Determinants of Indian sub-continent officer–seafarer retention in the shipping industry

Abstract

The retention of officer–seafarers within the international shipping industry is a difficult problem facing shipping and ship management companies. One strategic option open to all companies that should improve overall retention is to seek to become an employer of choice by providing an intellectual capital environment attractive to officer–seafarers. This is investigated through a survey of officer–seafarers covering areas where ship management can exercise some control over their working conditions. These cover recognition by their employer and commensurate rewards, organizational culture and structure and building relationships with external parties. Experienced Indian sub-continent officer–seafarers were the sample population resulting in more than 200 valid completions. These were analysed using correlation and regression. Although all hypotheses were in the predicted direction, only four passed the significance test: long-term career prospects, a smooth and fair recruitment process, a better relationship with maritime authorities and an employee-friendly organizational culture. Stepwise regression indicated that only organizational culture had a significant positive effect on intention to remain a seafarer. The items in the organizational culture construct accord with recommendations from the literature on becoming an employer of choice and improving employee retention, providing guidance for attracting and retaining officers.