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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM61859

Impact of Work Routine on Customer Experience at IndiGo Airlines

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM61859

Volume:

10 |

4 |

April 2026

Pages:

1-5

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM61859

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

NKC

Naresh Kumar C.L

Department of Aviation

Vels Institute of Science, Technology and Advanced Studies (VISTAS) , Chennai, India

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MAVJ

Mr. Avinash V. J

Department of Aviation

Vels Institute of Science, Technology and Advanced Studies (VISTAS) , Chennai, India

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SD

Sharun D

Department of Aviation

Vels Institute of Science, Technology and Advanced Studies (VISTAS) , Chennai, India

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AN

Abhinav N

Department of Aviation

Vels Institute of Science, Technology and Advanced Studies (VISTAS) , Chennai, India

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DS

Dr. S.Ramasubramanian

Department of Aviation

Vels Institute of Science, Technology and Advanced Studies (VISTAS) , Chennai, India

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Abstract

The aviation industry is highly service-oriented, where employee work routines play a crucial role in shaping customer experience. This study examines the impact of work routines on customer experience at IndiGo Airlines, India's leading low-cost carrier. The research focuses on how structured schedules, workload management, shift patterns, and strict operational procedures influence employee performance and, consequently, passenger satisfaction. Using the SERVQUAL model framework, primary data was collected from 120 passengers via a structured questionnaire. The findings validate that well-designed work routines enhance productivity, minimize delays, and fulfill the core brand promise of a 'hassle-free' flight. However, the rigidity of these routines exposes a gap in empathetic complaint resolution. The study concludes with actionable recommendations, asserting that effective human resource management, flexible scheduling, and employee well-being initiatives are essential for IndiGo to maintain operational standards while elevating the emotional resonance of its customer experience.

KEYWORDS

Keywords: Work Routine Customer Experience IndiGo Airlines SERVQUAL Low-Cost Carrier Service Quality Turnaround Time Passenger Satisfaction.

Cite This Article

Naresh Kumar C.L, Mr. Avinash V. J, Sharun D, Abhinav N, Dr. S.Ramasubramanian, "Impact of Work Routine on Customer Experience at IndiGo Airlines," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 4, pp. 1-5, April 2026. https://doi.org/10.55041/IJSREM61859

Full Article/Conclusion

This study on IndiGo Airlines establishes a profound thesis: in the Low-Cost Carrier model, an airline's product is the reliability of its schedule. Meticulously engineered work routines are the absolute bedrock of operational survival and market dominance. The research validates that IndiGo's relentless adherence to SOPs, from automated check-ins to synchronized pit-stop turnarounds, achieves its primary goal of unparalleled punctuality, translating directly into massive customer loyalty as evidenced by the 83.3% brand retention rate. However, the pursuit of mechanical perfection comes at a human cost. The rigid, time-starved nature of these routines inadvertently suppresses employee empathy, limiting the capacity to handle anomalies or individual passenger distress with the necessary warmth. The study concludes that the future of competitive advantage in aviation lies not in faster routines, but in smarter, humanized routines. If IndiGo Airlines can sustain its world-class operational discipline while selectively injecting flexibility, empowering employees with empathetic autonomy, and safeguarding staff well-being, it will not merely remain India's preferred airline, but will redefine the global standard for low-cost customer experience.

References

[1] A. Parasuraman, V. A. Zeithaml, and L. L. Berry, "SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality," Journal of Retailing, vol. 64, no. 1, pp. 12-40, 1988. [2] C. Gronroos, Service Management and Marketing: Managing the Moments of Truth in Service Competition. Lexington Books, 1990. [3] M. J. Bitner, S. W. Brown, and M. L. Meuter, "Technology infusion in service encounters," Journal of the Academy of Marketing Science, 2000. [4] S. H. Tsaur, T. Y. Chang, and C. H. Yen, "The evaluation of airline service quality by fuzzy MCDM," Tourism Management, vol. 23, no. 2, pp. 107-115, 2002. [5] V. A. Zeithaml, M. J. Bitner, and D. D. Gremler, Services Marketing: Integrating Customer Focus Across the Firm. McGraw-Hill, 2009. [6] J. Wirtz and C. Lovelock, Services Marketing: People, Technology, Strategy. World Scientific Publishing, 2016. [7] InterGlobe Aviation Limited, IndiGo Annual Reports and Financial Statements, Official Investor Relations, 2022-2025. [8] Directorate General of Civil Aviation (DGCA) India, Traffic and Operational Performance of Domestic Airlines, 2024.

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Publication Date

5/7/2026

Peer Review Type

Double-Blind Peer Review

Review Rounds: 2

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The authors declare no conflict of interest related to this research work.

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