The proposed research seeks to identify the factors contributing to job retention and job attrition in terms of why an airport security checkpoint screener would try or want to stay on the job or leave the job. By identifying the causes of employee satisfaction and dissatisfaction, and by understanding the integral components of employee turnover can develop appropriate interventions that curb existing retention problems (exceeding 70% annually in most facilities). Aside from the obvious costs affiliated with recruiting, selecting, and training replacement employees, there is likely to be a detrimental impact on the effectiveness of airline passenger screening when a substantial percentage of the workforce are novice workers. The success and deterrent potential of an airport security checkpoint is primarily dependent on the personnel who operate it. As with most safety-critical systems, there is no room for system-induced or operator-induced errors.
To date there has been little emphasis placed on the selection of airport security checkpoint sreeners. In a report by the 1989 Presidents Commission on Aviation Security and Terrorism (Presidents Commission, 1990), the commission was critical toward the Federal Aviation Administration with regard to how little attention was paid on recruiting and motivating security personnel. The significance of the work has many dementions to it. Ideas and conclusions formulated from these concerns and issues are essential in addressing the empirical attention needed in this area. They also carry strong implications toward the standardization of screening and hiring of airport security checkpoint screeners and towards the development of a standardized protocol that can be applied industry-wide.
","abstract_html":"<p>The proposed research seeks to identify the factors contributing to job retention and job attrition in terms of why an airport security checkpoint screener would try or want to stay on the job or leave the job. By identifying the causes of employee satisfaction and dissatisfaction, and by understanding the integral components of employee turnover can develop appropriate interventions that curb existing retention problems (exceeding 70% annually in most facilities). Aside from the obvious costs affiliated with recruiting, selecting, and training replacement employees, there is likely to be a detrimental impact on the effectiveness of airline passenger screening when a substantial percentage of the workforce are novice workers. The success and deterrent potential of an airport security checkpoint is primarily dependent on the personnel who operate it. As with most safety-critical systems, there is no room for system-induced or operator-induced errors.</p> <p>To date there has been little emphasis placed on the selection of airport security checkpoint sreeners. In a report by the 1989 Presidents Commission on Aviation Security and Terrorism (Presidents Commission, 1990), the commission was critical toward the Federal Aviation Administration with regard to how little attention was paid on recruiting and motivating security personnel. The significance of the work has many dementions to it. Ideas and conclusions formulated from these concerns and issues are essential in addressing the empirical attention needed in this area. They also carry strong implications toward the standardization of screening and hiring of airport security checkpoint screeners and towards the development of a standardized protocol that can be applied industry-wide.</p>","abstract_has_math":false,"creators":["St. Laurent, Norman Mark"],"institution":null,"degree_name":"Master of Aeronautical Science","degree_level":"Thesis - Open Access","degree_discipline":"Aeronautical Science","degree_department":null,"school":null,"contributors":["John A. Wise","Gerald D. Gibb"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":1994,"date_issued":"1994-12-01T08:00:00Z","date_published":"1994-12-01T08:00:00Z","updated_at":"2026-07-27T19:25:16Z","subjects":["airport security","checkpoint","screener","job retention","attrition","Aviation","Management and Operations"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://commons.erau.edu/db-theses/115","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["John A. Wise","Gerald D. Gibb"]},{"key":"dc:creator","label":"Author","values":["St. Laurent, Norman Mark"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"thesis:degree_discipline","label":"Discipline","values":["Aeronautical Science"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Thesis - Open Access"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Aeronautical Science"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["airport security","checkpoint","screener","job retention","attrition","Aviation","Management and Operations"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://commons.erau.edu/db-theses/115"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The proposed research seeks to identify the factors contributing to job retention and job attrition in terms of why an airport security checkpoint screener would try or want to stay on the job or leave the job. By identifying the causes of employee satisfaction and dissatisfaction, and by understanding the integral components of employee turnover can develop appropriate interventions that curb existing retention problems (exceeding 70% annually in most facilities). Aside from the obvious costs affiliated with recruiting, selecting, and training replacement employees, there is likely to be a detrimental impact on the effectiveness of airline passenger screening when a substantial percentage of the workforce are novice workers. The success and deterrent potential of an airport security checkpoint is primarily dependent on the personnel who operate it. As with most safety-critical systems, there is no room for system-induced or operator-induced errors.
To date there has been little emphasis placed on the selection of airport security checkpoint sreeners. In a report by the 1989 Presidents Commission on Aviation Security and Terrorism (Presidents Commission, 1990), the commission was critical toward the Federal Aviation Administration with regard to how little attention was paid on recruiting and motivating security personnel. The significance of the work has many dementions to it. Ideas and conclusions formulated from these concerns and issues are essential in addressing the empirical attention needed in this area. They also carry strong implications toward the standardization of screening and hiring of airport security checkpoint screeners and towards the development of a standardized protocol that can be applied industry-wide.
"]},{"key":"dc:title","label":"Title","values":["Airport Security Checkpoint Screener: An Analytical Study of Job Retention and Attrition Factors"]}]}],"canonical_facts":{"dc:contributor":["John A. Wise","Gerald D. Gibb"],"dc:creator":["St. Laurent, Norman Mark"],"dc:description.abstract":["The proposed research seeks to identify the factors contributing to job retention and job attrition in terms of why an airport security checkpoint screener would try or want to stay on the job or leave the job. By identifying the causes of employee satisfaction and dissatisfaction, and by understanding the integral components of employee turnover can develop appropriate interventions that curb existing retention problems (exceeding 70% annually in most facilities). Aside from the obvious costs affiliated with recruiting, selecting, and training replacement employees, there is likely to be a detrimental impact on the effectiveness of airline passenger screening when a substantial percentage of the workforce are novice workers. The success and deterrent potential of an airport security checkpoint is primarily dependent on the personnel who operate it. As with most safety-critical systems, there is no room for system-induced or operator-induced errors.
To date there has been little emphasis placed on the selection of airport security checkpoint sreeners. In a report by the 1989 Presidents Commission on Aviation Security and Terrorism (Presidents Commission, 1990), the commission was critical toward the Federal Aviation Administration with regard to how little attention was paid on recruiting and motivating security personnel. The significance of the work has many dementions to it. Ideas and conclusions formulated from these concerns and issues are essential in addressing the empirical attention needed in this area. They also carry strong implications toward the standardization of screening and hiring of airport security checkpoint screeners and towards the development of a standardized protocol that can be applied industry-wide.
"],"dc:identifier":["https://commons.erau.edu/db-theses/115"],"dc:subject":["airport security","checkpoint","screener","job retention","attrition","Aviation","Management and Operations"],"dc:title":["Airport Security Checkpoint Screener: An Analytical Study of Job Retention and Attrition Factors"],"thesis:degree_discipline":["Aeronautical Science"],"thesis:degree_level":["Thesis - Open Access"],"thesis:degree_name":["Master of Aeronautical Science"]},"updated_at":"2026-07-27T19:25:16Z"}