provide some
evidence about significant job characteristics in
each specialty. Specifically, the FSS group re-
sponded less positively to the challenge of their
work than did ATCSs in options having direct
control of traffic. This supports the interpreta-
tion, based on results from the Likes-Dislikes
questionnaires, to the effect that ATCSs at FSS
facilities find the work somewhat less complex
and less demanding than do ATCSs involved in
direct traffic control. The other area of note-
worthy difference is that both FSS and Tower
ATCSs were much more satisfied with their work
setting than Center ATCSs. This may be due

14

largely to the fact that FSS and Tower per-
sonnel have the potential for more contact with
the outdoors than Center ATCSs, who must per-
form most of their tasks in windowless, dimly lit
rooms.

The finding that ATCS attitudes toward the
FAA.Civil Service career tended to be related to
age or experience probably reflects motivational
differences between young controllers with limited
experience and those approaching the latter stages
of their career. It is not surprising that the older
ATCSs have a more positive attitude toward the
Civil Service system and its retirement features,
since they are closest to realizing some of these
benefits. On the other hand, the younger ATCSs
appear less concerned about the “security”
features of their career and instead like the pro-
motional opportunities which they see before
them. For the older ATCSs, promotions are no
longer likely to be a significant positive factor,
since they have reached a position in which op-
portunities for promotion within the ATC
specialty are quite limited.

Among the most. important findings from the
rating scales are those which clarify the attitudes
of ATCSs toward supervision and management.
In the report on the 1968-1969 Tower survey,"?
it was speculated that ATCSs had a more positive
view of local management and supervision than
of non-local (regional and national) manage-
ment, based on obtained differences between the
number of times management was mentioned as
something ATCSs liked at their facilities, as op-
posed to the very few times it was mentioned as
something they liked about ATC work in general.
Results from the present rating scales confirm the
accuracy of this speculation, as regional and
national management were rated progressively
more negatively than management and supervi-
sion at the local | The reason that ATCSs
have a more negative view of higher manage-
ment levels than local management may be that
the ratings reflect the ATCSs’ reactions to the
physical, social, and psychological distance be-
tween themselves and each succeeding level of
management. There is a considerable body of
evidence in the field of social psychology which
indicates that as “social distance” between an
individual and some other individual or group
increases, the probability that an individual will
hold a negative or hostile attitude toward the
distant one or ones also increases.**:?*° In the



Job Tasks in the Likes-in-General and Dislikes-
at-Facility sections than did the other two groups
(p<.05 or better for each comparison). The
FSS group, as well as the Tower group, also
made relatively more Job Tasks statements than
Center ATCSs (p<.05) in the Likes-at-Facility
section. The FSS group made comparatively
fewer responses than the other two groups of the
Job Challenge type in the Likes-in-General sec-
tion, and of the Management variety in the
Dislikes-in-General section.

‘The only other difference of note was that the
Tower ATCSs made relatively more positive
comments than did either the FSS or Center
groups about their Facilities in the Likes-at-
Facility section (p<.01).

The 1968-1969 and Current Surveys Compared.
For purposes of making comparisons between
the two surveys, only the Tower group from the
current survey was employed in these analyses
since no Center or FSS personnel were included
in the 1968-1969 study.

With respect to general response trends, it was
found that the current Tower group produced a
somewhat greater proportion of positive responses
to the questionnaire (53.2%) than did the 1968-
1968 Tower group (49.8%). The difference in
proportions was significant, p<.05.

The correations between the ranke-orders of
the percentages of responses in the FAA Response
Categories ranged from .88 to .97 and averaged
.94 across the four questionnaire sections (p<.01
for each correlation). Thus, there was relatively
good agreement between the two groups on the
orderings of the categories. However, in each of
the four questionnaire sections, the current Tower
group was found to have made proportionally
more statements about Job Tasks than did the
1968-1969 group (p<.01 for each comparison).
The same was true for statements about J/anage-
ment in the two sections concerning the aspects
of ATC work which the ATCSs dislike (p<.01).
On the other hand, the 1968-1969 group of Tower
ATCSs made relatively more complaints about
Facilities, both in general (p<.05) and at the
facility (p<.05), than did the current group.
They also had a proportionally greater number
of negative statements about Salary than did
the more recent group (p<.05). The only areas
in which the 1968-1969 group tended to be more
positive were those of Job Challenge in the Likes-

in-General section (p<.05) and Peers in the
Likes-at-Facility section (p<.05).

Comments Section. It was found in the earlier
study of Tower ATCSs that responses to the
Comments section of the questionnaire were gen-
erally amplifications of statements made to the
Dislikes-in-General or Dislikes-at-Facility  sec-
tions. This also was found to be the case in the
present survey after preliminary evaluation of
the data. Therefore, no further formal analyses
of the Comments responses were undertaken.
Herzberg Factors

Four Herzberg factors, Work [tself, Salary,
Achierement, and Working Conditions, accounted
for 76.89% of the statements which ATCSs made
about aspects of ATC work which they liked in
general (Figure 3). Just three factors, Company
Policy and Administration, Working Conditions,
and Work Itself. included 79.9% of the responses
concerning what ATCSs disliked about ATC
work in general.

Considering the Motivators and Hygiene
Factors as groups, it was found that the six
Motivators accounted for about two-thirds
(66.6%) of the Likes-in-General statements, while
10 Hygiene Factors included more than three-
fourths (76.8%) of the Dislikes-in-General state-
ments. This difference in proportions of likes and
dislikes statements accounted for by the two
factors was significant (y<.01).

As predicted by the motivator-hygiene theory,
the Motivators generally contained more state-
ments concerning what ATCSs liked than what
they disliked about ATC work. The Work Ltself,
Achievement, Responsibility, and Recognition
factors each contained significantly more re-
sponses about positive than negative aspects of
ATC work (<.05 or better in each case), The
other two Motivators, Advancement and Pos-
sibility of Growth, showed no differences between
frequencies of likes and dislikes statements,

With respect to Hygiene Factors, again the
results were generally in accord with the predic-
tion of the motivator-hygiene theory that nega-
tive statements about ATC work would be
predominant in these categories. This was true
for the Company Policy and Administration,
Working Conditions, Supervision—Technical,
Factors in Personal Life, and Interpersonal Re-
lationships—Superiors factors (p<.01 in each
case). The Salary factor was the only Hygiene



Appendix II

Description of Response Categories

FAA Response Categories
Job Tasks--

Job Challenge--

Career Characteristics--

Salary--

Work Schedule--

Peers-~

Facilities--

Procedures, types of positions, position rotation,

use of radar, amount of traffic, changing traffic
situations, teamwork, work with different types of
aircraft, controller/pilot cooperation, extra

duties, training responsibilities, resolving problems,
communications.

