I think that's pretty good explanation.

Additionally, I'd say that if management doesn't have a strong customer centered corporate culture (including training, incentives, rewards, etc.) those on the front line will rely on their personal values (including how one treats others, valuing customers, etc.) to guide them. So many FAs are courteous and provide the modicum of service that passes for average or above in the USA; others who never did have those values or burn out fail to deliver and make the motions.

As well, we tend to forget this is not a job with mobility and promotions. There are certainly a few, but the pyramid here is more like a spire on a broad base. E.g. Pursers are merely those who get a little extra to fill out paperwork; try are not supervisory or even leads. What's left are annual increments and seniority; those do not incentivize productivity or customer service behaviours.

It's far from hopeless, and those employees who truly egregiously violate rules can be severed for cause. But leaving on your own because you're mis-fit or burned out is difficult, much as it might be for a tenured teacher, because of not being able to find a job earning comparable salaries and benefits as you embark on a new career or employment and the feelings of risk that come with such a transition. (Far from insuperable, but to some paralyzingly frightening.)

Add a lot of current poor morale (changes, merging AA and US when in five years the "East" and "West" groups had still not fully integrated, botching up holiday leaves, paying some for OSO but not others, unresolved contracts, pre-merger management-labor conflict, etc.) and it's a tough work environment.

IMO, it also seems like FAs with seniority "buddy bid" to serve with friends and others who share values. That results in flights that are better, or flights that are worse, at least within cabin classes.

We can't expect much change, IMO, until the culture changes at the top. Corporate culture doesn't trickle up from the ramp, the gates and counters or the cabin. IMO the emphasis has been on the more mechanical issues pertaining to the merger and some of the fluffier bits - let's have new amenity kits! Let's do some sprucing up! - but if there is to be a true customer centered corporate culture, other than in some I've not seen it pushed as a driving priority or value at the very top. (I acknowledge those emphases have resulted in a relatively trouble free FFP and airline merger to date, with some improvements such as Admirals Clubs, etc.)

Just my observations from being an AA regular since the 1940s as well as flying on many other airlines and from being retired as an international O.D. / H.R. / Training Consultant who has worked within many corporate structures (including several who made major turns enhancing customer centeredness, revising corporate culture and in some cases merging).

In the meantime, I'll report good behavior as well as provide open positive feedback and "Above and Beyind" chits, and report the egregiously bad. I know what impact I can have personally, as well as my limitations - at least until AA finds its way to a customer centered culture. If.