Table of Truck Driver Turnover Studies

1
Prior Driver Turnover Studies Comparison: by Chris Ferrell
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
METHOD SAMPLE FINDINGS THEMES UNIQUENESS
Corsi, T.M.,
& Fanara, Jr. P.
1988
Driver
Management
Policies and
Motor Carrier
Safety
To assess the impact
of management
policies with respect
to employment and
retention of drivers
(specifically, driver
turnover rates) on
retention.
Quantitative.
Statistical
analysis of
archived
data.
Data was
gathered from
859 dissimilar
motor carriers
between 1985
and 1986 in
order measure
turnover rates
against accident
rates in light of
selected
managerial
practices.
45-65,
3 women of
color (27%)
High truck driver turnover
rates have a direct and
significant correlation with
higher accident rates.
Relationship
Between
Safety
& Economic
Deregulation
and effects on
level of
competition.
Hours of
Service.
Compliance.
Managerial
Practices.
Earliest study to
identify the
phenomenon of
turnover and its
relationship to
safety and
managerial
practices.
Beilock, R. &
Capelle, R. B.
1990
Occupational
Loyalties Among
Truck Drivers
To allow motor carriers
to focus their retention
efforts on drivers that
shared characteristics
commonly associated
with a predisposition
toward retention
(occupational loyalty) or
inversely, drivers that
would experience higher
opportunity costs
associated with turnover.
Quantitative.
Development
of statistical
instrument
based on driver
survey
responses to
questions
(variables) such
as driver age,
level of
education, job
experience,
and rate of
turnover.
878 randomly
selected Driver
Intercept Surveys
were conducted at
3 (out of 16)
different
Agricultural
Inspection Stations
across the state of
Florida.
The cost of better-educated
drivers, is higher turnover.
Drivers least likely to
contemplate occupational
moves were in their 30s, 40s,
and early 50s.
Owner-operator loyalty
appears stronger than for
company drivers, which
suggests they can be
“squeezed” more than their
company counterparts.
Characteristics of
driver turnover.
Education.
Training.
Occupational
Loyalty.
Opportunity Cost.
Negative Effects
Of Economic
Competition
among Owner
Operators.
Earliest study to
assess the growth
of turnover as a
significant expense
for motor carriers.

2
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Richard, M.D.
LeMay, S.A., &
Taylor, G.S.
1995
A Factor-
Analytic Logit
Approach to
Truck Driver
Turnover
To develop a
quantitative
instrument for
predicting the
probability of a choice
for truck drivers to
quit or remain with a
given motor carrier.
Quantitative.
Development
of a statistical
instrument
based on
survey
responses
combining
factor
analysis with
LOGIT.
402 (of 1500)
short surveys
were mailed
to drivers from
a single large
motor carrier.
Driver attitudes were
assessed regarding
management,
dispatchers, their
carrier, other carriers,
other drivers, home
time (HT), pay, rewards
and recognition. The
assertion is that drivers
quit only to start jobs
with similar pay or HT.
Managerial
Practices.
Relationships w/
Shipper, Receiver
& Carrier.
Loyalty, Pay, &
Home Time.
Highly Competitive
Environment.
Identified that
improvement of
managerial
practice requires
only a change in
attitude rather
than large
expenditures to
improve driver
retention.
Stephenson, F. J.,
& Fox, R.J.
1996
Driver Retention
Solutions:
Strategies for For-
Hire Truckload (TL)
Employee Drivers
To profile company (not
owner operator) truck
driver jobs and
demographic
information. Also, to
determine what
motivated individuals to
choose truck driving as a
profession, identify what
drivers say they need
from carriers in order to
be retained, and finally to
offer advice to motor
carriers regarding the
findings in order to
improve driver retention.
Quantitative.
Analysis of
returned mail-
in surveys.
Qualitative
dimension
added by riding
with several
drivers in order
to gain a more
contextualized
understanding
of their work.
1,791 drivers and
57 executive level
managers returned
mail-in surveys
from 57 different,
for-hire, truckload
carriers from 26
states.
Various modalities
were in the non-
random sample;
i.e. dry-van,
flatbed, reefer &
tanker.
Pay is incongruous compared
to both the demands of the
job and when compared to
other non-driving, blue collar
jobs.
Higher pay alone will not
decrease turnover rates, but
would be a good place to
start.
Respect and recognition are
more vital than has been
realized.
Quality drivers should be the
focus of retention efforts.
The independence sought by
drivers is growing more
restricted.
The driver job should be
reengineered.
Extremely
Competitive
Market.
Respect.
Not Pay Alone.
Home time.
Problems with the
driver image and
the industry.
Pay and home time
are similar across
most all long haul
carriers, therefore
the expense of
turnover must be
caused by
something else.
Identifies the
necessity of
working with
shippers for help in
increasing driver
retention for
mutual benefit.
A qualitative
component was
added to this study
where the author
rode with several
truck drivers in
order to gain
further insight.
The study
emphasized the
necessity of
listening to driver
feedback and a
willingness to
restructure the job
are desperately
needed.

