Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 124
124 Guidebook for Conducting Airport User Surveys
interviews can often be conducted by the same set of interviewers in periods when they are not busy
with passengers. Costs for developing the questionnaire may also be lower as there will often be
overlap between the employee and passenger versions.
Costs will vary depending on the collection method, size of the sample (less so for Internet-based
surveys), difficulty in developing employee lists (for a list-based approach), and local factors. How-
ever, for a typical on-site airport satisfaction survey of around 150 employees at a small- to
medium-sized airport using a two-page questionnaire and conducted by a contractor, costs will
range from approximately:
· $10,000 to $15,000 for a stand-alone survey.
· $6,000 to $10,000 if conducted in conjunction with a passenger survey.
Costs for large airport access surveys can be much greater. One airport sampling 3,000 employ-
ees reported a cost of $80,000 for such a survey where questionnaires were handed out to employ-
ees and collected by either drop box or return mail.
Where the employee survey is being conducted in conjunction with a passenger survey, costs
could be reduced by keeping differences in the questionnaire and data analysis to a minimum, and
reporting results as a section in the report for the passenger survey. Reductions in the sample size
and time spent setting up the survey will decrease the costs but will lead to reductions in the accu-
racy of the results. When determining the scope and budget for an employee survey, note the pro-
portion of users represented by employees and scale the budget accordingly. This proportion is
usually relatively small, but at large hub airports, with airline crew bases, maintenance bases, and
extensive cargo facilities, the ratio of average daily employees to average daily enplaning passengers
can range from 25% to over 50%. At airline connecting hubs, the ratio of daily employee ground
access trips to originating passenger access trips frequently approaches and in some cases exceeds
100% (Gosling, 2008).
6.7 Summary
Employees make up a significant group of airport users and need to be considered when plan-
ning airport facilities and services. Employee surveys are conducted for a variety of reasons, includ-
ing assessing satisfaction with facilities and services, obtaining information for transportation or
concession planning, or addressing employee-related issues such as communication and knowl-
edge of airport procedures. Two approaches can be used: develop a comprehensive list of all
employees on which to base the survey or conduct on-site intercept surveys.
Questionnaires are usually self-completed, but an on-site intercept survey could collect responses
through interviews. At smaller airports, using a list-based approach with mail, email, or employer
distribution of questionnaires usually requires sampling all employees because of the high non-
response rates. At larger airports and for on-site surveys, a sample of employees is selected, but the
sample size is typically smaller than for passenger surveys because the surveyed population is smaller.
Concession and satisfaction surveys of employees are often conducted in conjunction with passen-
ger surveys, decreasing the costs and time involved.
