table of truck driver turnover studies

1

Prior Driver Turnover Studies Comparison: by Chris Ferrell AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY

METHOD SAMPLE FINDINGS THEMES UNIQUENESS

Corsi, T.M., & Fanara, Jr. P.

1988

Driver Management Policies and Motor Carrier Safety

To assess the impact of management policies with respect to employment and retention of drivers (specifically, driver turnover rates) on retention.

Quantitative.

Statistical

analysis of

archived

data.

Data was

gathered from

859 dissimilar

motor carriers

between 1985

and 1986 in

order measure

turnover rates

against accident

rates in light of

selected

managerial

practices.

45-65,

3 women of

color (27%)

High truck driver turnover

rates have a direct and

significant correlation with

higher accident rates.

Relationship

Between

Safety

& Economic

Deregulation

and effects on

level of

competition.

Hours of

Service.

Compliance.

Managerial

Practices.

Earliest study to

identify the

phenomenon of

turnover and its

relationship to

safety and

managerial

practices.

Beilock, R. & Capelle, R. B.

1990

Occupational Loyalties Among Truck Drivers

To allow motor carriers to focus their retention efforts on drivers that shared characteristics commonly associated with a predisposition toward retention (occupational loyalty) or inversely, drivers that would experience higher opportunity costs associated with turnover.

Quantitative.

Development of statistical instrument based on driver survey responses to questions (variables) such as driver age, level of education, job experience, and rate of turnover.

878 randomly selected Driver Intercept Surveys were conducted at 3 (out of 16) different Agricultural Inspection Stations across the state of Florida.

The cost of better-educated drivers, is higher turnover. Drivers least likely to contemplate occupational moves were in their 30s, 40s, and early 50s.

Owner-operator loyalty appears stronger than for company drivers, which suggests they can be “squeezed” more than their company counterparts.

Characteristics of driver turnover.

Education.

Training.

Occupational Loyalty.

Opportunity Cost.

Negative Effects Of Economic Competition among Owner Operators.

Earliest study to assess the growth of turnover as a significant expense for motor carriers.

2

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Richard, M.D.

LeMay, S.A., &

Taylor, G.S.

1995

A Factor-

Analytic Logit

Approach to

Truck Driver

Turnover

To develop a

quantitative

instrument for

predicting the

probability of a choice

for truck drivers to

quit or remain with a

given motor carrier.

Quantitative.

Development

of a statistical

instrument

based on

survey

responses

combining

factor

analysis with

LOGIT.

402 (of 1500)

short surveys

were mailed

to drivers from

a single large

motor carrier.

Driver attitudes were

assessed regarding

management,

dispatchers, their

carrier, other carriers,

other drivers, home

time (HT), pay, rewards

and recognition. The

assertion is that drivers

quit only to start jobs

with similar pay or HT.

Managerial Practices.

Relationships w/ Shipper, Receiver & Carrier.

Loyalty, Pay, &

Home Time.

Highly Competitive Environment.

Identified that

improvement of

managerial

practice requires

only a change in

attitude rather

than large

expenditures to

improve driver

retention.

Stephenson, F. J., & Fox, R.J.

1996

Driver Retention Solutions: Strategies for For-Hire Truckload (TL) Employee Drivers

To profile company (not owner operator) truck driver jobs and demographic information. Also, to determine what motivated individuals to choose truck driving as a profession, identify what drivers say they need from carriers in order to be retained, and finally to offer advice to motor carriers regarding the findings in order to improve driver retention.

Quantitative.

Analysis of returned mail-in surveys.

Qualitative dimension added by riding with several drivers in order to gain a more contextualized understanding of their work.

1,791 drivers and 57 executive level managers returned mail-in surveys from 57 different, for-hire, truckload carriers from 26 states.

Various modalities were in the non-random sample; i.e. dry-van, flatbed, reefer & tanker.

Pay is incongruous compared to both the demands of the job and when compared to other non-driving, blue collar jobs.

Higher pay alone will not decrease turnover rates, but would be a good place to start.

Respect and recognition are more vital than has been realized.

Quality drivers should be the focus of retention efforts.

The independence sought by drivers is growing more restricted.

The driver job should be reengineered.

Extremely Competitive Market.

Respect.

Not Pay Alone.

Home time.

Problems with the driver image and the industry.