3
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Dobie, D.,
Rakowski, J.P., &
Southern, R.N.
1998
Motor Carrier
Road Driver
Recruitment in a
Time of
Shortages: What
Are We Doing
Now?
To determine what
changes had taken place
in the recruitment arena
following a previous
study conducted a
decade earlier.
Quantitative.
Statistical
analysis of 62
survey
responses
returned via
mail from
driver
recruitment
personnel each
from a
different long-
haul motor
carrier.
62 of 505 mailed
surveys were
completed and
returned by
recruitment
personnel.
Identified that the urgency of
corrective action in turnover
and recruitment remains,
while little has actually been
done.
Recruitment personnel failed
to stress benefits such as
vacation, sick leave, and
advancement opportunities.
What was stressed by
recruiters was pay, company
reputation, home time,
equipment condition, and
finally, health benefits.
Equipment type and
accessibility to upper
management was also
heavily stressed by half of
the survey respondents.
Experience
Honesty
Drug testing
Benefits
Incentives
Identified JB Hunt
as spending over
$20 million in 1996
from costs directly
associated with a
turnover rate of
100%.
Subsequent studies
showed that
following an
aggressive increase
in driver pay, a
relatively short
contraction in
turnover occurred,
but then returned
to elevated rates.

4
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Rodriguez, J.,
Kosir, M., Lantz,
B., Griffin, G., &
Glatt, J.
1998
The Costs of
Truckload Driver
Turnover
To identify the total cost
of turnover and provide a
more defined cost per
driver estimation of all
costs, both visible and
inferred costs related to
replacing truck drivers.
Quantitative.
Analysis of
annual
turnover cost
survey from 15
different motor
carriers.
Several cost
categories are
explored.
15 Long haul
motor carriers of
various sizes,
from 32 to 9,463
trucks, and
various modalities
returned
completed cost
surveys for the
cost estimation
process.
Many
respondents
lacked or failed to
provide complete
data for all of the
survey categories.
$8,234 was the study average,
conservative estimate for the
cost of replacing a single driver.
There was a range of cost
estimates provided for different
carriers, from $2,243 per driver
replaced on the low end. This
estimation was likely due to
failing to provide complete data
or keep records for less visible
knock-on costs associated with
turnover.
The higher estimate, likely
resulting from more complete
data, was $20,729 per driver
replaced.
Adjusted for inflation at an
average rate of about 3%
annually to match today’s value
of currency, the middle figure
of $8,234 would be equal to
more than $14,000 per driver.
For a large motor carrier
employing 2,000 drivers and
experiencing a 100% turnover
rate, the cost for turnover for
that single year would
conservatively be $28 million.
Costs of:
Advertising
Recruitment
Staff Labor
Testing Fees
Orientation
Training
Referral or Sign-on
Bonuses
Fixed Asset Idle
Equipment
Monthly Interest
on Idle Equipment
Monthly
Depreciation of
Idle Equipment
Insurance for Idle
Equipment
Profit Loss Due to
Idle Equipment
Safety, Legal,
Insurance
Expenses Related
to Hiring
Inexperienced
Drivers.
This study has
since, and
continues to be,
cited by numerous
industry
publications as well
as by other
turnover studies.
While the material
is dated, it could be
considered the de
facto authority on
providing formulas
for calculating the
cost of truckload
driver turnover.
The study has never
been duplicated.
Adjusted for
inflation, and
recognizing that the
estimates are
described as
conservative, the
methodology
described for
figuring turnover
costs remains
relevant and
applicable.

