The policy implications of market failure for the land-based jobs market for British seafarers

Gardner, Bernard; Marlow, Peter Bernard; Naim, Mohamed Mohamed; Nair, Rawindaran Vnp; Pettit, Stephen John

doi:10.1016/j.marpol.2006.05.010

Cited by 11 publications

(8 citation statements)

References 3 publications

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“…Over the years, considerable research works have contributed to the literature regarding maritime education and training, the skills required for maritime employees, and the structure of maritime courses (e.g., Barnett et al 2006;Carp 2004; Cooper et al Evangelista and Morvillo 1998;Gardner et al 2007;Hara 2000;Ircha 2006;Lewarn 2002;Ng et al 2011;Paine-Clemes 2006;Pettit et al 2005;Ruan 2002;Sampson 2004;Shah et al 2007). Taussik (1998) highlights interdisciplinary training and education in maritime industry as being critical for the maritime stakeholders.…”

Section: Course Designmentioning

confidence: 99%

“…Mitropoulos, the secretary-general of the International Maritime Organization (IMO) believed that an extensive international education and training would be essential to continually upgrade knowledge and skills throughout one's working life 2 . In the early years, maritime education mainly focused on vocational training of deck and electronic officers on board sea-going vessels as their knowledge, skills and willingness could contribute to the reliability and efficiency of shipping operations (Gardner et al 2007;Harlaftis and Theotokas 2004;Theotokas 2007). However, factors such as economic growth, the rise in multimodal supply chains, technological revolution and sophisticated maritime business models have called for the need to redesign the curriculum of maritime education with an objective to appeal to the younger generation.…”

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confidence: 99%

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The motivations and expectations of students pursuing maritime education

Lau

2015

WMU J Marit Affairs

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The ever-changing global environment has increased emphasis on the research and creation of knowledge dedicated to professional practice. The maritime industry serves as the illustrative example, of which it has transformed from a traditionally largely unskilled, labor-intensive industry to a capital-intensive, sophisticated one. This has transformed the nature of maritime education from a highly practical, hands-on approach to tertiary education emphasizing on business and analytical skills, as characterized by the increasing number of tertiary institutions offering under-and postgraduate maritime programs. However, the motivations and expectations of students pursuing such programs have remained under-researched. In this study, we have conducted a questionnaire survey towards under-and postgraduate students who pursue maritime programs. The aim is to understand their profiles, motivations, and expectations of respective programs that these students have enrolled in. Constructive recommendations and strategies are provided to contribute to an effective planning and management of program articulation.

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Section: Course Designmentioning

confidence: 99%

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confidence: 99%

The motivations and expectations of students pursuing maritime education

Lau

2015

WMU J Marit Affairs

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“…Experience on board and the resulted tacit knowledge had been the pivotal skills in affecting a career within the maritime world [12,13]. Especially shipping had traditionally regarded the skills, knowledge, and willingness of exseafarers as contributing to their efficient operation [14]. Today professional programmes meet the requirements for more-than-monolithic skills and knowledge.…”

Section: Introductionmentioning

confidence: 99%

Pursuing maritime education: an empirical study of students’ profiles, motivations and expectations

Pallis

2011

Maritime Policy & Management

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This study reveals the profiles, motivations, and expectations of students pursuing undergraduate maritime programmes. Although a number of tertiary institutions offer maritime programmes, the characteristics and structures of the demands for such programmes remain under-researched. This paper illustrates and discusses the results of a survey completed by students pursuing undergraduate programmes in maritime business and management at three universities in Asia and Europe, and compares them with the findings of a database examining similar issues towards postgraduate students within the same institutions. Research highlights include the tendency of undergraduate students to combine studies and work, considering real-world experiences as a vital contributor to career prospects. Shipping (notably tankers, dry bulks and containers) stands out as the ideal professional paths within the maritime industries. Another key finding is that the current marketing strategies of the institutions are rather irrelevant. This paper provides a solid foundation for understanding the profile students pursuing maritime programmes and contributes to the effective planning and management of maritime programmes, thus to the overall professional quality of the maritime industries.

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“…In this way, the Maritime HRM system is bonded to the corporate strategy, connected to the multicultural corporate culture and organisationally supported by all the other systems of the company. Such a system cannot be imitated by the competitors, while it can contribute to the retention of the seagoing and the shore-based personnel to the company (the latter is also supported and further examined by researchers in the UK domain (Gardner et al 2007;Pettit et al 2005). The fourth strategic approach may require the assignment of a cultural diversity coordinator of the system, for the control, evaluation, planning, and development of related strategies, policies, or projects.…”

Section: Utilising Diversity To Develop Core Competencymentioning

confidence: 99%

Managing culturally diverse maritime human resources as a shipping company’s core competency

Progoulaki

Theotokas

2016

Maritime Policy & Management

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The last few years a great body of research focused on the problems observed in the shipping industry due to the mix of different nationalities on board. Herein, the problem is observed in the managerial level, and specifically to the applied crew management strategies and the philosophy of the shipping companies regarding the issue of multiculturalism. The present paper seeks to elevate the value of human resources in shipping and to underline the potentials that human resource management and cultural diversity management have as a shipping company's core competency. In a triangulated theoretical framework, the combination of resource-based view, human resource management, and cultural diversity management leads to a framework of choices which include strategies for the management of maritime human resources' cultural diversity. The paper analyses the practical application of the proposed strategies and the fulfilment of the criteria required for turning crew management to a core competency and gaining sustainable competitive advantage from human resources.

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The policy implications of market failure for the land-based jobs market for British seafarers

Cited by 11 publications

References 3 publications

The motivations and expectations of students pursuing maritime education

The motivations and expectations of students pursuing maritime education

Pursuing maritime education: an empirical study of students’ profiles, motivations and expectations

Managing culturally diverse maritime human resources as a shipping company’s core competency

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