An investigation of the management of flight aspects of airline captain performance

A clear definition of pilot performance beyond manipulative skills remains a challenge. Attempts have been made to annunciate the cognitive and behavioural skill set which comprises this area of performance. Crew resource management (CRM) is one such effort which, while it has done much to identify pilot behaviours, has not translated easily into useable selection and general performance instruments. CRM has not yet identified an umbrella construct which clearly and efficiently organises management of flight aspects of the airline piloting role. Markers that are used by airline check and training personnel in a specific airline to assess suitability for command were identified. Organisational understanding of SA was explored and revealed a more strategic focus than the tactical approach adopted by preceding researchers. In a further study, this strategic focus was investigated through a series of semi-structured interviews with experienced airline Captains. Recurring activity themes were identified and were found to approximate the proposed constructs of self-regulation. This concept was explored and defined in a further study which identified actions which were considered essentials to the functionality of each of these recurring themes. These results were used as the foundation for a novel set of management of flight performance indicators for the organisation within which the research was carried out. Initial trials of an ipsative questionnaire derived from these action statements were carried out as the final study of this research