A relative seniority integration with fences is what I believe to be the best methodology. AA73's career expectations were to remain at the same relative seniority that he brought at the time of the merger. I'd say he did rather well by having a large number of TWA pilots stapled behind him.
stlflyguy
That fact in itself cannot be debated. Overall, about 900 TWA pilots went ahead of me and 1200 below me, so I fell in the middle. Fact is, I was fortunate enough to keep my job BY ONE NUMBER for the nearly two years we stopped furloughing. Pure luck, not my doing, and several good TWA and native AA pilots got furloughed in my place.
As far as my own expectations go, I can't really say that they increased or decreased. In some ways, the effects of Supp CC decreased flying opportunities for natives due to the fact that DFW and ORD shrunk their lines to accomodate STL flying, and those effects tended to reverbate across the system, displacing folks from those bases to other bases. That created a little stagnation. At the same time, even though AA parked the Fokkers and 727s, they also parked all TWA 767s, some Md80s, and now, all 757s. So we are left with with an overall decreased fleet, but all the pilots (when recalled.)
From a job security point of view, I was definitely fortunate in not getting furloughed, most likely due to the 1600 pilots below me (of which 1200 were TWA and 400 natives.)
Relative seniority is usually the fairest way when DOH and ratio don't work. Stapling should generally never be considered, unless the size/expectations/company demographics are so drastically different that anything other than a staple would be an immediate windfall for the purchased carrier. (SWA-Morris, AA-Reno.)
I didn't set out to prove whether this merger was fair or unfair with this thread. I just wanted to point out that, from what I've been told, the integration was crafted along the lines a neutral arbitrator would have followed. Whether that is true or not will probably never be known.
73