Job challenge, interest, satisfaction in doing
difficult work, accomplishment, complexity of traffic,
freedom to make decisions, responsibility, exciting,
stress or pressure, fear of error or its consequences.
Job security, career opportunities, advancement,

pride in association with aviation, retirement
program, EAR system, importance of the service,

annual physical, being under Civil Service, fringe
benefits.

Amount of pay, comparative levels of pay.

Shift rotation, days off, break schedules, overtime,
leave schedules.

Co-workers, quality of controllers, controller attitude.
Location, equipment, airport layout, size, physical

characteristics, crowding, maintenance, parking.

29



Like Neither Dislike

17.

18.

19.
20.
21.
22.

23.

24.

25.

26.

27.

28.
29.
30.

31.

32.

33.

34.

Very Like Nor Very

Much Like Dislike Dislike Much
Level of salary~------------- l 1 1 i J
Association with fellow
controllers------------------ iT it it { J
Physical working environment- | I L i 1
Airport layout--- 1 L iT i
Communications equipment----- L 1 i= I J
Radar equipment-------------- Lo L ] I 1
Number of trained
controllers ------------------ l 1 I 1 j
Changing work shifts--------- l i { i J
Working day shifts
(approximately 8:00-4:00)---- | i J I Jj
Working evening shifts
(approximately 4:00-12:00)--- i 1 i i
Working night shifts
(approximately 12:00-8:00)--- | j I Ll ]
Light-traffic shifts--------- l 1 1 1 j
Moderate-traffic shifts- l ] 1 j
High-traffic shifts---------- t 1 1 i j
Quality of immediate
supervision------------------ L { 1 I i
Quality of local management-- § I 1 J i]
Quality of regional manage-

“4 I { I J

Quality of national manage-
ment - | { i J

26


category of /nterpersonal Relationships—Subor-
dinates, instead of the appropriate category of
Work Itself. The former category was supposed
to be used only for statements pertaining to in-
dividuals with whom the respondent had a super-
visory responsibility (such as trainees), while the
latter classification was used for any comment
concerning the actual job tasks, which included
“working with pilots.” This type of misclassi-
fication appeared to be the primary determinant:
in at least 50% of the disagreements in ratings.
Thus, relatively few of the disagreements were
based on discrepancies in the interpretation of
responses.

III. Results and Discussion.

Parr 1: What ATCSs Like and Dislike in
ATC Work

FAA Response Categories

A total of 7,372 statements were obtained in
response to this survey; of these, 52.6% were to
the “like best” portions of the questionnaire.
The percentages of these statements classified as
belonging to each FAA Response Category for
the various sections of the questionnaire are
presented in Figures 1 and 2. In addition to the
percentages obtained for each ATCS specialty
(FSS, Center, Tower), the percentages obtained
from the Tower personnel surveyed in the 1968-
1969 study’? are shown for comparison purposes.

ATC Work in General. As can be seen in
Figure 1, the ATCSs most frequently mentioned
their actual Job Tasks (30.1%) and the Job
Challenge (27.3%) as aspects of ATC work which
they liked best. Of the other possible types of
responses, only those relating to Career Charac-
teristics (14.1%) and Salary (11.8%) each ac-
counted for 10% or more of the Likes-in-General
responses.

Statements concerning Management (36.6%)
occurred most frequently as a dislike about ATC
work, Also mentioned with considerable fre-
quency as sources of dissatisfaction were various
aspects of ATC Work Schedules (18.3%) and
Job Tasks (18.1%). No other category accounted
for as many as 10% of the responses to the Dis-
likes-in-General section of the questionnaire.

The seeming paradox between the frequent
mention of Job Task types of statements as both
likes and dislikes may be explained by considera-
tion of the content of this relatively broad

response category (Appendix IT). Specifically,
the statements under the Likes-in-General section
concerned working with radar, advising pilots,
radio communications, and other tasks associated
with the direct control of air traffic, or in the case
of FSS personnel, of providing service to pilots.
In contrast, the statements concerning Job Tasks
made under the Dislikes-in-General section pri-
marily concerned duties not directly related to
the control of air traffic or provision of flight
services. These included statements concerning
extra duties, paper work, cleaning details, and
training responsibilities.

ATC Work at the Facility. As fay as their
particular facility was concerned (Figure 2), the
ATCSs most often mentioned that they liked
their Job Tasks (36.5%). Much less frequent
were positive comments about the Facilities they
had for accomplishing their work (13.1%), the
Job Challenge (12.2%), and their Peers (11.1%).

As with the general portion of the question-
naire, the major complaints of ATCSs about
ATC work at their facilities concerned Manage-
ment (39.5%). Negative statements concerning
Job Tasks (23.6%) were also relatively frequent.
There was also a considerable number of com-
ments about the Facilities (14.1%) and Work
Schedules (11.9%).

Agreement Between ATOS Specialties. The
three ATC options showed substantial agreement
in their responses. There were three correlations
between specialities (Tower to Center, Tower to
FSS, and Center to FSS) for each of the four
questionnaire sections. These correlations pro-
vide an index of the degree of agreement between
the rank-orders of the percentages of statements
classified in each category by the controllers in
the three ATC options. The values ranged from
-69 to .99 and averaged .90. Of the 12 correla-
tions, 10 were significant at the .01 level and the
remaining two values were significant at the .05
level. The average correlations between Tower
and Center, Tower and FSS, and Center and
FSS options were .96, .89, and .84, respectively.
Thus, it can be seen that while agreement between
all groups was substantial, the Tower and Center
groups were, as might have been expected, more
similar to each other in their work-oriented
attitudes than they were to FSS ATCSs.

Only a few differences of any importance were
noted between the ATCS specialities. The FSS
group made proportionally more statements about


survey). The entire task took approximately one
hour, and included an interest inventory (the
Strong Vocational Interest Blank) not related to
the attitude survey. In each case, the Likes-
Dislikes Questionnaire was answered first, then
the interest inventory. The remaining three
questionnaires were given in semi-randomized
order across respondents, that is, an equal number
of ATCSs answered these questionnaires in each
of the three possible orders of presentation.
Directions for answering each of the survey
questionnaires were presented on the appropriate
response sheet. The only general instructions
provided were to work as rapidly as possible con-
sistent with care in answering the items and to
refrain from placing a name or other identifying
information on any part of the survey. It was
explained to the participants that each record
would be completely anonymous, so that the
respondent could answer each item with complete
candor and without concern that his responses
could be specifically related to him in any way.