5
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Keller, S.B., &
Ozment, J.
1999
Managing Driver
Retention: Effects
of the Dispatcher
To assess the relationship
between Exit, Voice,
Loyalty, and Neglect or to
apply Hirschman’s EVLN
model for understanding
turnover as it was
understood at the time
of the study.
Dispatchers were the
focus of this study which
aimed to better
understand their role in
driver turnover.
Qualitative.
Focus groups
and exit
interviews
conducted to
develop survey
questionnaires
completed by
149 dispatchers
149 dispatchers
from 5 different
motor carriers
Establishes the critical role
dispatchers play in reducing
turnover. Sensitivity and
responsiveness to driver
needs is paramount in light of
low pay and long hours
associated with the job.
The average number of
drivers assigned to each
dispatcher was 49.
The average dispatcher
turnover rate was once every
1.6 years with an average of 8
years of transportation
industry experience.
Average turnover rate of drivers
as assessed by dispatchers was
10% monthly, or 120% annually.
Treating drivers
with the same
level of respect
and courtesy that
is extended to
customers is
necessary.
Dispatchers are
well positioned to
respond to driver
concerns before
such issues
escalate to quit
events.
Most studies offer
similar but vague
suggestions that do
not lend
themselves to
effective
implementation.
Relational
marketing was the
offering provided,
suggesting carriers
work to “sell” jobs
to drivers as the
carrier sells its
services to shippers
and receivers.
First study to focus
attention on the
dispatcher’s role
with respect to
driver retention and
turnover.
Suggests carriers
focus on retaining
desired drivers, or
being more selective
with retention
efforts.
First study to show
the number of
dispatchers
generally assigned
to a driver manager.
My findings from
2015 show this
number has
remained as high or
higher over the past
16 years.
Shippers and
receivers also
negatively affected
by high driver
turnover.

6
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Staplin, L., Gish,
K.W., Decina, L.E.,
& Brewster, R.M.
2003
Federal Motor
Carrier Safety
Administration
Report on
Commercial
Motor Vehicle
Driver Retention
& Safety
To gain a better
understanding of the
extent to which truck
crashes during long-haul,
over-the-road operations
can be linked to job-
hopping or “churning”
among commercial
drivers.
Quantitative
analysis of
Motor Carrier
Management
Information
Systems or
MCMIS data
was conducted
on selected
drivers over a
two-year
period and
compared to
data from the
Federal Motor
Carrier Safety
Administration
or FMCSA’s
crash file.
Over 147,000
crash-involved
drivers were
included in the
database analysis.
MCMIS analysis revealed that
the odds of being crash-
involved begin to increase
when a driver has averaged
more than two job changes in
a year, and that this risk
increases as the job change
rate increases.
The relative proportion of
crash-involved drivers to non-
crash-involved drivers in the
sample increased, without
exception, as the job change
rate increased.
Selection & Hiring
Training
Procedures
Dispatch
Operations
Working
Conditions for
Long-Haul
Operators
Safety-Related
Rewards &
Incentives
Improving
Perceptions of the
Truck Driving
Profession
Suggests that the
persistent high
demand for long-
haul truck drivers
throughout the
industry may
negatively affect
selection criteria.
Defines the long-
haul truck driver job
as a lifestyle in
addition to, or
instead of a job. This
has the tendency to
put the sacrifices a
long-haul driver
makes squarely on
the shoulders of the
driver alone. This
asserts that drivers
electing to do the
job are ostensibly
willing to accept
that sacrifice
without expectation
of compensation.
This is not
necessarily the case.
Rather, it is way to
take advantage of
masculinity-related
ideologies.

