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این مقاله ISI به زبان انگلیسی از نشریه الزویر مربوط به سال ۲۰۱۸ دارای ۱۲ صفحه انگلیسی با فرمت PDF می باشد در ادامه این صفحه لینک دانلود رایگان مقاله انگلیسی و بخشی از ترجمه فارسی مقاله موجود می باشد.
کد محصول: M732
سال نشر: ۲۰۱۸
نام ناشر (پایگاه داده): الزویر
نام مجله: Transportation Research Part A
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۲ صفحه PDF
عنوان فارسی:
مقاله انگلیسی مدیریت ۲۰۱۸ : عوامل تعیین کننده رضایت شغلی و عملکرد دریانوردان
عنوان انگلیسی:
Determinants of job satisfaction and performance of seafarers
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چکیده فارسی
توانائی انگیزه دادن و ابقاء دریانورد ها، یک مسئله ی بسیار مهم نیروی انسانی از دیدگاه کمبود نیروی کار جهانی و نرخ بالای تغییرات در میان دریانوردان است. هدف این مقاله، تحلیل عوامل اصلی رضایت شغلی و عملکرد دریا نوردان است. طی یک بررسی از ۱۱۶ دفتر دریانوردی، داده های جمع آوری شده با استفاده از مدلسای معادله ی ساختاری تحلیل شدند. نتایج نشان دادند که رضایت شغلی به طور قابل توجهی به عملکرد شغلی دریانوردان بستگی دارد. علاوه بر این، میزان فشار و استرس کار روی کشتی و جذابیت پاداش ها از عوامل تعیین کننده رضایت شغلی هستند. تمایل دریانوردان و ظاهر طراحی کار نیز اثر قابل توجهی بر میزان رضایت شغلی می گذارند. بر اساس متن و مصاحبه هایی که صورت گرفتند، یک مدل مدیریتی شامل سیاست ها و استراتژی ها برای انگیزه دادن و ابقاء دریانوردان پیشنهاد می شود.
Abstract
The ability to motivate and retain seafarers is a critical manpower issue in view of global labour shortage and high turnover rate among seafarers. The objective of this paper is to analyse the core determinants of job satisfaction and performance of seafarers. A survey was administered on 116 seafaring officers and the obtained data were analysed using structural equation modelling. The results show that job satisfaction is considerably correlated with job performance of seafarers. In addition, the amount of stress associated with working onboard a ship and attractiveness of rewards are key determinants of job satisfaction. The dispositions of seafarers and appeal of the job design also have considerable impacts on job satisfaction. Based on literature review and post-survey interviews, a management model consisting of policies and strategies to motivate and retain seafarers is proposed.
Introduction
The shortage of skilled seafarers, in particular officers and engineers, has been a growing concern for the shipping industry (McLaughlin, 2015). With more than 90% of world trade volumes transported by sea (International Chamber of Shipping, 2015), this problem is a global challenge to overcome. According to the scenario estimates by Baltic International Maritime Council and International Shipping Federation (2015), a global shortfall of approximately 92,000 seafaring officers is expected by the year of 2020.
This alarming finding has initiated a series of international campaigns such as ‘Go to Sea’ and ‘Day of the Seafarer’ which encourage governments to promote seafaring and address issues related to the work and living conditions on-board ships (International Maritime Organization, 2008, 2017). In line with these campaigns, the recent literature has proposed strategies for firms to attract seafarers. For instance, Thai et al. (2013) proposed several branding strategies to position a shipping firm as the employer of choice in the seafaring market. Some of the proposed strategies include improving the image of the shipping industry, and the use of attractive rewards in the form of high salaries and more employment benefits.
In addition to attracting seafarers, Fei and Lu (2015) argued that it is more important for shipping firms to retain their in-service seafarers. It was estimated that the annual turnover rate is between 25% and 35% in some shipping sectors such as cruise shipping (Bhattacharya, 2015). In general, attrition of seafarers is high, by virtue of reasons such as boredom at sea, single-task work environment, emotional and work-related stresses, and lack of family time (Singh, 2017; Thai and Latta, 2010). This is exacerbated by changes in the socioeconomic landscape where the younger generation favours shore-based jobs due to greater freedom and increasingly comparable salaries (Kantharia, 2017; Sulpice, 2011). According to a survey conducted by Ruggunan and Kanengoni (2017), approximately 55% of junior cadets do not intend to pursue a career at sea for more than 10 years, which further emphasizes the importance of retaining in-service seafarers.
From the shipping firms’ perspective, the ability to retain seafarers offers numerous organisational benefits. First, due to the shortage and rarity of qualified seafarers in the market, retaining seafarers can contribute to the competitive advantage of shipping firms. By possessing a competent and motivated pool of seafarers, the cost advantage of a shipping firm can be strengthened from improved productivity, and reduced absenteeism and attrition (Nguyen et al., 2014). Next, the ability to retain seafarers shall also render the accumulation of valuable knowledge and experience within the organisation. This valuable knowledge pool which is acquired through learning can be subsequently transferred to new seafarers and to the management of shipping activities ashore. In recent year, much research has been conducted with the focus of formulating strategies to retain seafarers (Caesar et al., 2015;
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