Scoring. The responses to the Likes-Dislikes
Questionnaire were scored according to the nine
response categories established in the previous
study of ATC personnel (these are designated
FAA Response Categories).* The categories
were labeled Job Tasks, Job Challenge, Career
Characteristics, Salary, Work Schedule, Peers,
Facilities, Management, and Miscellaneous. The
statements from the Likes- and Dislikes-in-
General sections of the questionnaire were also
scored by the 16-category system devised by
Herzberg.®* The 16 Herzberg factors were
derived from the research of Herzberg and others
on the job attitudes of several widely divergent
occupational groups (e.g., engineers, unskilled
laborers).°° In general, Herzberg found that
job satisfaction was associated with factors such
as Achievement, Recognition, Work Itself, Ad-
vancement, Possibility of Growth, and Responsi-
bility, which he labeled “Motivator Factors.”
Dissatisfaction generally centered on what Herz-
berg designated as “Hygiene Factors,” such as
Company Policy and Administration, Working
Conditions, Supervision, Salary, Interpersonal
Relations—Peers, —Subordinates, —Superiors,
Factors in Personal Life, Job Security, and
Status. From these data, Herzberg developed the
motivator-hygiene theory which holds that the
factors which account for job satisfaction
(Motivators) are separate and distinct from those

factors which lead to job dissatisfaction (Hygiene
Factors). The Herzberg approach was used to
permit a determination of the extent to which
the job attitudes of ATCSs are in keeping with
those of employees in a variety of other occupa-
tions.

Descriptions of each FAA and Herzberg
category are presented in Appendix IT. Although
some individuals provided more than the re-
quested three statements per section, only the
first three statements were considered in the
various analyses.

Three judges were used in the classification of
the responses into the FAA and Herzberg cate-
gories. Two of the judges were technicians with
Bachelor's degrees in psychology, but both were
naive with respect to the general area under in-
vestigation and to the Herzberg® theory. These
two judges sorted all responses according to the
criteria listed in Appendix II. To minimize bias
in their classifications, the training provided was
confined to clarification of the criteria and the
technical terms used by ATCSs. The third judge
(the author) classified only those statements on
which there was a disagreement between the first
two judges.

In order to insure that the judges in the present
study were actually classifying responses in the
FAA Response Categories by the same procedure
as used in the previous study, the present judges
rated a random sample of responses from the
1968-1969 survey.* The ratings of one judge
agreed with the with the 1968 ratings on 88.38%
of the sampled responses, while the second judge
agreed with the previous raters on 87.0% of
the responses sampled. It was estimated that
these variations between the two groups of raters
would have resulted in an average change of 1.3%
in the percentages originally established. This
amount of variation would not have resulted in
any changes in frequency of statistical or experi-
mental significance.

With the present data, the first two judges
agreed on 87% of the ratings for the FAA Re-
sponse Categories, and on 80% of the classifica-
tions in the Herzberg system. Most disagree-
ments occurred because one judge or the other
consistently scored a particular type of response
inappropriately. For example, one judge scored
all responses indicating that an ATCS did or did
not like to work with pilots under the Herzberg


ATCSs’ situation, there is less contact, less
similarity of interest patterns, less direct inter-
action, and less opportunity to exchange opinions
between the ATCS and managerial personnel
with each succeeding level of management and,
therefore, more opportunity for development of
negative feelings for management. It should also
be noted that this is a two-way phenomenon, and
it is just as easy for management to assign nega-
tive attributes to ATCSs because of social dis-
tance. However, since there is little that ATCSs
can do directly to reduce the distance between
themselves and management, the responsibility
is upon management to lessen the effect of these
general tendencies by promoting (a) meaningful
communication in both directions, (b) direct con-
tact between management and employees under
ordinary conditions, and (c) areas of common
interest between management and the ATCS.

Parr 3: Attitudes Toward Shift Work

Clearly, these findings support those from the
other sections of the survey which indicate that
night shifts are unpleasant for ATCSs, while day
and evening shifts are perceived more positively.
For each pair of shift work questions (feel best
and feel worst, feel most relaxed and feel most
tense, etc., see Table 4), there was a significant
difference (p<.01 in all cases) between the dis-
tributions of day, evening, and night shifts
checked on the two questions. On the questions
associated with positive feelings (question 1, 3,
6, 7, and 9), both the day and evening shifts were
selected significantly more often than the night
shift (p<.01 in each case). On questions 1 (feel
best), 8 (perform best), and 9 (most satisfying),
the day shift was also chosen significantly more
often (p<.01) than the evening shift. On ques-
tions 6 (most rested) and 7 (most relaxed), the
evening shift was selected more often than the
day shift (p<.01 for both cases). The questions
directed at negative feelings associated with
shifts (questions 2, 4, 5, 8, and 10) almost always
elicited a greater number of night shift selections
than either the day or evening shift choices.
This was true for questions 2, 4, 5, and 10 (p<.01
in each case). On question 4 (feel worst) the
evening shift was selected more often than the
day shift (p<.01), while on question 5 (most
tired) the reverse was true (p<.01) ; for both of
these questions, the day and evening shifts were
selected far less frequently than the night shift.

Bt)

Question 8 (most tense) was the exception to
this trend for negative feelings to be associated
with night shifts. The day shift was checked
more often on this question than either of the
other two shifts (p<.01 for both comparisons),
which in turn did not differ in frequency of selec-
tion from each other. Thus, the shift most fre-
quently listed as the one which yields the most
satisfaction, the best feelings, and the best per-
formance is also the one which is listed as generat-
ing the most tension. This tends to reinforce
the hypothesis that the pressure of control work
js not objectionable to ATCSs in general, and in
fact the absence of such pressure may be seen as
unpleasant by them.

There were differences between ATCS special-
ties on all but question 4 (perform worst).
Generally these differences were in the proportion
of day to evening shifts selected by ATCSs from
the various options, since the relative frequency
of night shift selections was consistent across all
three groups of ATCSs on most questions. For
Tower ATCSs, the evening shift was most often
listed as the one on which they “feel best”
(p<.01), Center controllers listed the day shift
most often (p<.01), while FSS personnel were
equally positive to both types of shifts. With re-
spect to performance and satisfaction (questions 3
and 9), both the Center and FSS groups indicated
that the day shift was associated with best per-
formance (p<.01 for both comparisons). For
the Tower controllers, there was no significant
difference between the frequencies assigned to the
two shifts on these questions. When responding
to the question of which shift is associated with
“feeling most rested” (question 6), the Tower and
FSS controllers chose the evening shift more
often than the day shift (p<.01); the choices
were essentially equal for the Center group. It
should again be noted that on each of these ques-
tions, ATCSs at all facility types chose both day
and evening shifts more often than night shifts.