7
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Min, H. & Emam,
A.
2003
Developing the
Profiles of Truck
Drivers for their
Successful
Recruitment &
Retention
To determine which
organizational settings
are best positioned to
recruit and retain drivers
effectively. Also, to
determine which drivers
are at greatest risk to
defect to other motor
carriers. Finally, to assess
which incentives are
more important to which
drivers.
Quantitative
analysis or
large data
surveys from
multiple and
varied motor
carriers.
Survey data was
analyzed from
422 of 3,000
variously sized
Truckload and
Less-Than-
Truckload as well
as Regional and
Long-Haul Motor
Carriers.
Motor carrier size and type
seem to influence driver
turnover. The working
environment influence job
satisfaction and turnover.
Smaller carriers appear better
positioned to retain drivers
where larger firms struggle with
higher turnover rates.
Across-the-board pay raises and
incentive packages appear to be
less effective than when they
are selectively applied.
The shorter the time period the
driver has to develop a bond
with the carrier, the greater the
chance the driver will leave the
job and sooner rather than
later.
Longer tenure increases
familiarity with operations,
service requirements, and
customers thus decreasing
turnover due to increased
opportunity costs.
Selection & Hiring
Training
Procedures
Dispatch
Operations
Working
Conditions
Safety-Related
Rewards &
Incentives
Suggests selecting
drivers with 5 or
more years of
driving experience
rather than the 1 to
2 years that is more
typical.
Drivers with less
experience and
seeking new
employment are
likely to contribute
to continued
turnover.

8
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Global Insight,
Inc.
2005
The U.S. Truck
Driver Shortage:
Analysis &
Forecasts
On behalf of the
American Trucking
Associations, Global
Insight, Inc. conducted a
systematic examination
of the long-term
structural problem of the
availability of truck
drivers relative to the
future requirements for
drivers that will be
created by retirements of
an aging driver workforce
and by economic growth.
Quantitative
analysis of data
gathered from
both the
Bureau of
Labor (BLS) &
Statistics and
the Census
Bureau.
BLS & Census
Bureau data was
gathered and
analyzed from the
year 2000. The
demographic
characteristics of
the long haul
segment were
examined.
Variations in age,
sex, race, and
ethnicity were
explored and
projected 10 years
to 2012 during the
study to estimate
the pace of hiring
that would be
required in order
to keep pace with
turnover in the
future.
The lack of extrinsic rewards or
inherent amenities available to
employees shifting from other
occupations while in their 20s
and 30s is attributed to higher
pay.
Demographics
Big Data
Inferences are made
from gathered data
and future
projections with no
qualitative
contextual element.
The BLS data is still
not refined enough
to offer much
accurate analysis of
any real value
simply because the
term “heavy-duty
truck” includes too
wide of a definition
including trucks
incapable of the
typical 80,000 gross
vehicle weight
combination
(GVWC) rating in
question for Class 8
trucks. The BLS
GVWC rating is
defined as 26,000
pounds or higher.
This is just over the
limit of a large
pickup and a
double-axle trailer.
Also no distinction
of long haul versus
local is made.

9
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Burks, S.V.,
Carpenter, J.,
Götte, L.,
Monaco, K.,
Porter, K., &
Rustichini
2007
Using Behavioral
Economic
Experiments at a
Large Motor
Carrier: The
Context and
Design of the
Truckers and
Turnover Project
To use survival analysis
through behavioral
experiments to model
the flow of new
employees into and out
of employment and to
estimate the tenure-
productivity curve for
new hires while
accounting for the
selection effects of high
turnover.
Quantitative.
Data was
gathered on
new hires,
drivers that
quit, and other
data points
were
monitored
weekly for each
driver currently
employed.
Drivers
completed a
series written
response
behavioral
experiments
and
participated in
exit surveys
upon quitting
during the
study period.
Data was
collected from a
single, large,
truckload motor
carrier. The data
corresponded to
new hire drivers
and quit events
over a 2-year
period.
Several drivers quit and were
rehired by the same firm
within the study period.
73% of the drivers were new
to driving and acquiring their
first driving position
subsequent to training.
While new hires and
experienced drivers both
displayed similar annual quit
patterns, rehired drivers,
within the same firm,
according to one statistical
analysis within the study
period were predicted to
remain with the carrier for the
next 5 ½ years.
Only 25% of new hire drivers
complete the one-year service
contract required for waiving
the cost of training. The
remaining 75% quit before the
one-year requirement and
incur significant debt as a
result.
Truckload market
described as
perfectly
competitive
Barriers to entry
described in terms
of human capital
Buying effective
labor
Conflict between
drivers as
professionals vs.
being part of the
secondary labor
market
Identifies the
modest-pay-high-
turnover
employment
model exercised
by most large TL
carriers.
Measured risk
aversion behavior
among new truck
drivers.

