Implications of maritime globalization for the crews of merchant ships

Couper, Alastair

doi:10.1080/21533369.2000.9668303

Cited by 16 publications

(8 citation statements)

References 1 publication

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“…Other pertinent issues that constitute poor human resource practices among shipping industry employers and as raised by seafarers as reasons for their leaving the industry include as follows: the ill treatment of seafarers through unfair contracts, desertion by shipowners and salary arrears (Couper 2000), insufficient shore leave, inability to contact families while at sea, highly pressurised working conditions and the additional workload onboard. Also, the lack of support from shore side staff can lead to frustrations for seafarers and their eventual movement to landside jobs.…”

Section: Poor Hr Practices Of Employersmentioning

confidence: 99%

“…Oldenburg and Jensen (2012) show how crew size has been reduced from 30 to 24 onboard container vessels, with some owners being only prevented by maintenance tasks and not regulations, from reducing their crew to 14. Couper (2000) argues that using technology to reduce the size of a ship's crew leads to low morale among seafarers. A more credible explanation for this argument is that increased shipboard automation (especially in the engine room and on the bridge) has led to a rather monotonous work schedule for seafarers (Cahoon and Haugstetter 2008).…”

Section: Shipboard Technology and Reduced Crew Sizementioning

confidence: 99%

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Exploring the range of retention issues for seafarers in global shipping: opportunities for further research

Caesar

Cahoon

Fei

2015

WMU J Marit Affairs

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Discussions surrounding the global shortage of seafarers (especially ship officers) continue to evolve and have attracted the attention of a growing number of researchers and industry practitioners in recent times. There is a general consensus within the literature that ship-to-shore mobility among seafarers (including officers and unlicensed mariners) is increasing. Prolonging the number of years that seafarers spend at sea and their subsequent retention is therefore an important issue that requires further attention. This conceptual paper (which is the product of a systematic literature review on seafarers) argues that to effectively retain ship officers and cadets at sea, the range of factors negatively influencing their retention must be identified and sufficiently managed by shipping industry employers. The result from the synthesis of the reviewed literature shows that the range of retention issues that shipping industry employers need to focus on relates mostly to the following: satisfaction with job and employer, opportunities for career progression and good working conditions. The paper also examines the cluster of human resource practices and theories among industry employers and how they eventually predict the mobility of seafarers to landside jobs. Recommendations are given on how shipping industry employers may be able to alleviate the current labour crisis within the shipping industry through prudent retention strategies.

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Section: Poor Hr Practices Of Employersmentioning

confidence: 99%

Section: Shipboard Technology and Reduced Crew Sizementioning

confidence: 99%

Exploring the range of retention issues for seafarers in global shipping: opportunities for further research

Caesar

Cahoon

Fei

2015

WMU J Marit Affairs

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“…The psychological well-being of the seafarers is a relevant problem, as depression and suicide have been reported in these workers by numerous studies [15][16][17][18][19][20][21]. Analysis from 1960 to 2009 on the deaths by seafarers compared to the total deaths of 17,026 show 1,011 seafarers died as a result of a suicide (5.9%).…”

Section: Introductionmentioning

confidence: 99%

The Psychological General Well-Being Index (PGWBI) for assessing stress of seafarers on board merchant ships

Carotenuto

Fasanaro²,

Molino³

et al. 2013

International Maritime Health

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“…As Cooper (2000) mentions, the instability of the industry is strongly affected by the role of agents, since manning agencies create a working environment which promotes insecurity, stress and poor motivation among seafarers. The quality of the services offered by a certain percentage of manning agencies has been questioned several times, owed to the fact that very often agents are involved in the recruitment of seafarers with fraudulent and falsified certificates.…”

Section: The Role Of the Manning Agentsmentioning

confidence: 98%

Dealing with multicultural human resources in a socially responsible manner: a focus on the maritime industry

Progoulaki

Roe

2011

WMU J Marit Affairs

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Shipping companies' crucial need for cost cutting is their main motive for recruiting seafarers of various nationalities and formulating multicultural teams on board ships. This paper seeks to examine ways of dealing with cultural issues by being a socially responsible company. The main point of the research is to examine how managing multicultural crews is related to the shipping companies' and the industry's social responsibility. An extensive literature review on the cultural issues of maritime manpower, with a focus on the working and living conditions and the management of shipping crews, reveals important aspects of the subject. This analysis is enriched with qualitative data from an on-board case study, and from a survey among crew managers and manning agents. Results show that managing multicultural human resources in a socially responsible manner requires socially acceptable behaviour towards seagoing labour from all the industrial actors.

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Implications of maritime globalization for the crews of merchant ships

Cited by 16 publications

References 1 publication

Exploring the range of retention issues for seafarers in global shipping: opportunities for further research

Exploring the range of retention issues for seafarers in global shipping: opportunities for further research

The Psychological General Well-Being Index (PGWBI) for assessing stress of seafarers on board merchant ships

Dealing with multicultural human resources in a socially responsible manner: a focus on the maritime industry

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