Pay and home time are similar across most all long haul carriers, therefore the expense of turnover must be caused by something else.

Identifies the necessity of working with shippers for help in increasing driver retention for mutual benefit.

A qualitative component was added to this study where the author rode with several truck drivers in order to gain further insight.

The study emphasized the necessity of listening to driver feedback and a willingness to restructure the job are desperately needed.

3

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Dobie, D., Rakowski, J.P., & Southern, R.N.

1998

Motor Carrier Road Driver Recruitment in a Time of Shortages: What Are We Doing Now?

To determine what changes had taken place in the recruitment arena following a previous study conducted a decade earlier.

Quantitative. Statistical analysis of 62 survey responses returned via mail from driver recruitment personnel each from a different long-haul motor carrier.

62 of 505 mailed surveys were completed and returned by recruitment personnel.

Identified that the urgency of corrective action in turnover and recruitment remains, while little has actually been done.

Recruitment personnel failed to stress benefits such as vacation, sick leave, and advancement opportunities.

What was stressed by recruiters was pay, company reputation, home time, equipment condition, and finally, health benefits.

Equipment type and accessibility to upper management was also heavily stressed by half of the survey respondents.

Experience

Honesty

Drug testing

Benefits

Incentives

Identified JB Hunt as spending over $20 million in 1996 from costs directly associated with a turnover rate of 100%. Subsequent studies showed that following an aggressive increase in driver pay, a relatively short contraction in turnover occurred, but then returned to elevated rates.

4

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Rodriguez, J., Kosir, M., Lantz, B., Griffin, G., & Glatt, J.

1998

The Costs of Truckload Driver Turnover

To identify the total cost of turnover and provide a more defined cost per driver estimation of all costs, both visible and inferred costs related to replacing truck drivers.

Quantitative. Analysis of annual turnover cost survey from 15 different motor carriers. Several cost categories are explored.

15 Long haul motor carriers of various sizes, from 32 to 9,463 trucks, and various modalities returned completed cost surveys for the cost estimation process.

Many respondents lacked or failed to provide complete data for all of the survey categories.

$8,234 was the study average, conservative estimate for the cost of replacing a single driver.

There was a range of cost estimates provided for different carriers, from $2,243 per driver replaced on the low end. This estimation was likely due to failing to provide complete data or keep records for less visible knock-on costs associated with turnover.

The higher estimate, likely resulting from more complete data, was $20,729 per driver replaced.

Adjusted for inflation at an average rate of about 3% annually to match today’s value of currency, the middle figure of $8,234 would be equal to more than $14,000 per driver.

For a large motor carrier employing 2,000 drivers and experiencing a 100% turnover rate, the cost for turnover for that single year would conservatively be $28 million.

Costs of:

Advertising

Recruitment

Staff Labor

Testing Fees

Orientation

Training

Referral or Sign-on Bonuses

Fixed Asset Idle Equipment

Monthly Interest on Idle Equipment

Monthly Depreciation of Idle Equipment

Insurance for Idle Equipment

Profit Loss Due to Idle Equipment

Safety, Legal, Insurance Expenses Related to Hiring Inexperienced Drivers.

This study has since, and continues to be, cited by numerous industry publications as well as by other turnover studies.

While the material is dated, it could be considered the de facto authority on providing formulas for calculating the cost of truckload driver turnover.

The study has never been duplicated.

Adjusted for inflation, and recognizing that the estimates are described as conservative, the methodology described for figuring turnover costs remains relevant and applicable.

5

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Keller, S.B., & Ozment, J.

1999

Managing Driver Retention: Effects of the Dispatcher

To assess the relationship between Exit, Voice, Loyalty, and Neglect or to apply Hirschman’s EVLN model for understanding turnover as it was understood at the time of the study.

Dispatchers were the focus of this study which aimed to better understand their role in driver turnover.

Qualitative.

Focus groups and exit interviews conducted to develop survey questionnaires completed by 149 dispatchers

149 dispatchers from 5 different motor carriers

Establishes the critical role dispatchers play in reducing turnover. Sensitivity and responsiveness to driver needs is paramount in light of low pay and long hours associated with the job.

The average number of drivers assigned to each dispatcher was 49.

The average dispatcher turnover rate was once every 1.6 years with an average of 8 years of transportation industry experience.

Average turnover rate of drivers as assessed by dispatchers was 10% monthly, or 120% annually.

