The interaction impacts of corporate social responsibility (CSR) and service quality (SQ) on customer satisfaction, job satisfaction, and financial performance are investigated in the context of shipping. Interviews were conducted, and surveys were administered on 156 shipping firms with operations in Singapore. The collected data were analysed using structural equation modelling. The results showed that: (1) customer and job satisfaction fully-mediate the link between corporate level associations (i.e. CSR and SQ) and shipping firms’ financial performance; (2) CSR and SQ complement each other in driving job and customer satisfaction; (3) the interaction between CSR and SQ produces synergistic effects on customer satisfaction but compensatory effects on job satisfaction. The results suggest that the decision to implement CSR is contingent on the motivation of a firm as well as its current SQ capability. This paper contributes to the literature by reconciling the conflicting views on managing SQ performance and corporate social performance based on stakeholder theory, economic theory of complementarities and perceived value theory.

Introduction

In view of rising competition and demand for green or socially responsible services, shipping firms are inclined to implement corporate social responsibility (CSR) and service quality (SQ) concurrently in an attempt to boost their business performances (Lagoudis et al., 2006; Shin and Thai, 2015). There is sufficient evidence to show that delivering superior quality in shipping services leads to a chain of organisational benefits such as customer satisfaction, customer loyalty, and improved financial performances (Cheng and Choy, 2013; Panayides, 2003; Yuen and Thai, 2015). However, the relationship between CSR and a firm’s financial performance has been mixed and subjected to numerous debates (Drobetz et al., 2014; Margolis et al., 2009). The key objective of this study is therefore to examine the interactions between CSR and SQ, and their effects on performance outcomes through the theoretical lenses of stakeholder theory, economic theory of complementarities and perceived value theory. Scholars who are averse to CSR practice argued that CSR dilutes the primary purpose of conducting businesses and drains valuable resources from an organisation as it confers little financial benefits (Friedman, 2007). Sprinkle and Maines (2010) pointed to opportunity costs that are often neglected by existing correlational studies and argued that this would result in erroneous and inflated positive correlations. Hong et al. (2012) drew attention to financial expenditure on CSR disclosure alone that equates to hundreds of millions in the US which would outweigh or negate the finite contribution of CSR.

The article analyzes the human resource management impact of competitiveness of transport companies. According to the scientific literature article discusses human resource management, Competitive advantage and competitive analysis concepts, evaluated modern human resource management models and theories of the relationship between companies and the allocation of human resources and competitiveness. The paper describes the Lithuanian transport sector companies operating in human resource managements research processes.

Introduction

The term “human resources” is used both – in business environment and in reference to people working in organizations. Human resources (employees) are the most important assets and valuable resources in company’s performance. Employees are important, since their knowledge, experience and skills increase the value of an organization in the market. The definition of human resource management is inseparable from the term “management” [1]. Management is thus understood as organizing, planning, supervising, controlling, etc. Management pertains to internal company’s affairs. The aim of the article: to analyse the impact of human resource management in the pursuit of competitive advantage in transport service market. The objectives of the article: • To analyse the concept of human resource management, as well as strategic human resource management models. • To analyse the impact of human resource management on the competitive advantage. • To provide research results on the impacts of human resource management strategy in the pursuit of competitive advantage in transport sector. This article provides an overview of human resource management and competitiveness theories, models of human resource management concepts in order to define the ways in which organizations should assess and manage its employees to achieve better results and competitive advantage in transport service sector.

1. Introduction

2. Overview of risk management

3. A performed way of assessment management

4. The risk assessment management proposal

5. Conclusions

References

Nowadays a prestigious and successful organisation is preoccupied on an efficient management. To identify the important aspects, the problematic situations and elements, managers should use more than one tool for the best solution and result. A periodic assessment represents a managerial necessity which describes all the sides of the company. This paper focused on a few assessment categories like organization structure, planning, transportation management, quality. Logistics Management controls and implements the efficiency of the services and customers demands. The paper shows an application and, in the end, the results of a logistic assessment in an international transport company. All the results of this assessment will be compared with the results of an applied method of occupational risk which was evaluated the same company. In the end the conclusions will lead to an efficient assessment management which embrace a better vision of the company.

Introduction

An efficient assessment management includes a lot of assessment tools and methods and a periodic and qualitative evaluation. A feedback is always welcome and benefic in any company, representing the base for an efficient risk assessment. People tend to anchor on their best estimate and then not adjust sufficiently when they try to estimate the associated uncertainty. Similar manifestations of overconfidence are clearly a serious problem in quantitative risk assessment (Glickman, & Gough, 2013). A strong definition of risk is the probability of loss or damage to human beings or assets. Risk assessment has become a challenge and an essential commitment in all the sectors and domains. Risk management includes at least the following three tasks: performing quantitative risk evaluation, determining measures to reduce risk, justifying an acceptable risk level (Li, 2014). Moreover, in this paper authors try to adopt a practitioner perspective, focusing on evaluating all the categories of the company. The main objective of this paper is to identify the possible risks, to define them, to try to decrease or better, to eliminate them and finally, to establish the company position. A promising future begins with small and sure steps, with more than one assessment and comparison inside the company.

The container shipping industry plays a vital role in the world’s economy. World container throughput reached 171 million TEUs in 2014 accounting for more than 85 per cent of total world trade output (UNCTAD, 2015). It helps to facilitate the seamless movement of containerized cargoes on regularly scheduled service routes connecting countries, markets, businesses and people on a global scale. As nations become more interdependent on each other for goods and services, the container shipping industry is a crucial link generating choices, improving economies and creating employment. However, container shipping companies compete aggressively to survive in a highly volatile environment through a lowcost pricing structure with good service quality with little distinction in the types of services it provides (Lu et al., 2009). As a result, companies constantly look for ways to differentiate itself from their competitors through operations management and strategy, organizational management and human resources management. Developing a well-structured motivation system is crucial for organizations to retain talent and to enable employees to produce the maximum benefits for the organizations (Al-Alawi, 2005). An organization’s motivation system will directly affect employees’ efficiency, morale and job satisfaction (Parsons and Broadbridge, 2006). In addition, a developed motivation system to improve employees’ job satisfaction has a positive impact on organizational performance (Analoui, 1999). In container shipping, shore-based personnel perform a variety of important functions, especially sales and marketing, which contributes to overall organizational performance. These tasks require employees to be motivated to achieve intended targets. To the author’s knowledge, few empirical studies have discussed the relationships between organizational motivation on job satisfaction and organizational performance in the shipping industry. Talley (2013) summarized the different topics that has been research in the maritime academic field. Much focused has been placed on shipping performance/management with a growing emphasis on environmental protection. Accordingly, the objectives of this research are to examine the effect of organizational motivation on job satisfaction and their effects on organizational performance in container shipping firms in Taiwan. The following section provides a theoretical background on, organizational motivation, job satisfaction and organizational performance and suggests three hypotheses. It then describes the methodological approach to the research issues. The fourth section presents the results and findings of the survey. Conclusions are drawn from the analyses and strategic implications for container shipping companies are discussed in the final section.