On question 2, which asked on which shift the
individual felt’ worse, the Tower ATCSs chose
the day shift more often than the evening shift
(p<.01), Center controllers chose the evening
shift more often than the day shift (p<.01),
and FSS personnel chose day and evening shifts
equally often. On the fourth and tenth questions
(worst performance and least satisfaction), both
the Tower and FSS groups chose the day and
evening shifts equally often, while the Center



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sonnel (p<.01 for both comparisons). For the
10-year estimate, there were no differences be-
tween controller options.

Even though generally satisfied with their oc-
cupational choice, these data are consistent with
the research of Graham® in showing that ATCSs
do not consider ATC work, in and of itself, a
particularly long-term career. Advancement is
seen as occurring by a shift in occupation away
from ATC work into managerial or other areas
(e.g., computers) for which ATC experience may
not be particularly relevant. Thus, ATCSs are
unlike professionals in fields such as engineering,
physics, medicine, or law who see occupational
stability and advancement. within their primary
area of professional identification. As Super and
Bohn* have noted, career stability in an occupa-
tion is generally directly related to the length
and expense of preparation for the profession.
Thus, it would be expected that ATCSs, who are
trained in a relatively short time (three to five
years), and at. relatively little expense to them-
selves, will show a greater tendency to shift
occupational identities than individuals who re-
quire up to 10 years of expensive preparation to
become “journeyman” professionals.

The fact that ATCSs “top out” so early in
their careers compounds the problem of the future
in ATC work. As Graham* noted, ATCSs have
the feeling that by age 35 the controller should be
seeking bidding opportunities (i.e., opportunities
for promotion in his and other facilities), at
least if he comes from a major facility. In this
sense, ATC work has more in common with
skilled and clerical occupational level groups than
with professional, or managerial, occupational
levels. Advancement in law, medicine, or busi-
ness is relatively continuous along a long gradient
to a rather distant goal, whereas the skilled
worker (or journeyman ATCS) reaches his prob-
able limit at a relatively early age as far as status
and occupational skills are concerned. Moreover,
the skilled worker has a small chance for further
advancement within his occupational skill.?°

IV. Conclusions,

The general picture of ATCS attitudes which
this survey presents is one of a group of em-
ployees who like their work, who are presently
satisfied with their occupational choice, and whose
attitudes about their work have become slightly
more positive in the last few years. This shift

21

toward improved morale is probably a function
of reduction of dissatisfying conditions (e.g.,
improvement in equipment and facilities) and
greater opportunities to participate in the -deci-
sion processes concerning day-to-day job activ-
ities. Still, most of the satisfaction which an
ATCS experiences comes from the work itself.
Therefore, the areas of recognition, achievement,
growth, and responsibility should receive the
focus of attention in attempting to enrich the
ATCSs’ work experience.

Clearly, the dominant negative issue for all
three ATCS specialties is that of management.
In this, they share attitudes in common with
European controllers‘ and with empoyees in
most other occupations.» However, the recent
agency emphasis on training in management and
supervision may have produced some improve-
ment in this area. There are signs in the data
that some effects of recent management programs
have already become noticable, especially at the
facility levels. In more than one instance, a per-
ceived improvement in management was reported
by an ATCS. Nonetheless, it is clear that man-
agement has much room for additional improve-
ment according to ATCSs; the fact that ATCSs
feel as do most. other employee groups toward
management is not justification for depreciating
the importance of this finding.

This survey was not directly concerned with
the e of stress in ATCSs; however, some of
the findings have implications for the considera-
tion of this problem which should not be ignored.
There is some evidence**»* that ATC work in
high traffic/work load settings (such as O’Hare
Tower) is more stressful than such activities as
long and/or difficult flights, extended decompres-
sion in an altitude chamber, or when inexperi-
enced individuals spend 10 hours in a flight
simulator. This may be true; however, it should
also be noted that ATCSs report that they like
heavy-traffic shifts better than they do light-traffic
shifts and that the shift which they indicate
provides the most satisfaction and best feelings
is also the shift that is reported as making them
most tense (the Day shift). Many statements
indicated that the ATCSs liked the demanding
nature of the job; approximately 56% of the con-
trollers mentioned that they liked the pressure,
the fast pace, and the fact that they did not get
bored on the job. In fact, ATCSs often said that
when traffic was light the work was boring; this



TECHNICAL REPORT STANDARD TITLE PAGE

T. Report No. 2. Government Accession No. 3, Recipient's Catalog No.
FAA-AM-7 3-2
%. Title and Subtitle 5. Report Date

JOB ATTITUDES OF AIR TRAFFIC CONTROLLERS: A January _1973

COMPARISON OF THREE AIR TRAFFIC CONTROL SPECIALTIES | ° Performing Organization Code

7. Author(s) 8. Performing Organization Report No.

Roger C. Smith, Ph.D.

9. Performing Organization Name and Address 10, Work Unit No.
FAA Civil Aeromedical Institute
P. 0. Box 25082 TI. Contreet or Grant No.

Oklahoma City, Oklahoma 73125

13. Type of Report and Period Covered

12. Sponsoring Agency Name and Addres

Office of Aviation Medicine OAM Report
Federal Aviation Administration
800 Independence Avenue, S. W. 14. Sponsoring Agency Code

Washington, D. C. 20591
15. Supplementary Notes

This research was conducted under Tasks No. AM-B-72-PSY-34 and AM-B-73-PSY-34.

16. Abstract

A total of 792 journeyman air traffic controllers from ARTCC, TRACON, and FSS
facilities answered a four-part questionnaire concerning (a) what they liked
and disliked about ATC work, (b) how much they liked or disliked certain specific
aspects of ATC work, (c) how they felt about shift work, and (d) their level of
job satisfaction. In general, the three ATC specialties showed high agreement
in their job-related attitudes. They liked most of their job tasks and the
challenge of ATC work; they tended to dislike management, their work schedules,
and job tasks not directly related to traffic control or flight service.
Concerning shift work, it was found that the most negative attitudes were
associated with night (2400 to 0800) shifts. Controllers also indicated a
preference for rapid turn-around shift rotation schedules. Finally, these
satisfaction questionnaires indicated that approximately 91% of the controllers
surveyed were satisfied with their occupational choice. However, most had other
career aspirations for the future. The findings were discussed in terms of the
similarity of the controller groups to members of other occupations, and in
terms of the significance of the findings for improving controller morale.

17. Key Words 18. Distribution Statement

Air Traffic Controller Availability is unlimited. Document may

Job Attitudes be released to the National Technical

Job Motivation Information Service, Springfield, Virginia

Personnel 22151, for sale to the public.

