Integrative Literature Review: Organizational Commitment and Workplace Outcomes: A Conceptual Model for Truckload Transportation Carriers

Abstract

A selective literature review resulted in the conceptualization of a model illustrating the expected relationships of antecedents, processes, practices, and consequences of truckload carriers in the transportation industry. Thus, collection of data and analysis is recommended if the model and applicable theory are to be developed to the fullest extent possible. Accordingly, the authors provide a working model that illustrates the basis for investigating the conceptualized relationship among work climate relationships, job satisfaction, organizational commitment, turnover intentions and/or retention, crash rates, and residual costs. Limited empirical evidence exists that correlates a combination of these factors. In addition, a diminished level of organizational commitment may affect truckload drivers' attitude and/or focus while operating these very large trucks and as a result lead to an increase in crashes. Injuries, fatalities, and accident costs are reviewed as evidence of the magnitude and consequences of truckload crashes. The conceptual model advanced in this study emphasizes the essential need for a fully developed and empirically proven model and includes propositions to examine the strength and direction of relationships among important constructs, processes, practices, demographic, and environmental variables. Suggestions for further research based on the literature reviewed are discussed.

An examination of the relationship between training comprehensiveness and organizational commitment: Further exploration of training perceptions and employee attitudes

“…At a functional level, training offered within an organization is important for employees because it provides skills helpful for fulfilling job responsibilities (Lambert et al, 2009;Lambooij, Flache, Sanders, & Siegers, 2007). Beyond such tangible benefits, however, organizational training may influence a variety of desirable employee attitudes, including organizational commitment (Graham & Nafukho, 2010;McElroy, 2001;Tansky & Cohen, 2001). Results from several studies suggest that even the mere presence of training and related development opportunities within a firm may lead to increased commitment among employees (e.g., Giauque, Resenterra, & Siggen, 2010;Owens, 2006;Yap, Holmes, Hannan, & Cukier, 2010).…”

“…Understanding which factors contribute to employees' organizational commitment, a construct defined as the "strength of an individual' s identification with and involvement in a particular organization" (Mowday, Steers, & Porter, 1979, p. 226), is a topic of considerable interest for scholars and practitioners alike (Joo, 2010;Meyer, Becker, & Vandenberghe, 2004). This interest stems from assertions that organizations draw numerous benefits from having a committed workforce, a position supported by a wide variety of evidence that suggests that job-relevant outcomes depend to some degree on one' s level of organizational commitment (Graham & Nafukho, 2010;van Knippenberg & Sleebos, 2006). Specifically, desired individual outcomes such as enhanced job performance, greater extrarole performance, decreased withdrawal cognitions, and lower levels of absenteeism have each been shown to be related to organizational commitment (Harrison, Newman, & Roth, 2006;Meyer, Stanley, Herscovitch, & Topolnytsky, 2002;Ng & Sorensen, 2008).…”

Transformational Leadership and Organizational Commitment: The Mediating Role of Job Characteristics

“…Given the extensive work conducted on the construct (Meyer, Stanley, Herscovitch, & Topolnytsky, ), organizational commitment appears as a particularly relevant outcome to study. Moreover, the importance of this outcome also stems from research indicating that organizational commitment is a predictor of numerous work behaviors including job performance and organizational citizenship behavior (Ghosh et al, ; Graham & Nafukho, ; Meyer et al, ). Understanding how transformational leadership and job characteristics jointly predict employees’ organizational commitment has the potential to generate insights into how one's sense of self and meaningfulness instilled by managers’ leadership and sense of purpose and coherence induced by job characteristics (Chalofsky, ; Fairlie, ; Trehan, ) come into play in building commitment.…”

The US motor carrier industry: estimation of operational efficiency using DEA

“…A possible explanation for underutilisation of SW among TL carriers is the high annual driver turnover rates, which in many cases approach 100%. The need to hire so many new drivers, and impart training to these relatively young and inexperienced drivers drives up cost (Corsi, 2005;Graham and Nafukho, 2010). The LTL carriers, which consolidate shipments from various shippers, require considerably more capital investment in their terminal facilities and hence, higher fixed costs.…”

“…On the contrary, TL carriers, which require very little coordination, tend to engage owner operators. However, high driver turnover rates among TL carriers (Graham and Nafukho, 2010), and the unionised nature of LTL employees have had a negative impact on their cost structure.…”