Treating drivers with the same level of respect and courtesy that is extended to customers is necessary.

Dispatchers are well positioned to respond to driver concerns before such issues escalate to quit events.

Most studies offer similar but vague suggestions that do not lend themselves to effective implementation.

Relational marketing was the offering provided, suggesting carriers work to “sell” jobs to drivers as the carrier sells its services to shippers and receivers.

First study to focus attention on the dispatcher’s role with respect to driver retention and turnover.

Suggests carriers focus on retaining desired drivers, or being more selective with retention efforts.

First study to show the number of dispatchers generally assigned to a driver manager.

My findings from 2015 show this number has remained as high or higher over the past 16 years.

Shippers and receivers also negatively affected by high driver turnover.

6

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Staplin, L., Gish, K.W., Decina, L.E., & Brewster, R.M.

2003

Federal Motor Carrier Safety Administration Report on Commercial Motor Vehicle Driver Retention & Safety

To gain a better understanding of the extent to which truck crashes during long-haul, over-the-road operations can be linked to job-hopping or “churning” among commercial drivers.

Quantitative analysis of Motor Carrier Management Information Systems or MCMIS data was conducted on selected drivers over a two-year period and compared to data from the Federal Motor Carrier Safety Administration or FMCSA’s crash file.

Over 147,000 crash-involved drivers were included in the database analysis.

MCMIS analysis revealed that the odds of being crash-involved begin to increase when a driver has averaged more than two job changes in a year, and that this risk increases as the job change rate increases.

The relative proportion of crash-involved drivers to non-crash-involved drivers in the sample increased, without exception, as the job change rate increased.

Selection & Hiring

Training Procedures

Dispatch Operations

Working Conditions for Long-Haul Operators

Safety-Related Rewards & Incentives

Improving Perceptions of the Truck Driving Profession

Suggests that the persistent high demand for long-haul truck drivers throughout the industry may negatively affect selection criteria.

Defines the long-haul truck driver job as a lifestyle in addition to, or instead of a job. This has the tendency to put the sacrifices a long-haul driver makes squarely on the shoulders of the driver alone. This asserts that drivers electing to do the job are ostensibly willing to accept that sacrifice without expectation of compensation. This is not necessarily the case. Rather, it is way to take advantage of masculinity-related ideologies.

7

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Min, H. & Emam, A.

2003

Developing the Profiles of Truck Drivers for their Successful Recruitment & Retention

To determine which organizational settings are best positioned to recruit and retain drivers effectively. Also, to determine which drivers are at greatest risk to defect to other motor carriers. Finally, to assess which incentives are more important to which drivers.

Quantitative analysis or large data surveys from multiple and varied motor carriers.

Survey data was analyzed from 422 of 3,000 variously sized Truckload and Less-Than-Truckload as well as Regional and Long-Haul Motor Carriers.

Motor carrier size and type seem to influence driver turnover. The working environment influence job satisfaction and turnover. Smaller carriers appear better positioned to retain drivers where larger firms struggle with higher turnover rates.

Across-the-board pay raises and incentive packages appear to be less effective than when they are selectively applied.

The shorter the time period the driver has to develop a bond with the carrier, the greater the chance the driver will leave the job and sooner rather than later.

Longer tenure increases familiarity with operations, service requirements, and customers thus decreasing turnover due to increased opportunity costs.

Selection & Hiring

Training Procedures

Dispatch Operations

Working Conditions

Safety-Related Rewards & Incentives

Suggests selecting drivers with 5 or more years of driving experience rather than the 1 to 2 years that is more typical. Drivers with less experience and seeking new employment are likely to contribute to continued turnover.

8

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Global Insight, Inc.

2005

The U.S. Truck Driver Shortage: Analysis & Forecasts

On behalf of the American Trucking Associations, Global Insight, Inc. conducted a systematic examination of the long-term structural problem of the availability of truck drivers relative to the future requirements for drivers that will be created by retirements of an aging driver workforce and by economic growth.

Quantitative analysis of data gathered from both the Bureau of Labor (BLS) & Statistics and the Census Bureau.

BLS & Census Bureau data was gathered and analyzed from the year 2000. The demographic characteristics of the long haul segment were examined. Variations in age, sex, race, and ethnicity were explored and projected 10 years to 2012 during the study to estimate the pace of hiring that would be required in order to keep pace with turnover in the future.

