Management matters: what do we need to know about the motivation and job satisfaction of humanitarian logisticians?

When examining the current state of the world, it is unsurprising that the global population has never relied on humanitarian aid as much as it does today (Munslow, 2019). Gomez et al. (2020, p. 1) posed an insightful question: “why do people go out of their way to offer humanitarian aid to someone they do not know and, in some cases, will never meet?”. Jansen (2017) suggests that solidarity can occur even among people from different geographical locations, driven by a “moral sensibility” that compels individuals to help those they do not know or directly choose.

Over the past 30 years, the humanitarian sector has undergone a process of professionalisation, enhancing its quality and effectiveness (Rességuier, 2018). Humanitarian organisations have recognised that the altruistic humanitarian ideal (Bian, 2022), improvisation and learning by doing (Ulrich, 2010) may not be sufficient for operational success in unstable contexts. Fortunately, this professionalisation (Walker et al., 2010) has also impacted the recruitment, training and deployment of professionals (Barnett, 2011). Although some sources suggest that non-governmental organisations (NGOs) view their employees as “the most important values of the organisation and consider them the backbone of the organisation” (Alshalan, 2021, p. 5), there is a tendency to over-rely on their strengths and resilience, which are often neglected (Jachens, 2019). This paradoxical situation can lead to inadequate support, with nearly a third of humanitarian workers reporting worsened health conditions after deployment (Guisolan et al., 2022).

Humanitarian workers face extreme ethical challenges and must navigate moral distress, dealing with the effects of damaged or limited resources and conflicting priorities (Singh et al., 2022). Humanitarian logisticians are no exception, underscoring the need for a deeper understanding of these individuals. This paper aims to identify the factors that positively and negatively affect their motivation and job satisfaction. To the best of the author’s knowledge, the motivation and satisfaction of humanitarian logisticians have not been previously examined. Therefore, this research contributes to the existing body of knowledge on non-profit sector human resources. Understanding the differences in motivation among humanitarian logisticians can enhance effective recruitment, training and career management (Oberholster et al., 2013) and address job satisfaction, which is a significant factor in job turnover (Khan et al., 2020). These aspects are crucial, particularly because of the limited human resources humanitarian organisations face (Tomasini and Van Wassenhove, 2009b). One of the reasons why human resources are limited is high staff turnover (Tomasini and Van Wassenhove, 2009a), which is a major challenge for humanitarian organisations in general (Albuquerque et al., 2018) as well as for humanitarian supply chain management (Khan et al., 2020). Moreover, logistics is vital to the success of humanitarian operations; 60%–80% of expenses related to these operations are attributed to supply chain activities (Van Wassenhove, 2006), and the performance of humanitarian supply chains is measured by their ability to meet the needs of affected populations and the timeliness of the response (Beamon, 2004). Both of these factors are closely related to logistics operations and, consequently, to logistics staff. Putting all these pieces together, there is a clear need to better understand the people behind logistics operations. To gain this insight, the following research questions (RQs) were defined:

The remainder of this paper is organised as follows: The context chapter reviews existing knowledge about human resources in the humanitarian sector, focusing on the motivation and job satisfaction of humanitarian workers. This is followed by the methods and findings. The discussion provides an in-depth analysis, and the conclusion summarises the key messages of this research.

Over the years, NGOs have shifted their staffing from volunteers to experienced and skilled employees. However, recruiting and retaining qualified workers remains one of the biggest challenges in the non-profit sector (Suh, 2018), and the sector has struggled with staff capacity for some time. Staff capacity has two main components: “the size of the pool of skilled and experienced people” and the level of their skills (Richardson, 2006, p. 335).

Effective policies establish boundaries, identify and address individual needs (Yassine and Zein, 2016) and properly set up HR processes to help organisations manage their limited resources (Akingbola, 2013). Organisations have a duty of care towards their staff and are generally expected to mitigate the risks their employees face (Darby and Williamson, 2012). However, literature reveals many gaps in this area, such as overlooking pre-deployment training (Darby and Williamson, 2012).

