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

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.

Fifty years inside the minds of truck drivers

Purpose The purpose of this paper is to examine the past 50 years of driver research from a historical context linked to the political and economic developments of the US motor carrier industry. Design/methodology/approach A comprehensive literature review was conducted and studies were targeted that exemplified eras of historic change pertaining to trucking published within the top-tier logistics journals. Findings Distinctive categorizations of driver research emerged: organizing era from 1930 to 1949, era of the collective mind from 1950 to 1979, era of the individual from 1980 to 2009 and the era of the driver as extension of the firm from 2010 to present. Research streams are highly influenced by current industry developments, economic conditions and the political landscape. Research limitations/implications The chronological framework of research established specific time-based eras. An alternative framework or other emerging eras may be conceived as scholars consider factors in addition to those explored within this research. Practical implications Managers within developing countries may leverage the research within a specific era to help resolve driver problems that have already been researched in the USA. Scholars are encouraged to further study truck drivers as critical extensions of the firm in light of the advances in autonomous vehicles, drones and other technology impacting the motor carrier industry. Social implications For nearly a half century, the turnover of truck drivers has been a major issue. This research provides driver managers with the knowledge to better understand and to more adequately provide for the needs and welfare of truck drivers. Originality/value This research is the first to fully connect the research and developments pertaining to the motor carrier industry, the occupation of truck driving and the historical developments of US policy and the economy.

Returns to compensation in trucking: Does safety pay?

Large truck crashes remain a significant problem in the truckload sector of the US motor carrier industry. Employing a unique firm-level data set from a large US truckload motor carrier, we identified two different driver groups hired during two distinct pay regimes. Before-and-after data on wages and safety outcomes created a natural experiment. Higher wages paid to experienced drivers in the new pay regime led to higher driver retention rates. Experienced drivers had lower average crash costs and were more productive during each tenure month. Experienced drivers had a much larger expected discounted net present value when compared with inexperienced drivers. As the previously inexperienced drivers gained additional experience, their crash probabilities and their value began to mirror those of the experienced drivers, demonstrating the value of greater tenure. This research supports ‘safe rates’ public policy because safety pays – for trucking companies, for cargo owners and for society. JEL Codes: J24, J28, J33