Psychology

19. Security Clossif. (of this report) 20. Security Classif. (of this page) 2H. No. of Pages | 22. Price
Unclassified Unclassified 31 $3.00

Form DOT F 1700.7 (8-69)



Factor containing a substantial number of state-
ments which showed a reversal from the expected
direction. There were significantly more re-
sponses indicating satisfaction than dissatisfac-
tion over compensation (p<.01). Of the remain-
ing four Hygiene Factors, two, /nterpersonal
Relations—Peers and Job Security, also followed
the reversal trend; however, all four factors
summed together accounted for only 6.2% of all
the statements made to the questionnaire.

Discussion

These data suggest that, in general, the atti-
tudes of ATCSs toward their profession have
remained relatively consistent across the last three
years. Those features of ATC work which con-
trollers liked in the 1968-1969 survey,” such as
the challenge of the work, the tasks associated
with ATC work, and pride in the profession,
were also frequently mentioned in this sampling
of attitudes. Similarly, the principal sources of
dislikes have changed only moderately, as man-
agement is still the source of the largest per-
centage of negative comments about work in
ATC, while facilities, work schedules, and some
job tasks (usually paper work or routine duties
not directy associated with the control of traffic
or assistance of pilots) also continue to be men-
tioned with notable frequency. However, even
though the general trends in the job-related likes
and dislikes of ATCSs have remained relatively
constant, there is also evidence of some overall
increase in the positive feelings of ATCSs toward
their profession across the interval between the
first survey and this one. The fact that ATCSs
provided more statements about what they liked
than what they disliked in ATC work in this
survey, compared to the opposite tendency in the
1968-1969 study, supports this conclusion.

The relative proportions of statements indicat-
ing dissatisfaction with management increased
across surveys, as indicated by the 1968-1969
Tower and present Tower group comparison.
This may be attributable to the fact that some
annoyances with salary, work schedules, and,
most importantly, facilities (equipment and
physical environment) have been effectively re-
duced in the interim. Thus, it may be that man-
agement appears comparatively “worse” in this
survey than in the 1968-1969 survey because there
are fewer other sources for complaints. Since
the percentages in the various categories in any

one section are interrelated (reduction of com-
ments in one category will lead to an increase in
percentages in one or more other categories),
such a conclusion seems reasonable.

Some perspective with respect to management
may also be gained from these findings by com-
parison with the other occupational groups sur-
veyed by Herzberg.’ From surveys of 16 occupa-
tional groups, ranging from housekeepers to
scientists, it was found that complaints concern-
ing management ranked first as a source of dis-
satisfaction in all but two studies, and in those
two studies management and technical supervision
were essentially equal as a source of negative
feelings. The average percentage of negative
feelings accounted for by management in the
studies reviewed by Herzberg was 31%, with a
range of 17% to 64%. Since these percentages
were established in a somewhat different way than
the proportions obtained in this survey, undue
emphasis should not be placed on a direct com-
parison of percentages. (Statements from
narratives concerning events which yielded satis-
faction or dissatisfaction in their jobs were scored
on one or more categories in most of the studies
related to the Herzberg theory, while in the
present study each of the responses to the ques-
tions of what an ATCS liked or disliked about
ATC work were scored in one and only one
Herzberg category.) Nonetheless, it should be
noted that the proportion of statements indicating
dissatisfaction with management and/or super-
vision (85.5%) was approximately the equal of
the average proportion obtained from the surveys
reported by Herzberg. Probably the best con-
clusion that can be drawn from this comparison
is that ATCS attitudes toward management are
probably quite similar to those of members of
most other occupational groups.

It is apparent from the data that there is a
high degree of congruence between the three
ATCS specialties in their attitudes toward ATC
work. As would be expected, however, attitudes
of Tower and Center controllers were more
similar to each other than either of these groups
was to FSS controllers. It is significant that
FSS personnel made fewer positive comments
about the challenge of ATC work, fewer negative
comments about management, and more negative
comments about the specific tasks they perform
than did other ATCSs. These differences may
reflect the fact that, not being involved in the


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PART IV: SATISFACTION QUESTIONNAIRE

How satisfied are you with being an air traffic controller?

| | l I _I
Very Satisfied Indifferent Dissatisfied Very
Satisfied Dissatisfied

Did you want to enter

some other profession

before you became a

controller? Yes. No.

If your answer is yes,
what did you want to do?

Do you now want to

enter some other

profession or line

of work? Yes. No.

If your answer is yes,
what do you want to do?

Assuming you continue in the FAA, what would you like to be doing
professionally (that is, specific types of air traffic control work,
supervision or management, new professions, positions at local,
regional, or national level, etc.)?

a) 1 year from now

b) 5 years from now

ec) 10 years from now

How old are you?

How many years and months
FAA ATC experience do you have?

28


PART III: SHIFT WORK SURVEY
Considering a Day shift to be approximately 8-4, an Evening shift
approximately 4-12, and a Night shift approximately 12-8
On what shift do you D E N

1. Feel best

2. Feel worst

3. Perform best

4. Perform worst

5. Feel most tired

6. Feel most rested

7. Feel most relaxed

8. Feel most tense

9. Get the most satisfaction

10. Get the least satisfaction

Do you like your current rotation schedule? Yes No

What schedule would you prefer for rotating shifts?
a. Scheduled hours for each of the following shifts (8:00 a.m.-4:00 p.m., etc.)

Day Evening Night

b. Sequence (Number of consecutive shifts of each type)

Day Evening Night

c. When would you like your days off?

27



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affirmatively. The three ATCS groups did not
differ significantly from each other on responses
to this question.

Preferences with respect to shift rotations,
hours, and days off are shown in Table 5. The
shift sequence most perferred was the 2-2-1
schedule (a schedule of two days shifts, two even-
ing shifts, and one night shift), followed by the
5-5-5 schedule. There were significant differ-
ences between ATCS specialties in the frequencies
with which these schedules were listed. For the
2-2-1 sequence, the preference rates were 53%,

44%, and 36% for the Tower, Center, and FSS
groups respectively. For the 5-5-5 schedule, the
corresponding values were 18%, 7%, and 18%.
Only three hourly schedules met with substan-
tial approval; these were the 7-3, 3-11, 11-7
schedules with 43.5% of the responses, the 8-4,
4-12, 12-8 schedules with 26.1% of the responses,
and the 6-2, 2-10, 10-6 schedules with 5.8% of
the responses. There were some differences in
preference as a function of ATCS specialty, as
Center and Tower ATCSs had strong perferences
for the 7-3 and then the 8+ hourly schedules

Table 6

Percentages of ATCSs preferring fast, intermediate, and slow

a
turn-around shift rotation schedules as a function

of age and experience.