The lack of extrinsic rewards or inherent amenities available to employees shifting from other occupations while in their 20s and 30s is attributed to higher pay.

Demographics

Big Data

Inferences are made from gathered data and future projections with no qualitative contextual element. The BLS data is still not refined enough to offer much accurate analysis of any real value simply because the term “heavy-duty truck” includes too wide of a definition including trucks incapable of the typical 80,000 gross vehicle weight combination (GVWC) rating in question for Class 8 trucks. The BLS GVWC rating is defined as 26,000 pounds or higher. This is just over the limit of a large pickup and a double-axle trailer. Also no distinction of long haul versus local is made.

9

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Burks, S.V., Carpenter, J., Götte, L., Monaco, K., Porter, K., & Rustichini

2007

Using Behavioral Economic Experiments at a Large Motor Carrier: The Context and Design of the Truckers and Turnover Project

To use survival analysis through behavioral experiments to model the flow of new employees into and out of employment and to estimate the tenure-productivity curve for new hires while accounting for the selection effects of high turnover.

Quantitative.

Data was gathered on new hires, drivers that quit, and other data points were monitored weekly for each driver currently employed.

Drivers completed a series written response behavioral experiments and participated in exit surveys upon quitting during the study period.

Data was collected from a single, large, truckload motor carrier. The data corresponded to new hire drivers and quit events over a 2-year period.

Several drivers quit and were rehired by the same firm within the study period.

73% of the drivers were new to driving and acquiring their first driving position subsequent to training.

While new hires and experienced drivers both displayed similar annual quit patterns, rehired drivers, within the same firm, according to one statistical analysis within the study period were predicted to remain with the carrier for the next 5 ½ years.

Only 25% of new hire drivers complete the one-year service contract required for waiving the cost of training. The remaining 75% quit before the one-year requirement and incur significant debt as a result.

Truckload market described as perfectly competitive

Barriers to entry described in terms of human capital

Buying effective labor

Conflict between drivers as professionals vs. being part of the secondary labor market

Identifies the modest-pay-high-turnover employment model exercised by most large TL carriers.

Measured risk aversion behavior among new truck drivers.

10

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Suzuki, Y.

2007

Truck Driver Turnover: What Rate is Good Enough?

To develop a decision tool which allows motor carriers to effectively determine both minimum and desired retention times for their driver labor force. Variation on turnover rates exist within the industry and affect different carriers with variable impact. Some carrier retention rates may be considered good enough according to this analysis.

Quantitative.

A model for financial analysis metrics are proposed to determine the minimum driver retention time required in order to recoup replacement costs. No actual application of the model is conducted.

Not applicable

Not applicable. All carriers may not need to expend similar resources on retention efforts.

Proposed model only. No applied study was performed.

11

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Garver, M.S., Williams, Z., & Taylor, G. S.

2008

Employing Latent Class Regression Analysis To Examine Logistics Theory: An Application of Truck Driver Retention

To advocate a segmentation approach to understanding different segments of truck drivers, so that a customized retention plan can be developed for each segment by applying latent class regression analysis to truck driver retention.

Quantitative.

A statistical model is developed through latent class regression analysis.

A 90-item questionnaire was returned from 431 drivers (of 2,003 potential drivers at a single carrier. 664 elected to participate, but only 431 questionnaires were retuned complete and usable.

By segmenting the population of truck drivers according to valued preferences regarding retention, it was determined that most drivers value pay, relationships with top management, relationships with dispatchers and equipment. While combinations occurred with each of the preference categories, most drivers were determined to be ‘relationship driven’ in their decisions regarding retention.

Acknowledgement of the necessity to have variable retention strategies which conform to the subsets of drivers that place differential value on retention factors.

First recorded application of latent class regression analysis to a theoretical logistics applied project.

12

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Harrison, H.D. & Pierce, J.

2008

Examining Truck Driver Turnover and Retention in the Trucking Industry

To review carrier turnover and retention and report the origins and evolution of driver turnover and retention research. To evaluate the nature of turnover and retention and define the problem by critically examining published results from evaluations and analyses of the trucking industry. To present alternatives, survey industry representatives, organize survey response data and examine turnover and retention strategies from other industries.

Quantitative.

49 respondents serving as representatives of the trucking industry returned survey questionnaires.

