Identifying Situational Constraints to Focus Quality Improvement in an Air Force Aerial Port

<p>This research analyzes the effects of situational constraints on individual performance within an Air Force Aerial Port squadron. Situational constraint research originated with laboratory studies by Peters and O'Connor in 1980 and was investigated in an Air Force field environment in 1984; mixed results were obtained. Laboratory studies identified direct performance inhibitors (Peters et al. 1980); however field studies found little correlations with job performance (Kane 1981; O'Connor et al. 1984a). Data collected in June 1995 (Dougherty 1995) and March 1996 in this study were used to accomplish a longitudinal analysis. Correlations between constraints and performance were also low in this study; however significant reductions in constraints were identified in 12 of the 14 work groups investigated. Results suggest that O'Connor et al.'s measure (1984a) may be useful in identifying bottlenecks requiring managerial actions.</p><p>This work has been selected by scholars as being culturally important and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact and remains as true to the original work as possible. Therefore you will see the original copyright references library stamps (as most of these works have been housed in our most important libraries around the world) and other notations in the work.</p><p>This work is in the public domain in the United States of America and possibly other nations. Within the United States you may freely copy and distribute this work as no entity (individual or corporate) has a copyright on the body of the work.</p><p>As a reproduction of a historical artifact this work may contain missing or blurred pages poor pictures errant marks etc. Scholars believe and we concur that this work is important enough to be preserved reproduced and made generally available to the public. We appreciate your support of the preservation process and thank you for being an important part of keeping this knowledge alive and relevant.</p>