scholarly journals Examining sources of driver turnover from a managerial perspective

2002 ◽  
Vol 13 (2) ◽  
pp. 59-68
Author(s):  
Hokey Min
Keyword(s):  
Working Hours ◽  
Truck Drivers ◽  
Trucking Industry ◽  
Retention Strategies ◽  
Retention Strategy ◽  
Recruitment And Retention ◽  
Managerial Perspective ◽  
Chronic Problem

There is growing concern about the declining profitability of the U. S. trucking industry. Such concerns often stem from the increased difficulty of recruiting and retaining qualified drivers. In fact, the trucking industry has been hit hard by shortages of qualified truck drivers over the last two decades. To cope with this chronic problem, trucking firms have attempted to formulate various driver recruitment and retention strategies that include pay raises, bonuses, equipment improvement, and adjustments in working hours. This article provides trucking firms with the means to implement a more effective driver recruitment and retention strategy by examining sources of the driver shortage problem.

scholarly journals The Influencing Factors of High Driver Turnover in Johor Bahru Trucking Industry

2019 ◽  
Vol 8 (12) ◽  
pp. 5611-5613
Keyword(s):  
Influencing Factors ◽  
Truck Drivers ◽  
Truck Driver ◽  
Trucking Industry ◽  
Recruitment And Retention ◽  
Effective Strategies ◽  
Challenging Issue ◽  
Long Time ◽  
Modern Era ◽  
Survey Questionnaires

In this modern era, truck driver turnover still remains a challenging issue in the trucking business of Malaysia for a very long time now. Not only does it result in an increase in cost and service disturbances, it also has a severe impact on the sustainability of trucking firms in the market. In an effort to control high driver turnover, trucking firms have tried to execute different driver recruitment and retention procedures that include salary increases, rewards and easy-going schedules. With reference to this challenging scenario in Malaysia, this paper seeks to investigate the influencing factors that lead to truck driver shortage in the field of haulage. Besides that, this paper investigates on the factors that can encourage truck drivers in remaining with their job. In order for the paper to reach its objectives, survey questionnaires were distributed to truck drivers throughout the district of Johor Bahru to attain relevant data. The researcher expects that there are many more reasons as to why truck drivers decide to quite their job and more effective strategies should be studied and implemented in order to retain these worthy and qualified drivers from leaving the company. Retaining qualified as well as well-disciplined truck drivers is basically the ultimate goal of all haulage firms as this would save a lot of incurred expenses especially when recruiting new drivers.

Access and Utilization of PTSD Care for Rural Veteran Women: Recruitment and Retention Strategies

2013 ◽  
Author(s):  
Jennifer A. Schneider ◽  
Julie Neuser ◽  
Margaret-Anne Mackintosh ◽  
Leslie A. Morland
Keyword(s):  
Retention Strategies ◽  
Recruitment And Retention

Factors driving changes to remuneration policies in South Africa

2019 ◽  
Vol 39 (2) ◽  
pp. 43-63 ◽  
Author(s):  
Mark Bussin
Keyword(s):  
South Africa ◽  
South African ◽  
Merit Pay ◽  
Drivers Of Change ◽  
Retention Strategies ◽  
Retention Strategy ◽  
Remuneration Policy ◽  
Chi Squared ◽  
Firm Data ◽  
E Mail

This study was conducted in 2012 and replicates Bussin and Huysamen’s (2004) work, conducted in 2003, on remuneration policies. It investigates the factors driving remuneration policy in South Africa and determines whether these factors have changed since 2003. Anonymous e-mail questionnaires were received from 131 senior company representatives. All participating companies were members of the South African Reward Association (SARA) or clients of a large remuneration consulting firm. Data were analysed using a chi-squared test and factor analysis. Results support Bussin and Huysamen’s study, which found that the two main drivers of change in policy were the retention of talented staff and the financial results of the organisation. However, three components of remuneration are receiving greater prominence than they did in 2003: governance in the organisation, merit pay and retention strategies. These findings suggest a greater shareholder expectation that pay should be linked to performance, and that pay acts as a retention strategy for critical staff.

scholarly journals The Challenges of Recruiting and Retaining Dyads of Hospitalized Persons With Dementia and Their Family Carers

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 758-758
Author(s):  
Marie Boltz ◽  
Ashley Kuzmik
Keyword(s):  
Older Adults ◽  
Clinical Trial ◽  
Family Caregivers ◽  
Hospital Environment ◽  
Family Carers ◽  
Retention Strategies ◽  
Recruitment And Retention ◽  
Team Meetings ◽  
Partnership Model ◽  
Cluster Randomized

Abstract Persons with dementia (PWD) have high rates of hospitalization, and along with their family caregivers (FCGs), commonly experience negative hospital experiences and outcomes. The recruitment and retention challenges encountered in an ongoing cluster randomized clinical trial in PWDs and FCGs are described. The trial tests the efficacy of a nurse-FCG partnership model that aims to improve: 1) the physical and cognitive recovery in hospitalized PWD, and 2) FCG preparedness and anxiety. Recruitment and retention challenges, identified in team meetings and extracted from team documentation,.include factors in the hospital environment, the PWD, and FCGs. Strategies that address these challenges include careful pre-planning and preparation with the site, strong communication with dyads, and honoring preferences for communication. The recruitment and retention of acutely ill older adults with dementia and FCGs can pose a challenge to investigators and threaten the validity of findings. Recruitment and retention strategies that help improve validity are described

scholarly journals MP16: Quality of work life among nurses and physicians in Québec rural emergency departments