49 respondents serving as representatives of the trucking industry returned survey questionnaires. No motor carrier study was conducted with drivers.

The study states that “knowledge of successful strategies, without their application, suggest that the trucking industry can tolerate the condition.”

Citing a 1996 study, “the majority of top managers said that driver turnover made no difference among major factors affecting company effectiveness.” (Bernhardt, Dresser, & Hatton, 2003).

Provides further verification that high driver turnover is an ongoing problem

Continues to suggest retention practices used in other industries

Neglects to acknowledge the unique difference of the labor model in long-haul trucking

Indirect, or peripheral approach

13

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Suzuki, Y., Crum, M.R., & Pautsch, G.R.

2009

Predicting Truck Driver Turnover

To produce a decision tool for managers that can predict driver intent-to-quit by continuously monitoring the quit probability of each driver, thus allowing more targeted retention efforts.

A qualitatively informed quantitative analysis.

Combining operational work variables, operational work data and demographic variables, a forecast model is created where carriers can target specific drivers on a regular basis that have netted positive results (not enough miles or home time, or too many delays, etc.) for triggering quit behavior.

Two motor carriers provided driver data. Carrier A, with more than 500 drivers, and Carrier B with more than 5,000 drivers. 971 Drivers from Carrier A were tracked with particular operational work data criteria during a 9-monthperiod, and 5,106 Drivers from Carrier B were tracked in similar fashion over a 12-month period for total of nearly 150,000 usable samples collected in those respective periods.

The turnover rates were 80% annually for the smaller, Carrier A and 150% for the larger, Carrier B.

The forecasting tool had to be calibrated for differently for each carrier due to the size differential.

Operational work variables proved to be useful in in predicting driver turnover behavior.

Weekly miles, weekend job assignments, and wage per mile are key variables.

These measures appear more reliable for predicting intent-to-quit than do more traditional demographic variables alone.

Findings were similar between both carriers.

Competition

Miles, Pay, Home Time, Detention, and Weekend Assignments are all important operational work variables for empirically supported predictions of driver intent-to-quit.

This model attempts to assist carriers focus less on recruitment or facilitating job-hopping (churn), and focuses instead on targeted retention efforts in a dynamic and continuous manner.

14

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Johnson, J.C., Bristow, D.N., McClure, D.J., & Schneider, K.C.

2009 & 2011

Determinants of Job Satisfaction Among Long Distance Truck Drivers: An Interview Study in the United States

To identify the positive aspects of being a long distance truck driver in light of the typical litany of negative aspects.

A qualitatively informed analysis was done by way of driver intercept short interviews conducted at a large truck stop in the Midwest U.S. Only long distance drivers were interviewed further after such determination was made about their employment.

104 long distance truck drivers were interviewed with the assistance of a battery of questions. Recorded interview times ranged from less than 10 minutes to just over 30.

The list of positive aspects was shorter and less impactful compared to the familiar litany of negative aspects which surfaced in the findings. Among the positive items were independence, seeing the country, good income, pleasure of driving, meeting new people, on-time delivery pleasure and a few other more unique items under a categorical header of miscellaneous. Frustrations included time away from home, difficulty of making a living, lack of driving skill among the motoring public, excessive government regulations, inconsiderate shippers / consignees, long hours, traffic congestion, lack of camaraderie among truck drivers, unhealthy lifestyle, and the lack of respect for the occupation from the public, dispatchers, and customers.

Pay

Home Time

Respect

This study specifically set out to identify the positive aspects of the long distance truck driving occupation.

15

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Taylor, G.S., Garver, M.S., & Williams, Z.

2010

Owner Operators: Employing a Segmentation Approach to Improve Retention

To explore retention issues among the owner operator segment of truck drivers.

Using a statistical instrument, a latent class regression analysis was applied to the 239 questionnaire surveys returned from long haul owner-operator drivers of a single large truckload motor carrier.

239 owner-operator drivers from a single large motor carrier responded to a survey questionnaire.

There were four different need-based owner-operator driver segments identified which require specific driver retention programs to be developed for each.

Pay

Home Time

Management Assessment

Intent to Quit

This study specifically targeted the retention issues related to owner-operators within a single, large, truckload motor carrier.

16

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Cantor, D.E., MacDonald, J.R., & Crum, M.R.

