Airhostesses' reaction to psychological contract violation - A qualitative investigation amongst airhostesses from Air France and Air India

Whereas the concept of job satisfaction usually provides a short term perspective and centers on the individual inside the organization, the psychological contract theory offers a broader look at the relationships to one's employment on a longer terms and including the role of various stakeholders and the society as a whole (Rousseau 1995/2004). However, some of the most influential elements of the psychological contract seem to be unwritten, hence it is mainly in times of crises change and contractual violation or breach that the psychological contract's characteristics and efficacy can be observed and studied (De Rozario & Pesqueux, 2018). Air France and Air India are two major airline companies with have a long legacy. In their history, both have been pushed to the brink and had subsequently rebounded through various ways and means. Notwithstanding these turbulences, airhostesses of both organizations have waged innumerable battles and have shown tremendous resilience to stick to their respective organizations. Many elements show that the psychological contract is mainly of a relational nature. We want here to explore how such a contract forms in an airhostess or a steward, whether in terms of fierce crisis the contract nature may change and what kind of human resource strategy is or should be applied. Without aiming at answering these questions we had the feeling that the specific case of airhostesses could generate valuable insights on such questions. Seven series of life cycle interviews were conducted in Air India and Air France in order to understand the long-term dynamic of their attachment and their evaluation, and two former human resource directors were also interviewed about policies and practices vis-à-vis airhostesses. One of the most striking features that appeared from the LCI, was the marking remembrances of the affective relationship with planes, flying and airlines industries that most of the respondents recalled. The psychological contract seems to be rooted in infant or youth experiences, and develop as the airhostess goes to the first flights, and her or his subsequent career. However, when we listen to what HR directors recommend in times of crisis or battles, is mainly linked to salaries and norms. Policies not only overlook the significance of flying, their connections with dreams, imaginaries and self-representation (and even professional identity), but might contribute to damage them. We will then discuss what the psychological contract perspective could suggest for the human resource management in the case of relational contract.