10
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Suzuki, Y.
2007
Truck Driver
Turnover: What
Rate is Good
Enough?
To develop a decision
tool which allows motor
carriers to effectively
determine both
minimum and desired
retention times for their
driver labor force.
Variation on turnover
rates exist within the
industry and affect
different carriers with
variable impact. Some
carrier retention rates
may be considered good
enough according to this
analysis.
Quantitative.
A model for
financial
analysis metrics
are proposed
to determine
the minimum
driver
retention time
required in
order to recoup
replacement
costs. No actual
application of
the model is
conducted.
Not applicable Not applicable. All carriers may
not need to
expend similar
resources on
retention efforts.
Proposed model
only. No applied
study was
performed.

11
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Garver, M.S.,
Williams, Z., &
Taylor, G. S.
2008
Employing Latent
Class Regression
Analysis To
Examine Logistics
Theory: An
Application of
Truck Driver
Retention
To advocate a
segmentation approach
to understanding
different segments of
truck drivers, so that a
customized retention
plan can be developed
for each segment by
applying latent class
regression analysis to
truck driver retention.
Quantitative.
A statistical
model is
developed
through latent
class regression
analysis.
A 90-item
questionnaire was
returned from
431 drivers (of
2,003 potential
drivers at a single
carrier. 664
elected to
participate, but
only 431
questionnaires
were retuned
complete and
usable.
By segmenting the population
of truck drivers according to
valued preferences regarding
retention, it was determined
that most drivers value pay,
relationships with top
management, relationships
with dispatchers and
equipment. While
combinations occurred with
each of the preference
categories, most drivers were
determined to be
‘relationship driven’ in their
decisions regarding retention.
Acknowledgement
of the necessity to
have variable
retention
strategies which
conform to the
subsets of drivers
that place
differential value
on retention
factors.
First recorded
application of latent
class regression
analysis to a
theoretical logistics
applied project.

12
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Harrison, H.D. &
Pierce, J.
2008
Examining Truck
Driver Turnover
and Retention in
the Trucking
Industry
To review carrier
turnover and retention
and report the origins
and evolution of driver
turnover and retention
research. To evaluate the
nature of turnover and
retention and define the
problem by critically
examining published
results from evaluations
and analyses of the
trucking industry. To
present alternatives,
survey industry
representatives, organize
survey response data and
examine turnover and
retention strategies from
other industries.
Quantitative.
49 respondents serving as
representatives of the trucking
industry returned survey
questionnaires.
49 respondents
serving as
representatives of the
trucking industry
returned survey
questionnaires. No
motor carrier study
was conducted with
drivers.
The study states that
“knowledge of successful
strategies, without their
application, suggest that the
trucking industry can tolerate
the condition.”
Citing a 1996 study, “the
majority of top managers said
that driver turnover made no
difference among major
factors affecting company
effectiveness.” (Bernhardt,
Dresser, & Hatton, 2003).
Provides further
verification that
high driver
turnover is an
ongoing problem
Continues to
suggest retention
practices used in
other industries
Neglects to
acknowledge the
unique difference
of the labor model
in long-haul
trucking
Indirect, or
peripheral approach

