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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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      <title>Year 2 Administrative Support
</title>
      <link>https://trid.trb.org/View/2628220</link>
      <description><![CDATA[No abstract provided.]]></description>
      <pubDate>Fri, 21 Nov 2025 14:29:02 GMT</pubDate>
      <guid>https://trid.trb.org/View/2628220</guid>
    </item>
    <item>
      <title>The Boeing 737 MAX: Lessons for Engineering Ethics</title>
      <link>https://trid.trb.org/View/1876133</link>
      <description><![CDATA[This article discusses ethics in engineering and the  need for professional engineering societies to become more involved in activities and education that focus on moral issues for engineers. It presents a case study of two crashes of Boeing 737 MAX passenger aircraft, one in 2018 and one in 2019, which led to the grounding of the entire fleet of 737 Max jets. Explanations for the crash have been examined elsewhere. This article, however, addresses concerns related to the ethics and responsibilities of Boeing and FAA engineers who design and certify the aircraft.]]></description>
      <pubDate>Tue, 14 Oct 2025 09:09:28 GMT</pubDate>
      <guid>https://trid.trb.org/View/1876133</guid>
    </item>
    <item>
      <title>Identifying Company Selection Criteria applied by Maritime Transportation Engineering Students for Career Planning</title>
      <link>https://trid.trb.org/View/2379762</link>
      <description><![CDATA[Increasing global trade volumes require more and more seafarers to be employed on ships. The reports by international organizations and institutions frequently indicate a shortage of onboard officers, as well as that this deficit will keep increasing gradually. Given all these international reports, businesses need to adopt strategies that will make seafaring more attractive to avoid future issues with the employment of competent seafarers. Such strategies would give them competitive advantage by attracting qualified officers to their ranks. This study aims to determine which criteria officers consider when choosing their future employers and the weight they attribute to individual criteria in making such decisions. The criteria were identified by brainstorming of study subjects (n=8) using the focus group method. The weight ratio of the criteria obtained through focus group and Delphi study results was calculated using the fuzzy AHP (FAHP) method (n=32), and the relevance of individual criteria for the selection decision determined. As a result of the research, 18 sub-criteria have been identified under the main criteria of "Operational factors", "Living conditions onboard", "Personal benefits" and "Personnel management policies" and their weight on the selection decision determined. The study contributed to the literature on identifying company selection criteria for officers. These criteria give businesses and international organizations a scientific perspective that will assist them in identifying new policies that will ensure the sustainability of the maritime profession and the employment of seafarers.]]></description>
      <pubDate>Fri, 17 May 2024 15:36:49 GMT</pubDate>
      <guid>https://trid.trb.org/View/2379762</guid>
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      <title>Human Hybrid Robot, Next-generation Support Technology for Manual Tasks: Challenges, Perspectives and Economic Implications</title>
      <link>https://trid.trb.org/View/1833282</link>
      <description><![CDATA[Despite the increasing application of automated systems, manual tasks still plays an important role in industrial production. The intelligence and flexibility of human enable quick response and adaptive production for the individual requirements and the changes in market. Moreover, some manufacturing tasks with sensible and high-value components (e.g., in electronic and aircraft production) requires attentive manual handling. Regarding the requirement of increasing productivity as well as ergonomic improvement and the aging of the employees, there is a significant need for technologies which support the staff individually by performing tasks. Human Hybrid Robot, a hybrid system with direct coupling (serial and/or parallel) of human and mechatronic elements, is a new trend in application of robotic technologies for supporting manual tasks. It realizes a synchronous and bidirectional interaction between human and mechatronic and/or mechanic elements in the same workspace. This paper will discuss the challenges to realize the concept of Human Hybrid Robot for industrial application. According to the challenges we will give an overview of relevant technologies. Finally, it will concludes with the economic implications of such systems as well as an outlook on future research.]]></description>
      <pubDate>Thu, 09 Dec 2021 10:38:22 GMT</pubDate>
      <guid>https://trid.trb.org/View/1833282</guid>
    </item>
    <item>
      <title>Investigation of a Ford 2.0 L Duratec for Touring Car Racing</title>
      <link>https://trid.trb.org/View/1782786</link>