Age in Years

Schedule
To 29 30-34 35-39 40-44 45-49 50+
Fast 74% 66% 63% 60% 63% 47%
Intermediate 20% 28% 26% 36% 29% 47%
Slow 6% 6% 11% 4% 8% Th
Years of Experience
To4 5-9 10-14 15-19 20+
Fast 74%, 70% 59% 52% 57%
Intermediate 20% 24% 32% 38% 36%
Slow 5% 5% 9% 10% Th

4 Fast turn-around schedules included the 2-2-1, 1-1-1, 1-3-1, and 3-1-1

schedules.
or similar sequences.

Intermediate rotation schedules included the 3-2-0, 2-3-0,
The slow turn-around schedules included 5-5-1,
5-5-5, 10-10-5, or similar schedules.

In each case, the first number

refers to consecutive Day shifts, the second to consecutive Evening
shifts, and the third to consecutive Night shifts.


Appendix I
Survey Questionnaires

PART I: FIRST QUESTIONNAIRE

The items below concern your likes and dislikes about ATC work in general
and at this facility.

DIRECTIONS
1. Try to list your comments in rank order, the most important first
and so on.
2. Please make your comments brief and legible.

At This Facility
I. Cite three specific aspects of ATC work which you like BEST at- THIS FACILITY.

1,

2.

3.

II. Cite three specific aspects of ATC work which you like LEAST at THIS FACILITY.

1.

2.

3.

In General
III. Cite three specific aspects of ATC work IN GENERAL which, you like BEST.

1.

2.

3.

IV. Cite three specific aspects of ATC work IN GENERAL which you like LEAST.

1,

2,

3.

Comments
V. Briefly list any problem areas, recommendations, or comments you want to mention.





toward management at that level. These findings
fit very well with studies of attitudes and
“social distance,” discussed below.

The ratings of the various types of shifts in-
dicate that both moderate-density and high-
density shifts are rated positively, with the
moderate-traffic shift having the significantly
higher rating (p<.01). In contrast, light-traffic
shifts are viewed somewhat negatively. The dif-
ferences in ratings between light-density shifts
and the other two types were significant for both
comparisons (p<.01).

On 21 of the 34 rating scales, there were sig-
nificant differences in ratings between ATCS
specialties (Table 1). It was found that FS
controllers have higher (ie. towards the “like
very much” end of the scale) ratings than either
Tower (p<.01) or Center (p<.01 personnel on
the three management scales, the Civil Service
scale, the Retirement Benefit scale, and the scale
concerning the number of trained controllers.
The FSS group, however, did not rate the chal-
lenge of their work or the factor of constantly
changing traffic as near to the “like very much”
point on the scale as did the other two groups
(p<.05 or better for each comparison).

Both FSS and Tower controllers felt more
positive about their physical working environ-
ment than did Center ATCSs (p<.05 for both
comparisons), and also had more positive feelings
about Evening shifts than did Center employees
(p<.01 for both comparisons). The Center
group, on the other hand, felt more positively
about, Day shifts than did the FSS group
(p<.05) which in turn had more positive ratings
on this scale than the Tower group (p<.01).
The Center and FSS groups were also more posi-
tive than Tower ATCSs about working with
pilots (p<.01 for both comparisons).

The Tower ATCSs rated work load, their
communication equipment, and high-density traf-
fic more positively than did FSS and Center
personnel (7<.05 or better for each comparison).
Compared to Center ATCSs, Tower controllers
were more positive on the scales for changing
traffic, radar, number of controllers, rotating
shifts, and local and regional management (all
comparisons p<.05 or beter). The only scale
on which the Center ATCSs had generally higher
ratings than the Tower group was that concerned
with being in Civil Service (p<.05).

11

With respect to supervisor and management
ratings, it was found that the FSS group gen-
erally had more positive ratings of management
than the other two groups. In fact, on the scales
dealing with supervision, local management, and
regional management, the FSS group was the
only group to have a mean rating on the positive
side of the scale. These differences between
facility types were significant on the three scales
for management (»<.01 for each comparison).
Also, on the local and regional management
scales, the Tower group gave higher ratings than
the Center group (p<.01 for both comparisons).

Ratings on a total of 18 of the scales varied as
a function of age (Table 2), experience (Table
3), or both (age and experience correlated .74 in
this study). The challenge of ATC work was
diminished for those ATCSs 45 years of age or
more and for those with 20 or more years of
experience, when compared to the other ATCSs
(p<.01 for both comparisons). Experience ap-
parently made a difference in rating the prestige
associated with being a controller, as those ATCSs
with less than five years of experience were sig-
nificantly more positive toward this factor than
more experienced personnel (p<.01). Ratings
associated with various aspects of the ATC career,
ie, being in Civil Service, retirement benefits,
and promotional opportunities, all varied as a
function of age. With respect to Civil Service
and retirement, the ATCSs 45 or older were sig-
nificantly more positive than the younger con-
trollers (7<.01 for each scale). On the promo-
tion opportunity scale, the ATCSs who were 29
years of age or less were more positive in attitude
than their seniors (p<.01).

Judgments concerning changing shifts also
varied as a function of experience, but not age.
Specifically, ATCSs with less than 10 years of
experience were more positive toward rotating
shifts than were controllers with more experience
(p<.05). However, even the oldest and most
experienced ATCSs were neutral or only slightly
to the negative side of neutral in their judgments
of this aspect of ATC work.

The relationships between age, experience, and
judgments about night shifts were similar to those
for changing shifts, although in all instances the
ratings were highly negative.

It was also found that experience, but not age,
was related to ratings of high-traffic-density



Table 3

Mean like-dislike ratings of specific aspects of ATC work

as a function of experience of ATCSs.