13
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Suzuki, Y., Crum,
M.R., & Pautsch,
G.R.
2009
Predicting Truck
Driver Turnover
To produce a decision
tool for managers that
can predict driver intent-
to-quit by continuously
monitoring the quit
probability of each
driver, thus allowing
more targeted retention
efforts.
A qualitatively informed
quantitative analysis.
Combining operational work
variables, operational work data
and demographic variables, a
forecast model is created where
carriers can target specific drivers
on a regular basis that have netted
positive results (not enough miles or
home time, or too many delays,
etc.) for triggering quit behavior.
Two motor
carriers provided
driver data.
Carrier A, with
more than 500
drivers, and
Carrier B with
more than 5,000
drivers. 971
Drivers from
Carrier A were
tracked with
particular
operational work
data criteria
during a 9-
monthperiod, and
5,106 Drivers
from Carrier B
were tracked in
similar fashion
over a 12-month
period for total of
nearly 150,000
usable samples
collected in those
respective
periods.
The turnover rates were 80%
annually for the smaller,
Carrier A and 150% for the
larger, Carrier B.
The forecasting tool had to be
calibrated for differently for
each carrier due to the size
differential.
Operational work variables
proved to be useful in in
predicting driver turnover
behavior.
Weekly miles, weekend job
assignments, and wage per
mile are key variables.
These measures appear more
reliable for predicting intent-
to-quit than do more
traditional demographic
variables alone.
Findings were similar between
both carriers.
Competition
Miles, Pay, Home
Time, Detention,
and Weekend
Assignments are all
important
operational work
variables for
empirically
supported
predictions of
driver intent-to-
quit.
This model attempts
to assist carriers
focus less on
recruitment or
facilitating job-
hopping (churn),
and focuses instead
on targeted
retention efforts in a
dynamic and
continuous manner.

14
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Johnson, J.C.,
Bristow, D.N.,
McClure, D.J., &
Schneider, K.C.
2009 & 2011
Determinants of
Job Satisfaction
Among Long
Distance Truck
Drivers: An
Interview Study in
the United States
To identify the positive
aspects of being a long
distance truck driver in
light of the typical litany
of negative aspects.
A qualitatively informed analysis
was done by way of driver intercept
short interviews conducted at a
large truck stop in the Midwest U.S.
Only long distance drivers were
interviewed further after such
determination was made about
their employment.
104 long distance
truck drivers were
interviewed with
the assistance of a
battery of
questions.
Recorded
interview times
ranged from less
than 10 minutes
to just over 30.
The list of positive aspects
was shorter and less impactful
compared to the familiar
litany of negative aspects
which surfaced in the findings.
Among the positive items
were independence, seeing
the country, good income,
pleasure of driving, meeting
new people, on-time delivery
pleasure and a few other
more unique items under a
categorical header of
miscellaneous. Frustrations
included time away from
home, difficulty of making a
living, lack of driving skill
among the motoring public,
excessive government
regulations, inconsiderate
shippers / consignees, long
hours, traffic congestion, lack
of camaraderie among truck
drivers, unhealthy lifestyle,
and the lack of respect for the
occupation from the public,
dispatchers, and customers.
Pay
Home Time
Respect
This study
specifically set out
to identify the
positive aspects of
the long distance
truck driving
occupation.

15
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Taylor, G.S.,
Garver, M.S., &
Williams, Z.
2010
Owner Operators:
Employing a
Segmentation
Approach to
Improve Retention
To explore retention
issues among the owner
operator segment of
truck drivers.
Using a statistical instrument, a
latent class regression analysis was
applied to the 239 questionnaire
surveys returned from long haul
owner-operator drivers of a single
large truckload motor carrier.
239 owner-
operator drivers
from a single large
motor carrier
responded to a
survey
questionnaire.
There were four different
need-based owner-operator
driver segments identified
which require specific driver
retention programs to be
developed for each.
Pay
Home Time
Management
Assessment
Intent to Quit
This study
specifically targeted
the retention issues
related to owner-
operators within a
single, large,
truckload motor
carrier.

16
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Cantor, D.E.,
MacDonald, J.R.,
& Crum, M.R.
2011
The Influence of
Workplace Justice
Perceptions on
Commercial
Driver Turnover
Intentions
To assess the role of the
federal Electronic On
Board Recorder (EOBR)
mandate regarding truck
driver perceptions of
fairness and related
intentions to quit.
A statistical instrument was
developed via confirmatory Factor
Analysis (CFA) in order to assess the
validity of survey responses
regarding the federal mandate of
EOBR use.
604 (from a
possible 1,919)
long-haul drivers
from an
unspecified
number of motor
carriers returned
completed survey
questionnaires.
Perceptions of the federal
mandate for EOBR use was
varied depending on driver
responses. Drivers that
participated in the
development of the rule, and
or had strong safety
commitments, were more
inclined to be open to the
ruling. Drivers that did not
participate or that had less
strong commitments to safety
according to the survey
analysis, were less inclined to
be willing to accommodate
the EOBR and stated they
would be more inclined to
quit as a result of the
mandate.
Procedural Justice
Theory
Distributive Justice
Theory
Employee Turnover
Electronic On-
Board Recorders
(EOBR)
Intent to quit
This study focused
exclusively on driver
perceptions of the
federal EOBR
mandate.