      <description><![CDATA[This paper summarizes an investigative study done to evaluate the feasibility of a Ford Duratec engine in 2.0 L Touring Car Racing. The investigative study began in early 1996 due to an interest by British Touring Car Championship and North American Touring Car Championship sanctioning bodies to modify rules & demand the engine be production based in the vehicle entered for competition. The current Ford Touring Car entry uses a Mazda based V-6. This Study was intended to determine initial feasibility of using a 2.0 L Duratec V-6 based on the production 2.5L Mondeo engine. Other benefits expected from this study included; learning more about the Duratec engine at high speeds, technology exchange between a production and racing application, and gaining high performance engineering experience for production engineering personnel.In order to begin the Duratec feasibility study, an initial analytical study was done using Ford CAE tools. Additional analytical work was done with respect to the basic effects of bore, stroke, and per cylinder displacement on the air speed, filling capability, piston speed, and friction of the engine. Benchmarking and other considerations were given to surface to volume ratio, compression ratio and combustion chamber shape, overall engine package, etc.Though the resulting paper studies yielded a basic indication that the Duratec engine would not be competitive in 2.0L form for Touring Car Racing, many lessons were learned about the limits of the engine. This paper describes the results of the actual development program and their correlation to the analytical work.]]></description>
      <pubDate>Thu, 09 Dec 2021 10:16:19 GMT</pubDate>
      <guid>https://trid.trb.org/View/1782786</guid>
    </item>
    <item>
      <title>U.S. Transportation Agencies’ Trends of Using Construction Engineering and Inspection Consultants and In-House Staff</title>
      <link>https://trid.trb.org/View/1876602</link>
      <description><![CDATA[State transportation agencies (STA) are relying on needs-based construction, engineering, and inspection (CEI) consultants as a primary solution to their staffing deficits. While other studies have examined the reasons STAs hire CEI consultants at an agency level, prior research has not identified potential patterns between project characteristics and STA staffing choices. A national survey was administered to examine how the use of CEI consultants differs by project type, work type, complexity level, and the authority level of inspectors. A rigorous model-building variety of Chi-squared analyses, Cochran’s Q tests, McNemar tests, and binomial logistic regression models were used to analyze the data. This research found that STAs are more likely to use consultants on projects with utilities, drainage, roadway, and/or grading because they either do not have enough staff in-house or do not have the experience in-house to complete these projects. Additionally, most STAs do not grant senior inspector consultants the same authority level as their in-house counterparts. Generally, this research indicates that socio-economic and political factors have both short- and long-term effects on staffing choices in public transportation projects and studying project characteristics might help shed more light on the effects of these decisions. Specifically, the results indicate a need for both the private and public sectors to collaborate and share knowledge to preserve institutional knowledge within agencies. These results suggest that further research into staffing trends and project characteristics is warranted.]]></description>
      <pubDate>Sun, 12 Sep 2021 17:20:32 GMT</pubDate>
      <guid>https://trid.trb.org/View/1876602</guid>
    </item>
    <item>
      <title>Recruiting, Retaining, and Promoting for Careers at Transportation Agencies [supporting dataset]</title>
      <link>https://trid.trb.org/View/1862565</link>
      <description><![CDATA[Corresponding data set for Tran-SET Project No. 17PPLSU07. Abstract of the final report is stated below for reference:  "State transportation agencies currently face complex challenges in recruiting and retaining the workforce necessary to function effectively. The situation exacerbates due to the number of employees from different generations that have to coexist with varying values, expectations, and principles. These agencies are primarily comprised of two generational groups: the baby-boomers, who are approaching retirement and occupy many managerial positions; and the millennials, who are demonstrating their interest in technology and demanding dynamism in their careers. This multiplicity of interest represents a challenge for human resources (HR) in addressing workforce issues and providing the necessary means to recruit and retain qualified employees within a transportation agency. Therefore, the purpose of the study is to examine the practices in recruiting, training, and retaining qualified employees at state departments of transportation (DOTs) primarily from Region 6 DOTs of Arkansas, Louisiana, New Mexico, Oklahoma, and Texas. A comprehensive literature review, including journal articles, books, and District 6 DOT documents, reports, and training manuals provided the basis to discuss current practices in recruitment and retention with Region 6 DOT human resources (HR) staff. A total of nine HR professionals were interviewed for this study. These interviews identified the most difficult to fill positions as engineers and engineer technicians. These positions also have high turnover rates within DOTs. The primary difficulty in retaining and recruiting staff in these positions was ascribed to the wage differences between the public and the private sector. The results of the HR interviews were used to compile a questionnaire that was distributed to current DOT District 6 employees. A total of 1,109 employee surveys were collected and reviewed to develop a recommended list of best practices for recruiting and retaining DOT employees. The list of best practices includes increased social media presence, quantification of overall benefit packages, implementation of flexible work schedules and telecommuting, clarification and restructuring of the promotions and incentives process, and increased communication and feedback between staff and management."]]></description>
      <pubDate>Wed, 07 Jul 2021 09:31:41 GMT</pubDate>
      <guid>https://trid.trb.org/View/1862565</guid>
    </item>
    <item>
      <title>Role of the geotechnical engineer in a Delivery Partners’ team delivering a major infrastructure project: case example from Woolgoolga to Ballina Pacific Highway upgrade</title>