2011

The Influence of Workplace Justice Perceptions on Commercial Driver Turnover Intentions

To assess the role of the federal Electronic On Board Recorder (EOBR) mandate regarding truck driver perceptions of fairness and related intentions to quit.

A statistical instrument was developed via confirmatory Factor Analysis (CFA) in order to assess the validity of survey responses regarding the federal mandate of EOBR use.

604 (from a possible 1,919) long-haul drivers from an unspecified number of motor carriers returned completed survey questionnaires.

Perceptions of the federal mandate for EOBR use was varied depending on driver responses. Drivers that participated in the development of the rule, and or had strong safety commitments, were more inclined to be open to the ruling. Drivers that did not participate or that had less strong commitments to safety according to the survey analysis, were less inclined to be willing to accommodate the EOBR and stated they would be more inclined to quit as a result of the mandate.

Procedural Justice Theory

Distributive Justice Theory

Employee Turnover

Electronic On-Board Recorders (EOBR)

Intent to quit

This study focused exclusively on driver perceptions of the federal EOBR mandate.

17

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Fournier, P.S., LaMontagne, S., & Gagnon, J.

2012

The Interactions Between Dispatchers & Truck Drivers in a High Turnover Context

To identify the relationship between dispatchers and truck drivers with respect to the relational effects on driver turnover.

A qualitative analysis based on 17 individual interviews and three group discussions with dispatchers, truck drivers and labor and management representatives from 11 different Quebec-based organizations.

17 semi-structured individual interviews with 8 drivers, 4 management representatives, 3 dispatchers, and 2 labor representatives. Additionally, 3 group discussions with an average 3-hour duration were conducted and comprised of drivers, dispatchers and labor representatives that were different from the individuals participating in the interviews.

Four key characteristics influence day-to-day dynamics of trucking operations: 1. The importance of

dispatcher-driver interactions in efficient and quality work operations.

2. The precedence of customer satisfaction in these interactions.

3. The interdependent nature of the dispatcher-driver relationship.

4. The role of listening and mutual respect.

Dispatcher-Driver Relationships

Retention

Turnover

This study focused on the effects of the relationships between dispatchers and drivers and the effect this relationship has on driver turnover.

18

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


LeMay, S.A., Johnson, L., Williams, Z., & Garver, M.

2013

The Causes of Truck Driver Intent-to-Quit: A Best-Fit Regression Model

To identify a best-fit regression model to show how a motor carrier might control its own turnover.

A regression analysis was performed on quantitative survey questionnaires returned from drivers regarding different aspects of a driver’s job. The dependent variable was intent-to-quit (ITQ).

309 usable responses (from a possible 800) were submitted by truck drivers from a single, large, truckload motor carrier. Over 50 items were included on each survey questionnaire with a 7-point Likert Scale ranging from strongly agree to strongly disagree.

Results revealed that driver attitudes toward top management and dispatchers did not influence ITQ. The report describes this finding as surprising, and suggests new directions should be pursued in following research.

Dispatcher-Driver Relationships

Retention

Turnover

This study focused on the effects of the relationships between dispatchers, top management and drivers and the effect these relationships have on driver turnover.

19

AUTHOR(S)

(YEAR) TITLE

PURPOSE OF THE

STUDY


Costello, B. & Suarez, R.

2015

Truck Driver Shortage Analysis

To describe the size and scope of the driver shortage, the impact of turnover, and the future of the for-hire trucking industry recruitment and retention needs.

A quantitative analysis and projection was done to examine industry data gathered from the Bureau of Labor and Statistics and the Census Bureau.

BLS & Census Bureau data was gathered and analyzed from the year 2014. The demographic characteristics of only age and gender for the long haul segment were examined and projected 10 years out to 2024 in order to estimate the pace of hiring that would be required in order to keep pace with driver shortage and turnover rates into the future.

The trucking industry was short by some 38,000 drivers in 2014, and expected to reach 48,000 by 2015.

An estimated shortage of 175,000 is projected to 2024 assuming current trends continue.

Regulations and restrictions were not accounted for in this analysis.

Quality versus quantity of drivers may make the shortage and turnover problems seem even worse for motor carriers.

Over the next 10 years, carriers will need to hire 890,000 new drivers at an average ra te of 89,000 annually.

Demographics

Big Data

The study is very similar to the 2005 Global Insight study but offers even less detail.

table of truck driver turnover studies

Business