CJEM ◽  
2017 ◽  
Vol 19 (S1) ◽  
pp. S70
Author(s):  
R. Fleet ◽  
G. Dupuis ◽  
M. Mbakop-Nguebou ◽  
P.M. Archambault ◽  
J. Plant ◽  
...  
Keyword(s):  
Rural Communities ◽  
Career Path ◽  
Working Hours ◽  
Small Towns ◽  
Work Life ◽  
Quality Of Work Life ◽  
Recruitment And Retention ◽  
Quality Of Work ◽  
Nurses And Physicians

Introduction: Recruitment and retention of healthcare staff are difficult in rural communities. Poor quality of work life (QWL) may be an underling factor as rural healthcare professionals are often isolated and work with limited resources. However, QWL data on rural emergency (ED) staff is limited. We assessed QWL among nurses and physicians as part of an ongoing study on ED care in Québec. Methods: We selected EDs offering 24/7 medical coverage, with hospitalization beds, in rural or small towns (Stats Canada definition). Of Québec’s 26 rural EDs, 23 (88%) agreed to participate. The online Quality of Work Life Systemic Inventory (QWLSI, with 1 item per 34 “life domains”), was sent to all non-locum ED nurses and physicians (about 500 potential participants). The QWLSI is used for comparing QWL scores to those of a large international database. We present overall and subscale QWL scores as percentiles (PCTL) of scores in the large database, and comparisons of nurses’ and physicians’ scores (t test). Results: Thirty-three physicians and 84 nurses participated. Mean age was 39.8 years (SD=10.1): physicians=37 (7.7) and nurses=40.9 (10.7). Overall QWL scores for all were in the 32nd PCTL, i.e. low. Nurses were in the 28th PCTL and physicians in the 44nd (p>0.05). For both groups, QWL was below the 25th PCTL i.e. very low, for “sharing workload during absence of an employee”, “working equipment”, “flexibility of work schedule”, “impact of working hours on health”, “possibility of being absent for familial reasons”, “relations with employees”. The groups differed (p<0.05) on only two subscales: remuneration and career path. For remuneration, scores were similar on fringe benefits (nurses 22nd PCTL, physicians 32nd) and income security (nurses 72nd, physicians 74th), but differed on income level (nurses 74th, physicians 93rd). The groups differed on all 3 career path items: advancement possibilities (nurses 53th, physicians 91st), possibilities for transfer (nurses 51nd, physicians 84th) and continuing education (nurses 18th, physicians 49th). Conclusion: Overall QWL among rural ED staff is poor. Groups had similar QWL scores except on career path, with physicians perceiving better long-term prospects. Given difficulties in rural recruitment and retention, these findings suggest that QWL should be assessed in rural and urban EDs nationwide.

P2-341 Recruitment and retention strategies with African Americans

2004 ◽  
Vol 25 ◽  
pp. S330
Author(s):  
Kathleen S. Hall ◽  
William J. Malone ◽  
Millicent R. Pettaway ◽  
Hugh C. Hendrie
Keyword(s):  
African Americans ◽  
Retention Strategies ◽  
Recruitment And Retention

Tutor Experiences with Facilitating Interprofessional Problem-Based Learning

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Lisa Margaret Jewell ◽  
Marcel D'Eon ◽  
Nora McKee ◽  
Peggy Proctor ◽  
Krista Trinder
Keyword(s):  
Focus Groups ◽  
Skill Development ◽  
Problem Based Learning ◽  
Professional Roles ◽  
Tutor Training ◽  
Retention Strategies ◽  
Topic Area ◽  
Recruitment And Retention ◽  
Paper And Pencil ◽  
Training And Support

Background: This article describes tutors’ experiences with facilitating interprofessional problem-based learning (iPBL), a topic rarely discussed in the literature. We examined tutors’ perceptions of what it was like to tutor iPBL, including the rewarding and challenging aspects. We also reported differences between new and experienced tutors.Methods and Findings: The data presented in this article were collected using three versions of a paper-and-pencil survey (N = 77, N = 99, and N = 97 for each version of the survey, respectively) and six focus groups. Surveys were completed at the conclusion of iPBL modules. Both quantitative and qualitative results indicated that tutors found the experience of facilitating iPBL to be rewarding and encountered few challenges. Tutors felt the training they received prepared them well to tutor. They also felt that facilitating iPBL increased their knowledge in the topic area of the iPBL module and of other professional roles, that it enhanced their skills as facilitators, and that they enjoyed observing students learn. New tutors reported significantly more learning and skill development than experienced tutors.Conclusions: Four lessons were derived from our research: 1) use iPBL to offer IPE; 2) invest in tutor training and support; 3) help tutors trust the process; and 4) consider tutor recruitment and retention strategies.

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