Humanitarian workers operate in complex environments with numerous challenges and demanding conditions, exposing them to a range of risks. The first potential hazard is physical harm, as aid workers may become victims of disasters similar to the populations they serve (Ali et al., 2015). Humanitarian workers are also targeted for harassment, rape (Aboutanos and Baker, 1997), killing and kidnapping (Peytremann et al., 2001). They deal with additional stressors, such as shortages of essential supplies or suspension of salaries (Elnakib et al., 2021). In addition, an increase in mortality rates among humanitarian workers has been documented (Sheik et al., 2000). These fatalities are linked to intentional or unintentional violence (Sheik et al., 2000), diseases (Peytremann et al., 2001) and accidents (King, 2002).

The second category of potential hazards includes various stressors that affect mental health. Humanitarian work is characterised by exposure to both primary and secondary trauma (Connorton et al., 2012), and humanitarian personnel are “at risk of developing significant mental health problems” (Ali et al., 2015, p. 156). They experience higher rates of post-traumatic stress disorder, depression and anxiety compared with the general population (Connorton et al., 2012). Aid workers face stressors such as security concerns, lack of communication (Lopes Cardozo et al., 2012), job insecurity, low salaries and unsuitable living conditions, which can lead to adverse mental health outcomes such as burnout (Lopes Cardozo et al., 2005). Burnout may be associated with overworking, insufficient personnel, programme management issues, imbalance in personal life and lack of social support (Asgary and Lawrence, 2014). Expatriates must also cope with separation from family (Connorton et al., 2012) and reintegration upon returning home (Asgary and Lawrence, 2014). National staff face various stressors as well, such as accommodation problems, financial issues and family dislocation (Ahmad, 2002).

Motivation is integral to all activities of an individual, as it directly impacts employee performance, and enhanced motivation leads to improved performance (Gîlmeanu, 2015). Various traditional theories address motivation, including Maslow’s hierarchy of needs, later modified by Alderfer, Herzberg’s two-factor theory, Locke and Latham’s goal-setting theory and Vroom’s expectancy theory. Motivation at work “expresses the availability of employees to engage in their work and to constantly strive to achieve professional goals” (Gîlmeanu, 2015, p. 70), alongside satisfying their needs.

Individuals involved in humanitarian operations are often driven by strong motivation (Komenská, 2017). Non-profit organisations (NPOs) are less likely to use monetary incentives compared to for-profit organisations (Kalleberg et al., 2006). Instead, they require individuals motivated by a desire to produce quality outcomes (Hansmann, 1980) or by the organisation’s vision (Rose-Ackerman, 1996). Tangible or verbal rewards contribute to extrinsic motivation, while intrinsic motivation arises from the spontaneous satisfaction derived from the activity itself (Ankli and Palliam, 2012). Intrinsic rewards for employees can include positive feelings from work, such as opportunities to learn, social interactions, autonomy, or personal achievements (Schepers et al., 2005; Lee and Wilkins, 2011). Both intrinsic and extrinsic motivation factors should be considered in the staff motivation process (Gîlmeanu, 2015).

The motivation of humanitarian workers, particularly medical professionals or volunteers, has been examined in previous research. Motivators identified include “compassion/imparting love to those in need”, “God”s calling to help others’, “giving back” (Putman et al., 2009), “solidarity”, “feeling compelled to address the rights of others”, “charity and philanthropy” (Asgary and Lawrence, 2014), “a desire to make a contribution”, “a desire to make a difference” (Bjerneld et al., 2006), “altruism” (Bjerneld et al., 2006; Oberholster et al., 2013), “career development”, “international experience”, “escapism” and “outsider support” (Oberholster et al., 2013). Participants in Asgary and Lawrence’s study (2014, pp. 3–4) also noted that “a sense of personal responsibility driving their humanitarian work” and “values from family, community, early education, or experiences with colonial history” contribute to their motivations. Bassous (2015) explored the motivation of workers in faith-based NPOs and highlighted the importance of “faith and belief system” and “serving the community (mission)”. Imai et al. (2010) examined factors influencing motivation and reluctance to work among health workers during a public crisis, surveying hospital workers in Japan after the H1N1 pandemic in 2009. Their findings indicated that a strong sense of support from the government and protection from the hospital had led to higher motivation and reduced hesitation. Albuquerque et al. (2018) tracked changes in the motivators of nurses over time, finding that while initially, participants sought to discover new things and feel valued, more experienced nurses desired continued challenges and fieldwork stimulation.