      <link>https://trid.trb.org/View/1647587</link>
      <description><![CDATA[This paper introduces key specifics of geotechnical services, expected from the role of a geotechnical practitioner, who is part of a DP project delivery team, explains the need for the services requirements within the DP scope and describes the types of geotechnical inputs at various stages of the project. It further demonstrates how geotechnical capability within the DP team can add significant value at each phase of the project development. The paper also presents some perspectives of how the role of a geotechnical team within the DP delivery team can influence the success of the project delivery and what challenges can be faced by the geotechnical engineer in doing so over the course of the project. The paper captures some of the lessons learnt that can be of benefit for those involved in the provision of geotechnical services under similar contracts in the future.]]></description>
      <pubDate>Mon, 26 Aug 2019 11:51:46 GMT</pubDate>
      <guid>https://trid.trb.org/View/1647587</guid>
    </item>
    <item>
      <title>Recruiting, Retaining, and Promoting for Construction Careers at Transportation Agencies</title>
      <link>https://trid.trb.org/View/1575961</link>
      <description><![CDATA[State transportation agencies currently face complex challenges in recruiting and retaining the workforce necessary to function effectively. The situation exacerbates due to the number of employees from different generations that have to coexist with varying values, expectations, and principles. These agencies are primarily comprised of two generational groups: the baby-boomers, who are approaching retirement and occupy many managerial positions; and the millennials, who are demonstrating their interest in technology and demanding dynamism in their careers. This multiplicity of interest represents a challenge for human resources (HR) in addressing workforce issues and providing the necessary means to recruit and retain qualified employees within a transportation agency. Therefore, the purpose of the study is to examine the practices in recruiting, training, and retaining qualified employees at state departments of transportation (DOTs) primarily from Region 6 DOTs of Arkansas, Louisiana, New Mexico, Oklahoma, and Texas. A comprehensive literature review, including journal articles, books, and District 6 DOT documents, reports, and training manuals provided the basis to discuss current practices in recruitment and retention with Region 6 DOT human resources (HR) staff. A total of nine HR professionals were interviewed for this study. These interviews identified the most difficult to fill positions as engineers and engineer technicians. These positions also have high turnover rates within DOTs. The primary difficulty in retaining and recruiting staff in these positions was ascribed to the wage differences between the public and the private sector. The results of the HR interviews were used to compile a questionnaire that was distributed to current DOT District 6 employees. A total of 1,109 employee surveys were collected and reviewed to develop a recommended list of best practices for recruiting and retaining DOT employees. The list of best practices includes increased social media presence, quantification of overall benefit packages, implementation of flexible work schedules and telecommuting, clarification and restructuring of the promotions and incentives process, and increased communication and feedback between staff and management.]]></description>
      <pubDate>Sat, 05 Jan 2019 12:18:17 GMT</pubDate>
      <guid>https://trid.trb.org/View/1575961</guid>
    </item>
    <item>
      <title>Engineering Technology Education in the United States</title>
      <link>https://trid.trb.org/View/1456837</link>
      <description><![CDATA[The vitality of the innovation economy in the United States depends on the availability of a highly educated technical workforce. A key component of this workforce consists of engineers, engineering technicians, and engineering technologists. However, unlike the much better-known field of engineering, engineering technology (ET) is unfamiliar to most Americans and goes unmentioned in most policy discussions about the US technical workforce. Engineering Technology Education in the United States seeks to shed light on the status, role, and needs of ET education in the United States. Chapters include:	The Origins of Engineering Technology Education; The Production of Engineering Technology Talent; and The Employment of Engineering Technology Talent.]]></description>
      <pubDate>Mon, 27 Mar 2017 09:29:43 GMT</pubDate>
      <guid>https://trid.trb.org/View/1456837</guid>
    </item>
    <item>
      <title>Investigation of Job Attitudes for Journey-Level Engineering Technicians and Transportation Engineers</title>
      <link>https://trid.trb.org/View/1376702</link>
      <description><![CDATA[A job-satisfaction and morale survey was administered to all journey-level engineering technicians and transportation engineers of the Washington State Department of Transportation (WSDOT). No fewer than 745 of the 837 employees (89%) who received the questionnaires, responded. This unusually high response rate testifies to the salience of the issues covered by this survey, and this conclusion is further supported by the care with which the overwhelming majority of the questionnaires were completed. Comments about various job-related concerns were obtained in interviews with 15 supervisors, engineers, and engineering technicians in four WSDOT districts and incorporated in a 21-item questionnaire. The questionnaire also asked employees why they might consider leaving WSDOT, and how much longer they planned to stay with WSDOT. Employees were classified on the basis of their tenure, age, district, job classification, ethnic identification, work assignment, and college major. The questionnaire led to the identification of six areas of satisfaction factors. These are General Satisfaction, Satisfaction with Supervision, Satisfaction with Personnel Practices, Satisfaction with Work Environment, Satisfaction with Equity of Work Conditions, and Involvement with the Department. While the results indicate generally high job satisfaction and morale, important differences in overall satisfaction are found among the six districts of the Department as well as among job categories, age, sex, and employee education. The report suggests several remedies the management might consider in coping with the undesirable effects of employee dissatisfaction.]]></description>
