A persistent truck driver shortage and high driver turnover at common carriers limit the effectiveness of some U.S. supply chains. Most driver vacancies result from job hopping, especially among younger drivers. A multiple case study was conducted to explore strategies that some leaders of U.S. common carriers have used to retain millennial-age long-haul truck drivers. Data sources consisted of semistructured, in-person and phone/videoconference interviews; participant observations; and company documents. The sample population was 9 leaders from 6 different common carriers with operations in the southwestern region of the United States who successfully retained millennial long-haul drivers. The conceptual framework was person-organization fit theory. Data were compiled and organized, disassembled into fragments, reassembled into a sequence of groups, and interpreted for meaning. Methodological triangulation and member checking were used to validate the trustworthiness of those interpretations. Five major themes emerged from data analysis: strategic recruiting, competitive compensation, limiting driver time away from home, facilitating driver comfort while away from home, and demonstrating a company culture of driver appreciation. Potentially, carrier leaders can use the lessons learned from this research to reduce driver turnover rates and operating costs and to improve freight reliability for U.S. supply chains. The implications for positive social change include the potential to lower freight costs to shippers and consumers, improve job satisfaction for long-haul drivers, and improve highway safety for truck drivers and motorists.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-7235 |
| Date | 01 January 2018 |
| Creators | Washington, Debra A. |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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