Strategies to Improve Morale and Retention in Transportation Management Centers

Abstract

This study examines strategies to improve morale and retention for operators in transportation management centers (TMCs). The research methodology included a literature review, on-site observations of TMC operations, and interviews with operators and managers. Several strategies to reduce turnover were identified, including (1) formalizing a process for operators to report software issues; (2) enhancing the prestige of performance awards; (3) improving compensation in terms of both hourly wages, timing of raises to occur during periods of high turnover at the one- or two-year employment mark; and (4) improving the TMC work environment by limiting the use of conference rooms overlooking the TMC floor. These findings contribute to the understanding of TMC operations and offer potential strategies for improving operator morale and retention, which may ultimately enhance the efficiency and effectiveness of traffic management operations.

Keywords

human resources / operations / management / intelligent transportation systems

References

[1] Das, B.L.; Baruah, M. Employee Retention: A Review of Literature. IOSR J. Bus. Manag. 2013, 14, 8-16. https://doi.org/10.9790/487X-1420816.

[2] Kossivi, B.; Xu, M.; Kalgora, B. Study on Determining Factors of Employee Retention. Open J. Soc. Sci. 2016, 4, 261-268. https://doi.org/10.4236/jss.2016.45029.

[3] Singh, D. A Literature Review on Employee Retention with Focus on Recent Trends. Int. J. Sci. Res. Sci. Eng. Technol. 2019, 6, 425-431. https://doi.org/10.32628/IJSRST195463.

[4] Martin, J.E.; Sinclair, R.R.; Lelchook, A.M.; et al. Non-Standard Work Schedules and Retention in the Entry-Level Hourly Workforce. J. Occup. Organ. Psychol. 2012, 85, 1-22. https://doi.org/10.1348/096317910X526803.

[5] Bolino, M.C.; Kelemen, T.K.; Matthews, S.H. Working 9-to-5? A Review of Research on Nonstandard Work Schedules. J. Organ. Behav. 2021, 42, 188-211. https://doi.org/10.1002/job.2440.

[6] Sooriyaarachchi, P.; Jayawardena, R.; Pavey, T.; et al. Shift Work and the Risk for Metabolic Syndrome among Healthcare Workers: A Systematic Review and Meta-Analysis. Obes. Rev. 2022, 23, e13489. https://doi.org/10.1111/obr.13489.

[7] Lu, G.; Du, R.Y.; Peng, X. The Impact of Schedule Consistency on Shift Worker Productivity: An Empirical Investigation. Manuf. Serv. Oper. Manag. 2022, 24, 2780-2796. https://doi.org/10.1287/msom.2022.1132.

[8] Gertler, J.; Nash, D. Foster-Miller Associates Optimizing Staffing Levels and Schedules for Railroad Dispatching Centers; Federal Railroad Administration: Washington, DC, USA, 2004.

[9] Goodall, N.; Lee, E. Comparison of Waze Crash and Disabled Vehicle Records with Video Ground Truth. Transp. Res. Interdiscip. Perspect. 2019, 1, 100019. https://doi.org/10.1016/j.trip.2019.100019.

[10] Bureau of Labor Statistics Occupational Employment and Wages, May 2023: 43-5032 Dispatchers, Except Police, Fire, and Ambulance. Available online: https://www.bls.gov/oes/current/oes435032.htm (accessed on 31 August 2023).

[11] Bureau of Labor Statistics Occupational Employment and Wages, May 2023: 43-4051 Customer Service Representatives. Available online: https://www.bls.gov/oes/current/oes434051.htm (accessed on 31 August 2023).

[12] Emanuel, N.; Harrington, E. The Payoffs of Higher Pay: Elasticities of Productivity and Labor Supply with Respect to Wages. 2020, pre-print. Available online: https://scholar.harvard.edu/files/nataliaemanuel/files/emanuel_jmp.pdf (accessed on 31 August 2023).