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• 1. [Article] Manager Retention and Job Change in the Transit Industry: A Survey of Manager Attitudes

  This paper examines issues related to the managerial personnel needs of the transit industry over the next five years. Specifically, we explore the career expectations reported by 1301 managers from 178 ...

  Citation × Citation Citation Abstract Copy Title: Manager Retention and Job Change in the Transit Industry: A Survey of Manager Attitudes Author: White, Charles, Edner, Sheldon Year: 1987 This paper examines issues related to the managerial personnel needs of the transit industry over the next five years. Specifically, we explore the career expectations reported by 1301 managers from 178 agencies. Their responses are grouped based on whether they will be with the same transit agency, a different agency, retire, or leave the transit industry. These stated intentions are examined in relation to agency characteristics, individual demographics, professional experience, and evaluations of personal career development and opportunities. our survey results portray a significantly different transit manager than that described by Mundy and Spchalski in 1973. Current managers are younger, more highly educated, and more diverse in terms of training specialization and current function. Most did not plan a career in transit. Further, these "new" transit managers seem less wedded to a long term career in transit. While satisfied with current positions they are less positive about future career development and advancement opportunities offered by individual agencies and the industry. Three explanatory factors are suggested: 1) the training and experience of new managers, 2) the possible lack of a clear career ladder within the industry, and 3) the end of the period of rapid transit expansion. Our findings indicate that the industry may experience substantial managerial change over the next five years and that recruitment needs may be greater than forecast by TRB in 1985. These needs will be more pronounced for some management categories, specifically marketing, personnel, finance. Title: Manager Retention and Job Change in the Transit Industry: A Survey of Manager Attitudes Author: White, Charles, Edner, Sheldon Year: 1987 This paper examines issues related to the managerial personnel needs of the transit industry over the next five years. Specifically, we explore the career expectations reported by 1301 managers from 178 agencies. Their responses are grouped based on whether they will be with the same transit agency, a different agency, retire, or leave the transit industry. These stated intentions are examined in relation to agency characteristics, individual demographics, professional experience, and evaluations of personal career development and opportunities. our survey results portray a significantly different transit manager than that described by Mundy and Spchalski in 1973. Current managers are younger, more highly educated, and more diverse in terms of training specialization and current function. Most did not plan a career in transit. Further, these "new" transit managers seem less wedded to a long term career in transit. While satisfied with current positions they are less positive about future career development and advancement opportunities offered by individual agencies and the industry. Three explanatory factors are suggested: 1) the training and experience of new managers, 2) the possible lack of a clear career ladder within the industry, and 3) the end of the period of rapid transit expansion. Our findings indicate that the industry may experience substantial managerial change over the next five years and that recruitment needs may be greater than forecast by TRB in 1985. These needs will be more pronounced for some management categories, specifically marketing, personnel, finance. Close

• 2. [Article] The Contribution of Manager and Organizational Characteristics to Transit Agency Performance: A National Study of United States Transit Providers

  The primary objective of the report is to relate attitudinal and demographic characteristics of transit management personnel and agency institutional characteristics to agency performance. The purpose ...

  Citation × Citation Citation Abstract Copy Title: The Contribution of Manager and Organizational Characteristics to Transit Agency Performance: A National Study of United States Transit Providers Author: White, Charles, Edner, Sheldon Year: 1989 The primary objective of the report is to relate attitudinal and demographic characteristics of transit management personnel and agency institutional characteristics to agency performance. The purpose of this analysis is to determine the relative contributions of manager and institutional characteristics as explanatory factors in transit agency performance. The study is based upon the responses of 1033 managers from 134 agencies representing the full range of agency size, institutional, and locational characteristics. Across six basic performance measures (coat efficiency, labor efficiency, service effectiveness, maintenance efficiency (measured in two different ways) and vehicle efficiency) used here, manager characteristics and attitudes do not appear to be consisteruly associated with performance outcomes. That is, while the analysis established that these are important factors, these relationships point in differina directions. Thus, efforts to increase manaaer capability may also add to the forces differentiati.na orpnizational capacity without contributing to overall industry performance. In sum, the twbulence experienced by the transit industry may not have lead it toward greater refinemenl of performance abilities but rather introduced even greater tension and centrifugal forces. The result may be an even further reduced ability to specify the keys to successful transit service delivery. It is also clear that the changing nature of the industry in terms of its role and function in wban settings may be reflected in our findings. Increasingly, efforts toward the development of new, specialized services have been paralleled by the development of new organizational provider types. In some instances this has brought new management opportunities, demands and attitudes into the industry. The elderly and handicapped have generated an increasing involvement of health service providers in transportation. The expectations of service performance have concurrently undergone re-examination. All transit agencies have focused on more than fixed route, scheduled service the keys to improved performance have changed with the service mix. Title: The Contribution of Manager and Organizational Characteristics to Transit Agency Performance: A National Study of United States Transit Providers Author: White, Charles, Edner, Sheldon Year: 1989 The primary objective of the report is to relate attitudinal and demographic characteristics of transit management personnel and agency institutional characteristics to agency performance. The purpose of this analysis is to determine the relative contributions of manager and institutional characteristics as explanatory factors in transit agency performance. The study is based upon the responses of 1033 managers from 134 agencies representing the full range of agency size, institutional, and locational characteristics. Across six basic performance measures (coat efficiency, labor efficiency, service effectiveness, maintenance efficiency (measured in two different ways) and vehicle efficiency) used here, manager characteristics and attitudes do not appear to be consisteruly associated with performance outcomes. That is, while the analysis established that these are important factors, these relationships point in differina directions. Thus, efforts to increase manaaer capability may also add to the forces differentiati.na orpnizational capacity without contributing to overall industry performance. In sum, the twbulence experienced by the transit industry may not have lead it toward greater refinemenl of performance abilities but rather introduced even greater tension and centrifugal forces. The result may be an even further reduced ability to specify the keys to successful transit service delivery. It is also clear that the changing nature of the industry in terms of its role and function in wban settings may be reflected in our findings. Increasingly, efforts toward the development of new, specialized services have been paralleled by the development of new organizational provider types. In some instances this has brought new management opportunities, demands and attitudes into the industry. The elderly and handicapped have generated an increasing involvement of health service providers in transportation. The expectations of service performance have concurrently undergone re-examination. All transit agencies have focused on more than fixed route, scheduled service the keys to improved performance have changed with the service mix. Close