      <pubDate>Wed, 23 Dec 2015 15:55:36 GMT</pubDate>
      <guid>https://trid.trb.org/View/1376702</guid>
    </item>
    <item>
      <title>Decision Support System for a Real-Time Field Service Engineer Scheduling Problem with Emergencies and Collaborations</title>
      <link>https://trid.trb.org/View/1338253</link>
      <description><![CDATA[Repeated replanning with a heuristic for solving a type of vehicle routing problem was used in a dynamic routing and scheduling problem. This problem occurs when field service engineers are assigned a sequence of jobs to attend. The jobs are geographically distributed, and not all jobs to be undertaken are known in advance of planning. This dynamic occurrence of job requests is stochastic. Jobs are assigned an emergency level, which is highest for repair jobs involving a person in danger. In addition, some jobs require two engineers; such jobs are referred to as collaborative. The presented approach reschedules the pending jobs in an event-driven manner (i.e., every time a new repair job is required). The event-driven scheduling process ensures that jobs of high importance, with a high emergency level, are completed promptly. This approach to event-driven replanning will allow companies to plan for real-world scenarios with significantly fewer resources than are used in practice.]]></description>
      <pubDate>Thu, 26 Feb 2015 09:49:39 GMT</pubDate>
      <guid>https://trid.trb.org/View/1338253</guid>
    </item>
    <item>
      <title>Adding Faculty in Transportation Areas: Research Progress on Geomaterials and Non-Destructive Sensor Technology</title>
      <link>https://trid.trb.org/View/1321491</link>
      <description><![CDATA[This funding was provided to help departments build up their faculty in the transportation field over the next years. Broad areas will be considered as listed in the University Transportation Centers (UTC) mission or other areas that relate to State Departments of Transportation and the Missouri Department of Transportation (MoDOT) in particular as stated in their goals, interests, and objectives. Dr. Bate was supported by NUTC Faculty Support Funds from 2011 to 2014. During this period, he continued his research from his Ph.D. study and extended into several new directions, including bender element S-wave sensor development, high volume reuse of fly ash in geotechnical engineering, and curing process monitoring of self-consolidating concrete, and made significant progress. Five journal papers and five conference papers were published. As a final report, the abstract of the publications are attached.]]></description>
      <pubDate>Sat, 13 Sep 2014 13:14:02 GMT</pubDate>
      <guid>https://trid.trb.org/View/1321491</guid>
    </item>
    <item>
      <title>Importance of Workplace Relationships and Attitudes toward Organizational Change in Engineering Asset-Management Organizations</title>
      <link>https://trid.trb.org/View/1311896</link>
      <description><![CDATA[Effective asset management is an important factor that can affect public well-being by reducing accidents and break-downs in public utilities. To be effective, asset managers, engineers, and technicians must be open to the continuous change involved in adopting best practice in the industry. The paper examined the impact of workplace relationships (perceived organizational support and leader-member exchange) on attitudes toward organizational change, affective commitment, and psychological well-being for Australian asset managers, engineers, and technicians working in physical asset management. Social exchange theory provided the theoretical framework, and a self-report survey was administered to examine 255 asset managers, asset management engineers, and asset management maintenance employees. The major findings from a structural equation model indicate that perceived organizational support was positively correlated with an employee’s attitude toward organizational change, and supervisor-subordinate relationships and perceived organizational support were positively correlated with an employee’s emotional attachment to the organization. Perceived organizational support, attitude toward organizational change, and affective commitment were positively correlated with employee psychological well-being. The implication of the findings is that Australian engineering asset management employees’ well-being and attitude toward organizational change is influenced more by their relationship with the organization, compared with the relationship with their supervisor. This research provides support for management seeking to enhance employee attitudes toward organizational change and employee outcomes in physical asset management organizations.]]></description>
      <pubDate>Thu, 26 Jun 2014 09:31:34 GMT</pubDate>
      <guid>https://trid.trb.org/View/1311896</guid>
    </item>
    <item>
      <title>Turnover and Factors in the Retention of Highway Engineering Personnel</title>
      <link>https://trid.trb.org/View/1284334</link>
      <description><![CDATA[No abstract]]></description>
      <pubDate>Tue, 31 Dec 2013 08:11:01 GMT</pubDate>
      <guid>https://trid.trb.org/View/1284334</guid>
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