Job satisfaction is another crucial aspect. Career success is defined as “the positive psychological and work-related outcomes accumulated as a result of one”s work experiences’ (Seibert and Kraimer, 2001, p. 2) and encompasses various objective and subjective dimensions (Ng et al., 2005; Spurk et al., 2019). Job satisfaction influences employees’ well-being and behaviour patterns within an organisation (George and Jones, 2008). Previous research has explored the relationship between job satisfaction and leadership (Lok and Crawford, 2004; Chan and Mak, 2014; Dalati and Kbarh, 2015). A strong positive connection has been found between job satisfaction, organisational commitment and empowerment (Lok and Crawford, 2004), as well as between job satisfaction and organisational trust (Dalati and Kbarh, 2015). Sy et al. (2006) discovered that individuals with high emotional intelligence are more likely to experience higher job satisfaction due to their ability to regulate and appraise their emotions. Job satisfaction is among the work-related factors affecting employee turnover (Dubey et al., 2016). According to Lopes Cardozo et al. (2012), humanitarian workers with more positive evaluations reported higher job satisfaction. Workers with higher autonomy, who could control their work more, also exhibited higher job satisfaction (Hackman and Oldham, 1976). Finally, job satisfaction and peer support can provide protective effects against the challenges of being a humanitarian worker (Ali et al., 2015). Akintola and Chikoko (2016, p. 8) compiled factors influencing job satisfaction among community health worker supervisors in South Africa. These factors include preventing dissatisfaction, such as “salaries”, “financial support”, “medical services” or “educational loans”, and factors promoting dissatisfaction, like “problems with material and logistics resources”, “job insecurity”, “dealing with work-related stressors”, or “working in crime-prevalent communities”. Job satisfaction also enhances employee performance (Sunarsih and Helmiatin, 2017).

As mentioned above, each humanitarian operation relies heavily on logistics. Effective procurement, understanding transport conditions, meeting the needs of the affected population, and ensuring the timely arrival of supplies are essential for the success of humanitarian operations. Concurrently, the increasing frequency of disasters and failures in humanitarian aid have led to heightened attention on humanitarian logistics (Meduri, 2014). Logistics activities are inherently linked with logistics staff. For effective functioning, it is crucial to “hire, develop, and retain the ‘right’ person at the ‘right time in the ‘right’ numbers” (Meduri, 2014, p. 139). Logisticians may also be responsible for safety and security-related tasks (Van Brabant, 2001). To date, research has examined the performance of humanitarian logisticians (Chaikin, 2003), the skills required (Kovács and Tatham, 2010; Kovács et al., 2012) and trauma exposure (Abikova, 2023). These findings, combined with the low level of permanent staff in the humanitarian sector, highlight the need to identify the required logistics skills and motivations as a key issue for humanitarian organisations to address.

Abikova (2023) found that humanitarian logisticians are exposed to both primary and secondary trauma. These findings, coupled with the low level of permanent staff in the humanitarian sector, underscore the importance of identifying the required logistics skills and motivation as a key issue for humanitarian organisations to address. In 2010, Kovács and Tatham described logistics as a male-dominated field, noting that a higher proportion of men work as logisticians in humanitarian aid. This trend was observed even in organisations where the majority of employees are women (Kovács and Tatham, 2010). Kovács and Tatham (2010, p. 5) used the term “sex segregation” to address:

• the general lack of female logisticians;

• differences in decision-making between male and female logisticians; and

• differences in access to female beneficiaries due to the scarcity of female humanitarian logisticians.

The last point highlights the reality that the success of humanitarian responses is also influenced by how effectively organisations meet the needs of diverse groups of affected individuals. Kovács and Tatham (2010) identified several factors contributing to the lack of female humanitarian logisticians, including hazardous work environments, challenges with work-life balance and the perception that the profession is predominantly male.

