MANNING_STRATEGIES_IN_GREEK-OWNED_SHIPPI.pdf

Furthermore it is quite interesting to examine how

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Furthermore, it is quite interesting to examine how the HR activities are managed by this combination of out-sourcers and in-sourcers. Table 6 presents the basic HR activities (Fisher, Schoenfeldt, and Shaw 1996; Harris 2000; Progoulaki 2003), plus the choice of crew synthesis/nationality of seafarers. Table 6. HR activities managed with In- and Out-Sourcing. Out Sourcing HR Activities In-Sourcing (Crew or other dept.) Internal (Subsidiaries) External (Agents) 1. Choice of crew synthesis/nationality 16.5 11.4 4.8 2. Selection/ casting of seafarers 15.8 25.7 27.4 3. Recruitment of seamen 20 14.3 15.5 4. Incorporation of seamen 16.5 20 20.2 5. Training-Education of seamen 11.5 22.9 20.2 6. Evaluation - Wages of seamen 18.7 5.7 7.1 7. Other 1 0 4.8 Total (%) 100 100 100 Note: It was allowed to give more than one answer. There were companies that performed in house and assigned to agents the same activity. Analysis of summaries of separate variables is presented in percentages. Other HR activities mainly include: issues of certificates, Visa, and other documentation, and hospitalisation and medical treatment of seafarers. It seems that the choice of crew synthesis is not always a matter of the crew department, even when this activity is in-sourced. This decision is often taken by the senior managers of the company. The activity that is less in-sourced is training and education of seafarers, as this is strongly connected with the ability to exploit economies of scale, while the most common in-sourced activities are recruitment of mostly natives-Greeks, and evaluation-remuneration of all seafarers. In case of outsourcing, the manning decision (selection of crew synthesis/nationalities) is rarely taken by the co-operating independent agent. Agents and manning agencies are responsible mostly for the selection, recruitment and training of seafarers. In most 15
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cases of internal outsourcing and the existence of subsidiary companies either inland or abroad, the subsidiary offers services exclusively to the parent company (81.8%), and very rarely do they offer services in third competitive companies (18.2%). Outsourcing Suppliers (internal and external) in general offer services mainly related to foreign seafarers (89.3%), and less regarding both the natives/Greeks and foreigners (10.7%), while they never offer services related only to Greek sailors. Finally, in most cases, outsourced HR activities concern the total fleet of the company (92.9%), and rarely specific company’s vessels (7.1%). 6.3 Manning strategies and the outsourcing decision In a recent research (Progoulaki 2003) regarding the influence of manning strategy in the outsourcing decision, the results showed that in the cases of HR outsourcing and the existence of a partner (either subsidiary company or independent agency) the most common implemented manning strategy was ‘GRF1’, followed by ‘F’, and finally came ‘GRF’ and ‘F1’. The current survey shows that ‘GRF1’ manning strategy preceded again with a great difference, compared to ‘F1’ and ‘GRF’ that followed. Last came ‘F’ and ‘F2’ (combination of two foreign nationalities) manning strategies. It is important to note that single foreign national crew (F1) is a strategy
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