Years of Experience

Scale

To4 5-9 10-14 15-19 20+
Challenge* 1.73 1.79 1.73 1.66 1.55
Work in Aviation 1.64 1.68 1.67 1.71 1.77
ATC Tasks 1.45 1.53 1.59 1.50 1.41
ATC Career 1.54 1.48 1.47 1.47 1.36
Constant Traffic Changes 1.38 1.47 1.54 1.45 1.18
Work with Pilots 1.38 1.40 1.45 1.47 1.59
Service to Aviation 1.32 1.37 1.39 1.46 1.50
Respect and Prestige* 1.51 1.39 1.24 1.33 1.25
Difficulty of Work 1.19 1.36 1.36 1.26 1.05
Association with ATCSs 1.21 1.34 1.27 1.27 1.32
Position Rotation 1.22 1.26 1.14 1.05 +82
Moderate-Traffic Density 1.01 89 85 +95 +82
Salary* 1.09 68 91 +98 +64
Work Load 77 75 84 +72 295
High-Traffic Density* 65 .86 .91 64 65
Day Shifts -70 59 76 +66 68
Civil Service +59 254 -57 +59 81
Retirement Benefits -63 37 41 43 82
Evening Shifts 39 43 26 17 +36
ATC Procedures 35 +33 224 +34 38:
Work Environment 34 +39 +24 +19 57
Shift Rotation* 42 .37 12 -.13 -.18
Radar Equipment -08 .05 «13 06 52
Number of ATCSs* 17 -.10 -.10 -.05 -50
Non-Control Duties -.11 -.07 -.02 -00 -.14
Promotion Opportunities* 41 -.08 -.45 -.73 -.36
Communications Equipment -.04 -.21 -.19 -.22 19
Quality Supervision* -16 -.33 -.27 -.38 .00
Quality Local Management* -.09 -.23 -.28 - 41 09
Light-Traffic Density ~.15 -.23 -.40 -.24 -.14
Airport Layout -.19 -.24 -.86 ~.66 -.33
Quality Regional Management* -.18 -.35 -.48 -.51 -.27
Quality National Management* - 44 -.62 -.73 -.68 -.32
Night Shifts* -.59 -.62 -.99 -1.05 -.77

* Significant effect for experience.


ACKNOWLEDGMENT

The author is indebted to many individuals for their assistance in con-
ducting this survey, especially to the air traffic controllers who volunteered to
participate in the survey. The project was also helped immeasurably by the
gracious and complete cooperation extended by the management of each
facility and Region that was visted. Many Academy and Headquarters
officials also provided needed assistance in solving the many administrative
problems associated with conducting a project of this nature.

A special word of appreciation is due three air traffic controllers,
William T. Abernathy, Harold H. Downey, and Henry D. (Doug) French.
Through the cooperation of Fred M. Marks and Fred N. Fairweather of the
Academy’s Air Traffic Training Branch, these three controllers conducted
the survey at each faciity. They contributed their own time and ideas, and
most importantly, their enthusiasm to this project. Their efforts were instru-
mental in accomplishing the goals of the survey.

The assistance of Carolyn Lay and Charles Abbott in the analysis of
these data is also gratefully acknowledged.



was presented as a very objectionable state of
affairs. It therefore seems reasonable to conclude
that ATCSs, as a rule, like to be “where the
action is,” and that this is one aspect of their
work which is most appealing. This finding
raises some significant questions which must be
considered in plans for increasing automation of
the ATC system. Specifically, how will the
planned changes affect the work tasks of the
ATCS, and what changes in ATCS work loads
will work for the benefit of the ATC system?
Tf automation makes the task routine and less
challenging, the morale and efficiency of ATCSs
may suffer considerable loss, and so negate the
system advantages of the automation program.
This is not to say that automation programs
should not be undertaken. It is to say that such
programs should take into account not only
whether or not automation of tasks previously
done by controllers can be accomplished, but also
whether or not the changes will yield net im-
provements in the entire man-machine inter-
action.

Some of the data obtained in this study have
strong implications for the career aspects of ATC
work. At present, there is relatively little of the
career (defined by Super and Bohn as the de-
velopmental course of employment pursued over
time) as contrasted with an occupation (which is
what one does at any particular time) in the ATC
vocation, An ATCS becomes a journeyman in a
relatively short time and has few means of fur-
ther progress within that occupation. He must
generally switch occupations to advance. The

22

ATOS expresses this in his career aspirations by
planning to leave ATC work itself for super-
vision-management, or staff positions, which re-
quire the ATCS to learn new skills outside of
the ATCS specialty, and which are largely in-
dependent of his experience in the specialty. In
other words, ATC work, like vocations such as
professional sports or the military, is seen largely
as a “young man’s” activity and as a relatively
short-term occupation. Then, even by early re-
tirement age, the ATCS is probably “over the
hill” at least in terms of his self-concept. In
other words, ATC work is one in which the em-
ployee “peaks” early; this feature of the ATC
occupation provides a considerable challenge for
those concerned with maintaining and improving
the long-term morale of ATCSs.

Addendum

After completion of the present report, a trans-
lation of a report entitled “Attitudes Toward the
Work and Working Conditions Among Air Traf-
fic Control Personnel in the Aviation Adminstra-
tion” by Kennholt and Bergstedt of the Swedish
Personnel Administrative Council was received.
Their findings are consistent with the findings of
the present survey, and also with the work of
Singer and Rutenfranz.! Swedish controllers
tended to like and find satisfaction in their work,
they tended to dislike management and their
facilities. The only point of particular contrast
between this survey and the Swedish survey was
the Swedish dissatisfaction with salary levels, a
complaint also mentioned by other European
controllers.




Appendix II (Cont'd)

Management --

Miscellaneous --

.. 5,6
Herzberg Categories

Work Itself--

Achievement --

Responsibility--

Recognition--

Advancement --

Possibility of Growth--

Company Policy and
Administration--

Quality, relations with management, attitude toward
ATCSs, amount of supervision, communication between
ATCSs and management , cooperation, competence,

support from management, recognition, staffing levels,
training programs, employee selection, policy-making
procedures, annual leave and sick leave policies.
Association with professional pilots, contact with
public, cooperation between ATC facilities,

cooperation with airport management.

Job tasks, challenge, difficulty, variety.

Success on the job, solving problems, seeing the
results of one's work, vindication of ideas.
Responsibility for own work, new responsibilities,
responsibility for safety.

Recognition from peers, supervision, management,
public for work.

Change in status by promotion.

Opportunity for development of skills and interests,
potential for self-development, acquisition of new

skills.

Management, personnel policies, management quality

and competence, organization, goals.

30


PART II:

RATING SCALES

Please rate each of the following aspects of the ATC profession in terms of

whether it is part of ATC work which you like or dislike.

which indicates your feeling.

10.
1l.

12.

13.

14,
15.

16.

Challenge of ATC work-----
Difficulty of ATC work----

ATC tasks (radar, communica-
tions, etc)--

Constantly changing traffic
situat ions---- -

Established traffic manage-
ment procedures ~-----------~

Working in aviation--------
Amount of work load--------

Rotation through different
positions------------------

Non-control duties (paper
work, training, etc.)------

Working with pilots--------
Career as a controller-----

Respect and prestige of
being a controller---------

The service performed for
aviation-------------------

Being in civil service-----
Retirement benefits--------

Promotion opportunities ----

Circle the mark

Please do not make ratings between marks.

