An Investigation of the Determinants of Extrinsic Job Satisfaction Among Drivers

Richard, Michael D.; LeMay, Stephen A.; Taylor, G. Don; Turner, Gregory B.

doi:10.1108/09574099410805153

Cited by 23 publications

(60 citation statements)

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“…Logistics managers can use such gatherings to identify employees who have exercised creativity in resolving issues and ask these people to share their experiences with fellow workers thereby ensuring that lessons learned by one employee will be passed on to others. In addition, research suggests that recognizing employees is associated with higher levels of job satisfaction (Richard et al 1994). …”

Section: Learning Behavior and Customer Service-related Performancementioning

confidence: 97%

“…Yet, with the exception of the efforts that have been made to address driver turnover and retention rates in the truckload motor carrier industry (e.g., Keller and Ozment 1999;Le May and Taylor 1988;Le May, Taylor, and Turner 1993;Richard, Le May, Taylor, and Turner 1994;Stephenson and Fox 1996), there have been few empirical studies that have focused on firms' strategies for the development of logistics personnel. For example, research has not examined logistics managers' learning behaviors and environments.…”

Section: Study Rationale and Research Questionsmentioning

confidence: 97%

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Logistics Managers' Learning Environments and Firm Performance

Ellinger

Keller

2002

J of Business Logistics

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Rapid change in the business environment, constant breakthroughs in information technology, and higher customer expectations mean that firms' successes will be increasingly dependent on learning (Baldwin, Danielson, and Wiggenhorn 1997). The notion of leveraging superior learning processes as a source of competitive advantage is well established (Baker and Sinkula 1999;Day 1994;de Geus 1988de Geus , 1997 Narver 1995, 2000;Slocum, McGill, and Lei 1994;Stata 1989). In fact, Stata suggests that "the rate at which individuals and organizations learn may be the only source of sustainable competitive advantage" (p. 64).Concurrent with the notion of leveraging learning for competitive advantage is the emergence of the learning organization concept (Garvin 1993(Garvin , 2000Marsick and Watkins 1999;Pedler, Burgoyne, and Boydell 1991;Senge 1990; Marsick 1993, 1996). Learning organizations focus on the importance of acquiring, processing and disseminating knowledge, facilitating and making use of individual learning, and modifying behavior and practices to reflect the learning (Applebaum and Reichart 1998). The overall premise of the learning organization concept is that the firm can improve performance by developing the learning skills and harnessing the knowledge of its employees.Learning organization characteristics may help logistics managers develop systems thinking, information sharing, and collaborative teamwork skills to improve firm performance (Drew and Smith 1998). The current business environment has raised the performance bar substantially for today's logistics manager who must "maintain an organizational lightness of foot never before seen" (Mississippi State University 1999, p. 4). As the "quarterbacks" for supply chain initiatives, logistics managers are expected to get closer to the customer and become conversant with information technology (Quinn 1997), break down traditional intra-organizational barriers

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Section: Learning Behavior and Customer Service-related Performancementioning

confidence: 97%

Section: Study Rationale and Research Questionsmentioning

confidence: 97%

Logistics Managers' Learning Environments and Firm Performance

Ellinger

Keller

2002

J of Business Logistics

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“…Intrinsic means that the source of job satisfaction comes from within the individual person—placing some kind of psychological value on the person (Richard et al. ). The two groups that refer to workers’ dispositions in Cohrs et al.…”

Section: Theoretical Foundations Of Job Satisfaction Researchmentioning

confidence: 99%

Antecedents of Truck Drivers’ Job Satisfaction and Retention Proneness

Prockl

Teller

Kotzab

et al. 2017

J of Business Logistics

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The aim of this paper is to (1) explore the antecedents of truck drivers’ job satisfaction and (2) identify the impact of financial and non-financial job properties on satisfaction with the job and with one’s employer and (3) the drivers’ proneness to retaining their jobs. Based on the extant literature, we develop a conceptual model that is tested using survey data for 164 truck drivers. Multiple linear and ordinal logistic regressions were used to estimate the proposed effects. The results reveal that non-financial job properties and satisfaction with one’s employer affect job satisfaction statistically significantly. Financial and non-financial job properties affect satisfaction with one’s employer whereas the former shows a lower impact compared to the latter. Satisfaction with the job and one’s employer impacts retention proneness. The contribution of this paper is to (1) add to the understanding of the factors that predict retention of truck drivers in relationship to job satisfaction and (2) highlight the different roles of financial and non-financial job properties in this specific work context

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“…As typically done in driver retention research (Richard et al. 1994), intention to quit instead of actual quitting behavior was measured in this study.…”

Section: Research Results and Discussionmentioning

confidence: 99%

“…1993; McElroy et al. 1993; Richard et al. 1994, 1995; Stephenson and Fox 1996; Keller and Ozment 1999; Keller 2002a; Min and Lambert 2002; De Croon et al.…”

Section: Truck Driver Turnover Literature Reviewmentioning

confidence: 99%

Understanding Truck Driver Need-Based Segments: Creating a Strategy for Retention

Williams

Garver

Taylor

2011

Journal of Business Logistics

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Research on truck driver retention addresses how traditional variables impact drivers’ decisions to stay with a particular carrier, yet many of the traditional research methods have been called into question. Additionally, research is sparse on understanding whether unique driver need‐based segments exist. Therefore, the authors present a theoretical framework and examine an exploratory study for incorporating numerous constructs that pertain to a driver’s intention to drive for a firm. Empirical results indicate that drivers’ value pay, personal safety, and time at home are most important when deciding to remain with a firm. In addition, three unique truck driver need‐based segments were identified. The authors offer retention recommendations based on the specific needs of each segment.

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An Investigation of the Determinants of Extrinsic Job Satisfaction Among Drivers

Cited by 23 publications

References 0 publications

Logistics Managers' Learning Environments and Firm Performance

Logistics Managers' Learning Environments and Firm Performance

Antecedents of Truck Drivers’ Job Satisfaction and Retention Proneness

Understanding Truck Driver Need-Based Segments: Creating a Strategy for Retention

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