Assessing Causes of Driver Job Dissatisfaction in the Flatbed Motor Carrier Industry

Scott Nadler,Michael B. Hargis,Douglas Voss,Ashley Wygal

doi:10.3390/logistics5020034

Scott Nadler, Michael B. Hargis + Show 2 more

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https://doi.org/10.3390/logistics5020034

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Abstract

Trucking companies play a critical role in the U.S. economy but face many challenges. The trucking industry’s greatest challenge may be the persistent driver turnover problem. Trucking companies regularly report turnover rates exceeding 100%. Each driver costs between $2200–$21,000 to replace and new drivers often impact carrier customer service and safety performance. The purpose of this article is to qualitatively explore the challenges drivers face with hopes of uncovering unique methods to improve job satisfaction and ameliorate turnover and retention issues. Results indicate that driver job satisfaction is related to compensation, management quality, equipment quality, home time, and wait time. Proactive managerial actions in the form of pre-planning loads are proposed as a method for carriers to resolve many driver concerns and possibly provide carriers with a competitive advantage in driver retention.

Highlights

Assessing Causes of Driver Job Dissatisfaction in the Trucking companies play a critical role in the U.S economy
Many challenges confront the trucking industry, the greatest of which may be a persistent problem with driver recruitment and turnover
Older drivers, which make up a large portion of the overall driver pool, left the industry due to personal safety concerns associated with COVID19 [29]

Summary

Introduction

Driver Job Dissatisfaction in the Trucking companies play a critical role in the U.S economy. Often referred to as the universal connector due to their intermodal pickup and delivery services, in 2019 trucking companies generated almost $800 billion in freight revenues and hauled nearly. 12 billion tons of freight representing 72% of domestic tonnage [1]. Many challenges confront the trucking industry, the greatest of which may be a persistent problem with driver recruitment and turnover. Driver turnover has plagued the trucking industry since deregulation [2,3,4]. 23) concluded their seminal driver turnover article by stating, “The industry cannot afford to wait any longer (to solve driver retention). Almost 20 years after their article was published, companies regularly report turnover rates exceeding 100% [5] Action should be taken now.” Yet almost 20 years after their article was published, companies regularly report turnover rates exceeding 100% [5]

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