The Relations Between Digitalization and Employee Satisfaction in Aviation

Yıl 2023, , 388 - 392, 15.11.2023

Pınar Başar , Gamze Arkan

https://doi.org/10.30518/jav.1307693

Öz

Digital transformation and Industry 4.0 concepts constitute an important interaction in professional life. Recently academic studies have been focusing on this area. The aim of this research is to examine the positive or negative effects of digital transformation in the aviation sector on employee satisfaction with a survey. The sample of the study consists of 245 employees in the aviation sector. Digitalization can have both positive and negative effects on employee satisfaction in aviation. On the positive side, digital technologies can improve the efficiency and safety of operations, leading to increased job satisfaction and a sense of accomplishment among employees. Automation can reduce the workload of employees, freeing up their time for more rewarding tasks, and reducing the risk of human error. Additionally, digital technologies can provide employees with access to real-time data and information, enabling them to make better decisions and be more productive. It has been demonstrated that digital transformation in the aviation industry has a positive relationship with employee satisfaction. It is recommended that the study be implemented in other sectors and then a holistic approach should be developed.

Anahtar Kelimeler

Aviation, Digitalization, Airline industry, Employee satisfaction

Kaynakça

• Asiltürk, A. (2018). The Future of HR: HR 4.0. Journal of Awareness (JoA), 3(Special), 527-544.
• Aydemir, H. (2018). Industry 4.0 and its impact on Turkish economy. Sosyoekonomi, 26(36), 253-261.
• Barış, Z. (2021). Digital transformation in the production and service processes of food and beverage businesses: Gaziantep province situation analysis (Master's thesis, Aydın Adnan Menderes Üniversitesi Sosyal Bilimler Enstitüsü).
• Gogtay , N., & Thatte , U. (2017). Principles of correlation analysis. Journal of the Association of Physicians of India, 65(3), 78-81.
• Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review and Deloitte University Press, 14(1-25).
• Kaya, A. (2018). Testing the effect of career development process on organizational commitment and turnover intention using structural equation modeling. Master thesis. Hitit University. Social Sciences Institute, Business Administration.
• Kumar, B. (2016). Digital Revolution in The Mauritian Public Service: A Human Resource Development Perspective in Two Unrelated Companies. Novelty Journals, 3(5), 1-10.
• Luthans, F. (2002). Organizational Behaviour, McGraw-Hill Companies Inc. 230.
• Öğer, B. (2009). Employee Satisfaction in Human Resources and a Case Study. Yıldız Teknik Üniversitesi. Sosyoekonomi(26), 256.
• Tariyan, Ö. (2018, February 23). The effects of innovation culture and technology on working life.
• Tutar, H., Terzi, D., & Tınmaz, G. (2018). Comparison of Turkey's "Vision 2023" Strategy and Germany's "2025" Strategic Goals in Terms of Industry 4.0 Indicators. International Journal Entrepreneurship and Management Inquiries, 2(3).
• Vural, E. (2017). Turkey's Digital Transformation Competence in Industry. TÜSİAD.
• Yavuz, A. (2020). Digital Transformation in Tourism: Examining the Perspectives of Hotel Managers. Master's Thesis. Düzce University, Social Sciences Instıtute. Total Quality Department.
• Yılmaz, M. (2017). Employee Satisfaction in Passenger Services: A Research on Shift Workers in Aviation Enterprises.6(6), 127-137.