This study is grounded in several key philosophical assumptions that shape the understanding of humanitarian logisticians’ motivation and job satisfaction. Ontologically, a constructivist perspective is adopted, recognising that reality is not a singular, objective entity but is instead subjectively constructed by individuals based on their unique experiences and contexts. This assumption acknowledges that each logistician may perceive their work environment, challenges and motivations differently, depending on personal and situational factors. Epistemologically, the research is situated within an interpretive framework, emphasising that knowledge is co-created between the researcher and participants through interactions and shared understandings. Axiologically, the author’s own values, particularly a commitment to enhancing the effectiveness and well-being of humanitarian workers, could potentially influence the research process. Methodologically, the study uses qualitative research methods, aligning with the ontological and epistemological assumptions. Explicitly addressing these philosophical assumptions aims to provide a more rigorous and reflective analysis, contributing to a deeper understanding of the human elements that drive and sustain humanitarian logistics operations.

This research adopts an exploratory design to address the gap in the literature regarding the motivation and job satisfaction of humanitarian logisticians – a topic that has not been specifically focused on before. The motivation for this study stems from the necessity expressed by HOs and the absence of targeted research in this area. While most existing studies concentrate on frontline medical staff or do not differentiate among humanitarian workers in various roles, this research aims to understand the unique experiences of logisticians, whose work is critical to HOs’ operations.

Exploratory research is particularly useful in humanitarian contexts where little is known about a subject (Maitland et al., 2022). It allows researchers to gather preliminary information that can form the basis for further study (Thomas and Lawal, 2020). Reiter (2017) notes that starting from zero knowledge is impossible; thus, while there is existing data on the motivation and job satisfaction of humanitarian workers in general, the specific focus on logisticians presents an opportunity for exploration. The RQs, as mentioned above, are formulated to delve into the reasons logisticians choose their line of work, the factors that influence their motivation and job satisfaction, and the challenges they face. The reasoning behind these questions is quite simple. Existing literature provides insight into why other humanitarian professionals chose this line of work. Hence, the first RQ tries to complement available scientific knowledge. Furthermore, all RQs have the potential to bring crucial knowledge to HOs regarding how their staff perceive their job. If they had access to information about why people join them or how they feel while working for/with them, they would know what to focus on, what needs they may need to fulfil, or what to be cautious about. RQ3 provides insight not only for HOs but also for other humanitarian logisticians who may feel the same way as their colleagues but feel very isolated with these emotions or thoughts. Therefore, these RQs were defined not only to bring new data and insights but also to offer some form of comfort or understanding.

The literature review was conducted in two phases: the first from July 2018 to December 2018, and the second between May and June 2023. Keywords such as “motivation”, “job satisfaction”, “humanitarian logisticians”, “humanitarian worker” and “humanitarian organisation”, were used in various combinations. Databases including ProQuest Central, EBSCO, Scopus, JSTOR and Google Scholar were used to search for full-text papers. The review revealed that no prior research focused specifically on the motivation or job satisfaction of humanitarian logisticians.

Data were collected through an online semi-structured questionnaire, which was completely anonymous. Some questions were relevant only to workers with fieldwork experience or were contingent on previous answers. Consequently, the number of responses to various questions or sections of the questionnaire varied. In certain questions, respondents indicated their level of agreement or disagreement with statements using a seven-point scale, as per Diener et al. (1985).

Respondents answered demographic questions about their age, family status, country of origin, academic qualifications, occupation and previous job experience. They were also asked to select factors affecting their motivation and job satisfaction from lists of 17 factors for motivation and 20 factors for job satisfaction. The open-ended format allowed respondents to identify additional sources of positive or negative motivation/job satisfaction not listed in the options. Respondents could select multiple options and provide other reasons if they wished. The questionnaire reflects previous research on motivation, job satisfaction or psychological conditions of humanitarian workers (Bjerneld et al., 2006; Imai et al., 2010; Oberholster et al., 2013; Jones and Williamson, 2014; Akintola and Chikoko, 2016), allowing for comparisons between logisticians and other humanitarian workers. The questionnaire was piloted, and minor adjustments were made.