17
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Fournier, P.S.,
LaMontagne, S.,
& Gagnon, J.
2012
The Interactions
Between
Dispatchers &
Truck Drivers in a
High Turnover
Context
To identify the
relationship between
dispatchers and truck
drivers with respect to
the relational effects on
driver turnover.
A qualitative analysis based on 17
individual interviews and three
group discussions with dispatchers,
truck drivers and labor and
management representatives from
11 different Quebec-based
organizations.
17 semi-
structured
individual
interviews with 8
drivers, 4
management
representatives, 3
dispatchers, and 2
labor
representatives.
Additionally, 3
group discussions
with an average 3-
hour duration
were conducted
and comprised of
drivers,
dispatchers and
labor
representatives
that were
different from the
individuals
participating in
the interviews.
Four key characteristics
influence day-to-day dynamics
of trucking operations:
1. The importance of
dispatcher-driver
interactions in efficient
and quality work
operations.
2. The precedence of
customer satisfaction in
these interactions.
3. The interdependent
nature of the dispatcher-
driver relationship.
4. The role of listening and
mutual respect.
Dispatcher-Driver
Relationships
Retention
Turnover
This study focused
on the effects of the
relationships
between
dispatchers and
drivers and the
effect this
relationship has on
driver turnover.

18
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
LeMay, S.A.,
Johnson, L.,
Williams, Z., &
Garver, M.
2013
The Causes of
Truck Driver
Intent-to-Quit: A
Best-Fit
Regression Model
To identify a best-fit
regression model to
show how a motor
carrier might control its
own turnover.
A regression analysis was performed
on quantitative survey
questionnaires returned from
drivers regarding different aspects
of a driver’s job. The dependent
variable was intent-to-quit (ITQ).
309 usable
responses (from a
possible 800) were
submitted by
truck drivers from
a single, large,
truckload motor
carrier. Over 50
items were
included on each
survey
questionnaire with
a 7-point Likert
Scale ranging from
strongly agree to
strongly disagree.
Results revealed that driver
attitudes toward top
management and dispatchers
did not influence ITQ. The
report describes this finding as
surprising, and suggests new
directions should be pursued in
following research.
Dispatcher-Driver
Relationships
Retention
Turnover
This study focused
on the effects of the
relationships
between
dispatchers, top
management and
drivers and the
effect these
relationships have
on driver turnover.

19
AUTHOR(S)
(YEAR) TITLE
PURPOSE OF THE
STUDY
Costello, B. &
Suarez, R.
2015
Truck Driver
Shortage Analysis
To describe the size and
scope of the driver
shortage, the impact of
turnover, and the future
of the for-hire trucking
industry recruitment and
retention needs.
A quantitative analysis and
projection was done to examine
industry data gathered from the
Bureau of Labor and Statistics and
the Census Bureau.
BLS & Census
Bureau data was
gathered and
analyzed from the
year 2014. The
demographic
characteristics of
only age and
gender for the long
haul segment were
examined and
projected 10 years
out to 2024 in
order to estimate
the pace of hiring
that would be
required in order to
keep pace with
driver shortage and
turnover rates into
the future.
The trucking industry was
short by some 38,000
drivers in 2014, and
expected to reach 48,000
by 2015.
An estimated shortage of
175,000 is projected to
2024 assuming current
trends continue.
Regulations and
restrictions were not
accounted for in this
analysis.
Quality versus quantity of
drivers may make the
shortage and turnover
problems seem even
worse for motor carriers.
Over the next 10 years,
carriers will need to hire
890,000 new drivers at an
average ra te of 89,000
annually.
Demographics
Big Data
The study is very similar to
the 2005 Global Insight study
but offers even less detail.

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