A Case Study 581by individual and small group discussions, these cultural as-
pects played a signi“cant role in the existent problems of
transition, downsizing, and closure.
Cultural Issues and Dilemmas
Certain positive facets associated with the Hispanic culture,
including deep family, emotional, and cultural roots, pervade
most aspects of Hispanic life. It is not unusual to see three gen-
erations of a family, as well as their siblings, living in proxim-
ity. Decision making is based on an executive corporate
management style with signi“cant consideration given to
the overall impact on the entire family structure. The close
family cohesiveness provides for a very good support system,
especially during times of turmoil and crisis. Members de-
velop a great emotional dependency on the extended family
network and respectfully take the advice of the family
corporate council.
However, this signi“cantly integrated family system can
place great emotional strains on the individual who may en-
tertain thoughts of change, especially geographic relocation.
There is a tendency toward a generalized rigidity in this so-
cial system resulting from a perceived inability to leave the
family network. These barriers to relocation may affect the
individual, the spouse, or both. Even if the worker was will-
ing to leave the area for continued Civil Service employment
and bene“ts, the spouse would often refuse to accompany
him to avoid breaking overall family and community ties,
leading to increased strain and domestic discord. Therefore,
the worker found himself facing additional dilemmas. He
would have to face added increased conditional stressors,
such as marital and family separation or divorce unless a
compromise could be reached. The degree of compromise
might appear to be rather one-sided. As an example, one per-
ception among groups of workers at Kelly was the idea that a
relocation to Tinker AFB in Oklahoma was better than the
perceived option of relocation to Robins AFB in Georgia.
This was because Tinker was considered to be within week-
end commuting distance even though it was 488 miles away.
Course of Transition
During the transition process, the workforce experienced
several cycles of upheaval and recovery. Initially, a pervasive
sense of overt optimism helped carry many workers over the
low points. This optimism had been reinforced by infrequent,
yet signi“cant, perceptions of potential salvation from job
loss.
The initial downsizing focus was on the 1,400 workers
of the aircraft maintenance branch. During the “rst major
reduction in force (RIF), focus groups and individual con-
tacts indicated a popular and consistent belief that Kelly
would be removed from the base closure list by the executive
branch of the government. This perception was maintained
by the belief that Kelly was currently the oldest functioning
Air Force base, had the largest and most modern structures
for the maintenance of a prevalently used aircraft, and, not in-
cidentally, had the largest Hispanic population in the DOD.
The results did not support these beliefs.
Subsequently, Kelly workers turned their focus to a long-
time Hispanic congressman who had proven his dedica-
tion to the San Antonio community in the past. On his
retirement, the workers• expectations were then focused on
their union representatives, who apparently had their own
shortcomings and agendas. After each setback, Kelly workers
remained steadfast and optimistically convinced that some-
thing good would happen.
The •something goodŽ occurred just prior to the “rst
known RIF. In February 1998, Boeing Corporation an-
nounced a plan to move its aircraft ”eet maintenance and
overhaul work to San Antonio. As part of the privatization
initiative, Boeing representatives signed a 20-year lease for
the aircraft facilities at Kelly. This agreement indicated that
approximately 800 private industry jobs would become avail-
able by the summer of 1999. In small group and individual
discussions, workers verbalized their understanding that the
workforce outnumbered the proposed positions and that
Boeing would be offering transfers to their current employ-
ees. However, in general, the majority of the Kelly workers
individually believed that he or she would obtain one of the
available openings.
As that reinforcing •something goodŽ was happening,
the initial RIF took place in the base•s aircraft maintenance
branch of approximately 1,400 workers. After the departure
of 233 temporary employees, 29 retirees, and the 390 work-
ers who opted for one of the two offered buy-out programs,
only three permanent employees were involuntarily sepa-
rated. This extremely low number did not cause any great
alarm to the Kelly community. The remaining employees
were shifted to other open positions in their occupational cat-
egories based on the employees• seniority. This bump and re-
treat process contributed to the underlying currents of stress
and potential disorganization. As a worker was identi“ed as
having suf“cient seniority to be retained, for the time being,
he or she would retreat to another job location and bump an-
other worker with less seniority. Frequently, the newcomer•s
presence would create signi“cant turmoil. The existing work
unit, which may have been together for some time, was now
altered and one of the original members was dismissed. The
newcomer was seen as the cause of the disorganization. He or