The questionnaire was distributed to international and national NGOs, UN agencies, the International Federation of Red Cross and Red Crescent Societies, the Logistics Cluster and the Humanitarian Logistics Association, requesting their assistance in engaging logisticians for this research. Data collection commenced in mid-November 2018. Only logisticians with at least one year of work experience were eligible to participate. As previously noted, the questionnaire was anonymous to support the reliability of self-reported variables (Podsakoff et al., 2003; Oberholster et al., 2013). To ensure complete anonymity, participants’ statements were not linked to their affiliation or any other personal information from Section 1 of the questionnaire. Respondents were informed of the research’s purpose and assured that all information would be used solely for scientific purposes.

The research had a total of 99 respondents, out of which 3 were excluded due to inconsistent answers, leaving 96 valid responses for analysis. The majority of participants were men (65), while there were 31 women respondents. The average age of the humanitarian logisticians who participated in the study was 41 years (SD = 10.7; range = 23–72). Table 1 shows general information about the respondents.

The data presented indicates a diverse group of humanitarian logisticians participating in the study, with 41 different countries of origin among the respondents. On average, logisticians had 16 years of work experience (SD = 11.8, range = 2–52.5) and worked for two organisations (SD = 1.4; range = 1–8). On average, participants had held their current position for three and a half years (SD = 4.5; range = 0.5–33). Among the job titles respondents mentioned were “logistics supervisor”, “wash and construction engineer”, “hospital logistician”, “logistics desk officer”, “head of global procurement unit”, or “logistics advisor”. Most logisticians work for international non-governmental organisations as expatriates and in the field. Tables 2 and 3 provide detailed information.

The reasons humanitarian logisticians cite for joining the sector are diverse, encompassing altruistic, personal and practical motivations. The primary reason, as indicated by 56 respondents, is “the chance to help people”, with 36 respondents motivated by “the chance to change the world and make some contribution”. These motivations align with the humanitarian ethos of service and making a difference in the lives of those affected by crises.

Beyond these common reasons, individual logisticians have provided a range of personal motivations. Some were attracted by the unique challenges of HO supply chain management, while others sought transparency and an escape from negative experiences in previous roles, such as corruption or exploitation. Responses also reflect a deeply personal calling or a long-held dream to engage in humanitarian work. Others pointed to more pragmatic reasons, such as the alignment of their skills with the sector’s needs, the absence of personal commitments, or the potential for better income. Some logisticians expressed a desire to escape the capitalist system, indicating a pursuit of work that aligns with their ideological beliefs. Others were motivated by the educational aspect of the work, the desire to learn about different people and cultures, and the management of resources in varying circumstances. Finally, there are those who are driven by the direct impact of their work, witnessing the hope and opportunities provided to people in need, and the satisfaction that comes from serving a noble cause without selfish intent.

Overall, the motivations for joining the humanitarian sector among logisticians are varied and complex, encompassing a blend of humanitarian impulse, personal fulfilment, professional development and a quest for meaningful work. This diversity of motivations underscores the complexity of the humanitarian logistics field and the different paths individuals take to become part of it. Table 4 and  Appendix show detailed information.

Humanitarian logisticians report a wide array of factors that positively affect their level of motivation, with the most prevalent being the opportunity to assist individuals in need. This is closely followed by the aspiration to effect positive change in the world and the esteemed standing of HOs, which align with the fundamental principles of humanitarian service and their reasons for joining the sector. The factors extend beyond these common ones, with logisticians mentioning the support they receive in their roles, the chance to explore new places, and the opportunity to encounter diverse groups of people. The technical aspects of their roles also play a part, alongside a continuous thirst for learning and the engaging nature of the job. Colleagues’ enthusiasm serves as an additional source of inspiration for some logisticians. They value the ongoing process of learning, facing challenges and devising solutions that have a real impact. The high standards of humanitarian programmes and the dynamic, stimulating nature of the work further contribute to their job satisfaction. The full spectrum of motivating factors is documented in Table 5 and  Appendix.