Like Neither Dislike
Very Like Nor Very
Much = Like Dislike Dislike Much
t i _t I |
tL i J 1 !
L I i j J
L I 4 ! !
{ i { I j
L f [ 4 {
i i 1 i J
L i I 4 J
_ iT i | }
l 1 I I i
L | it I J
t I 1 I 1
L t i i _t
t t 1 | J
t 1 mt iT i
t L I l 1

25



direct control of air traffic, the ATCS at the FSS
finds his tasks somewhat less demanding and per-
haps more routine than do the Center or Tower
ATCSs. While the FSS employee may be very
busy much of the time, the critical functions
involved in traffic separation with the time and
attention requirements of this task, are generally
absent in the FSS. On the other hand, FSS
personnel appear to be compensated for this to
some degree by their opportunities for personal
contact with pilots. Many Tower and Center
ATCSs mentioned the desire for more such con-
tact and were sometimes dissatisfied with the
impersonal nature of their services. The dif-
ference between FSS and other ATSCs in their
attitudes toward management also seems reason-
able since it has been observed that the smaller,
perhaps more informal, atmosphere of the FSS
facility allows greater contact between the ATCS
and managerial personnel than is possible in
larger facilities such as Centers and Towers.

The results of scoring questionnaires according
to the Herzberg categories indicates that ATCSs
in all specialties have job attitudes which are
highly comparable to employees in most other
professions.* They tend to find satisfaction in
those aspects of their profession which are best
described as “Motivators,” while dissatisfaction
arises from “Hygiene Factors.” This suggests
that the two-factor theory of job satisfaction
and the recommendations deriving from it are
highly applicable to the ATC work setting.
Specifically, there are two separate dimensions
which must be considered in presonnel relations;
first, that which gives an ATCS satisfaction, and
second, that. which causes the ATCS to feel dis-
satisfied. Neither is more important that the
other according to Herzberg, but attending only
to hygiene needs, while reducing unhappiness
among employees, will not necessarily result in
inereased creativity, pride, or productivity.
Moreover, actions directed toward correction of
hygiene deficiencies are invariably short-term in
effect. As Herzberg points out, the employee will
want to know what has been done for him
recently. Also, as hygiene improvements are ob-
tained, it takes more and more change in a Hy-
giene Factor to produce a noticable reduction in
dissatisfaction. This can be most easily illustrated
with salary; the higher on the salary scale one
goes, the more difficult it is to produce a signifi-
cant increase in compensation for the employee.’

Again, this is not to say that Hygiene Factors
should not be attended to in personnel relations;
to not attend to these facets of the employee’s
situation will invite negative consequences. It is
just that too much should not be expected of such
efforts. Instead, long-term changes in satisfac-
tion can probably only be achieved through
attention to Motivators. This type of attention
leads into the area of job enrichment, a process
which, as described by Herzberg,’ improves the
opportunities for employees to increase know]-
edge, understanding. creativity, personal growth,
and direction over work activities. Input into
procedure planning, increased responsibility, de-
velopment of job tasks, and recognition for
achievement are major components of this type
of policy. The results of job-enrichment activi-
ties are improved employee self-concepts, im-
proved morale, and greater investment in his
profession.

Parr 2: Rating ATC Work

The content of the rating scales used in this
section of the survey represented the most fre-
quently mentioned specific likes and dislikes in
the 1968-1969 survey of Tower ATCSs.% These
scales were designed to assess the degree to which
various aspects of ATC work by ATCSs are seen
as being positive or negative.

The results for the rating scales are presented
in Table 1. Items rated on the positive portion
of the scales tended to be aspects of ATC work
which ATCSs frequently mentioned as something
they liked about ATC work such as work itself,
achievement, and challenge. Conversely, super-
vision, management, and some working conditions
tend to be scored toward the negative end of the
seale, just as they were mentioned relatively often
as something ATCSs disliked about their work.
Clearly, the most negative aspect of ATC work,
at least among the attributes sampled by these
scales, is working the night, or “graveyard,” shift
(2400-0800). It was ranked significantly lower
than all other work features rated on this part:
of the survey (p<.01).

With respect to ratings of supervision and
management, each higher level of management
was seen significantly more negatively (p<.05
or better) than the preceding level of manage-
ment. In other words, the less direct the contact:
between the ATCS and each management level,
the more negative the view of the controller



Mean like-dislike ratings of specific aspects of ATC work

Table 2

as a function of age of ATCSs.

Age in Years

Scale ~

To 29 30-34 35-39 40-44 45-49 50+
Challenge* 1.74 1.80 1.72 1.73 1.58 1.55
Work in Aviation 1.70 1.65 1.64 1.66 1.73 1.76
ATC Tasks* 1.46 1.57 1.54 1.57 1.43 1.33
ATC Career 1.54 1.48 1.46 1.53 1.55 1.33
Constant Traffic Changes 1.43 1.48 1.50 1.53 1.40 1.07
Work with Pilots 1.32 1.41 1.41 1.53 1.67 1.55
Service to Aviation 1.29 1.31 1.40 1.43 1.51 1.55
Respect and Prestige 1.50 1.39 1.30 1.22 1.43 1.14
Difficulty of Work 1.26 1.29 1.30 1.41 1.21 1,02
Association with ATCSs 1.28 1.25 1.21 1.34 1.38 1.24
Position Rotation 1.24 1.21 1.09 1.20 1.05 1.07
Moderate-Traffic Density +94 96 88 .87 -90 -98
Salary 1.02 +85 +95 1.01 1.05 +74
Work Load .79 74 83 .76 79 86
High-Traffic Density -77 76 .87 71 +58 68
Day Shifts +73 +56 81 81 -70 +71
Civil Service* 49 46 53 +73 +03 02
Retirement Benefits* -50 38 239 49 -83 1.07
Evening Shifts 49 45 +22 14 38 .40
ATC Procedures 235 33 232 -20 -18 +35
Work Environment 36 26 26 24 +55 +20
Shift Rotation -47 19 18 12 -10 05
Radar Equipment 07 04 19 02 37 .00
Number of ATCSs +05 -.02 -.02 -.11 +28 +20
Non-Control Duties* -.18 -.03 14 ~.28 -10 -.31
Promotion Opportunities* .37 -.10 -.33 -.43 -.52 -.29
Communications Equipment* -.03 -.19 -.15 -.10 -.31 -00
Quality Supervision -02 -.24 -.17 -.08 -.32 -.07
Quality Local Management -.20 -.23 -.21 -.21 -.47 07
Light-Traffic Density -.20 -.31 -.31 -.30 -.05 -.10
Airport Layout* -.14 ~.33 -.49 -.69 -.33 -00
Quality Regional Management*  -.30 -.36 -.39 - 42 ~.46 -.19
Quality National Management -.52 -.66 ~.64 69 -.52 -.20
Night Shifts -.55 -.78 -.92 -.91 -.87 - 86

* Significant effect for age.

12