Occupational Mean Differences in British Airways Managers
– Dr Linda Philamore
| Departments | (N) | Total KAI Score | (s.d.) | SO | E | R |
| Operations | 48 | 94 | (12.2) | 44 | 17 | 33 |
| Accounts | 14 | 95 | (15.8) | 44 | 16 | 35 |
| Engineering | 20 | 98 | (13.8) | 43 | 18 | 37 |
| Purchasing | 16 | 99 | (12.9) | 42 | 21 | 36 |
| Airport Manager | 13 | 102 | (16.1) | 48 | 17 | 37 |
|
Human Relations (& Training) |
32 | 103 | (11.3) | 46 | 19 | 38 |
| Marketing | 36 | 104 | (10.9) | 47 | 18 | 39 |
The average KAI total means obtained yielded no surprises, with managers in accounts and operations predictably being more adaptive whilst marketing and personnel managers were shown as being more innovative. The hitherto unknown group, airport managers, turned out to have an average innovative score equal to that of R&D, but had the largest variation on sub-scores.
The difference between factor score means obtained and expected were all small with only one difference; airport managers being as much as 4 more innovative SO, partly balanced (average of 3) by an adaptive E. The next largest difference was for accountant managers, who averaged 3 more adaptive on E.
Factor trait R had, over all occupations, the least mean variation between observed and expected average scores.
Editor: Generally, these averages are typically reported in literature and advanced workshops.
1989