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Keeping the Commitment Model in the Air during Turbulent Times: Employee Involvement at Delta Air Lines

2012; Wiley; Volume: 52; Issue: s1 Linguagem: Inglês

10.1111/irel.12006

1468-232X

Bruce E. Kaufman,

Organizational Downsizing and Restructuring

This study provides a four‐decade review and analysis of the commitment model of employment relations at D elta A ir L ines and the role played in it by employer‐created structures of employee involvement (EI) and voice. The company has undergone wrenching changes, including deregulation, 9/11, bankruptcy, mergers, and entrance of numerous low‐cost competitors. This study chronicles the resulting ups and downs in the company's fortunes and its efforts to maintain a positive win–win relationship with its employees despite the burden of management missteps, tens of thousands of layoffs, repeated pay and benefit cuts, and merger with conflict‐embittered N orthwest Airlines. The fact the company survives today and still has a discernible “spirit of D elta” among employees is not solely or perhaps even principally due to its advanced EI program; on the other hand, without it the company would probably no longer exist.