Factors that diminish motivation among humanitarian logisticians are led by concerns over salary, as noted by 32 respondents. Close behind are issues with management, specifically the attitudes of superiors, and constraints on career growth, as well as challenging living conditions during field missions, each cited by 26 respondents.

Communication barriers with higher levels in the organisational hierarchy, less support, unfair treatment and unqualified leadership are additional concerns. The size of the organisation can lead to a restrictive environment where employees may feel their responsibilities are limited, and excessive paperwork is required. The difficulty of balancing family life, particularly with children, and the prospects of unemployment upon returning home are also mentioned. Excessive computer work and the lack of hands-on tasks, not securing the desired or suitable role during missions, and personal sacrifices such as the inability to form relationships or maintain a desired quality of life, including home ownership, are cited as negative factors. Operational inefficiencies, unprofessionalism within the organisation, and frustrations inherent to the nature of the work are other issues that affect motivation. Bureaucracy, separation from family, limited access to certain areas, waste, inefficiency and poor leadership and management are further sources of demotivation. The unpredictability and lack of compensation during transitional periods between missions are also problematic. A negative working environment, a sense of futility, and the impact on personal relationships are additional demotivating factors.

Despite these challenges, one respondent (P19) claimed no factor could negatively influence their motivation, while another (P85) emphasised that interpersonal relationships are crucial, with the right people having the potential to mitigate the negative aspects of the job. The full details of these factors are outlined in Table 6 and the  Appendix.

The most positively impactful factors on job satisfaction for humanitarian logisticians include the opportunity to assist others, the ability to leverage their best skills, and the relationships with co-workers. These elements are highlighted by 60, 57 and 55 respondents, respectively. Additional factors that contribute to their satisfaction are a personal belief in the mission of the HO they work with, the intrinsic reward of making a difference in people’s lives beyond monetary gain, and feeling included in team settings and decision-making processes. While one logistician noted that very few things contribute to their job satisfaction, the overall sentiment reflects a strong alignment with the humanitarian values of service, personal contribution and teamwork. The comprehensive list of factors influencing job satisfaction is detailed in Table 7 and the  Appendix.

Factors that most significantly detract from job satisfaction among humanitarian logisticians include management style, specifically how bosses handle their employees, the organisation’s policies and practices towards staff, and job insecurity, as reported by 33, 29 and 28 respondents, respectively. Other aspects that contribute to dissatisfaction are periods of inactivity leading to boredom in the office, a lack of long-term planning even for short-term missions, and policies that are not family-friendly. In addition, the perceived arrogance of leadership, poor inclusion by the hierarchy, limited access to remote areas and missing family while on mission are mentioned. Concerns are also raised about unequal benefits that seem to favour certain employees, and a recruitment process that undervalues practical work experience in favour of academic qualifications. Despite these issues, one logistician (P19) asserted that no factor could diminish their job satisfaction. The full array of factors affecting job satisfaction, both positively and negatively, is documented in Table 8 and the  Appendix.

The survey of humanitarian logisticians highlights the significance of both external validation and internal drive in their motivation. A substantial number of participants, 76 in total, indicated that their motivation increases when their efforts are acknowledged. Even more compelling is the impact of witnessing the outcomes of their work, with 92 respondents stating that it boosts their motivation. In addition, a strong sense of moral motivation, guided by personal standards and ethical judgments, positively influences 83 logisticians. The survey also reveals that the majority view their roles in the humanitarian field as transitory. The final statement, which was optional and pertained to whether logisticians consider their work to be heroic, received fewer responses, with only 31 logisticians weighing in on this perspective. These insights, along with the complete set of responses, are detailed in Table 9, illustrating the complex interplay of factors that motivate individuals in the field of humanitarian logistics.

To gain further insight into the experiences of humanitarian logisticians (Table 10), the survey explored their training background and the stressors and challenges they encounter in their work. Of the respondents, 59 confirmed having undergone formal training for their current roles, and a higher number, 80 participants, feel that they are well-equipped for their positions. When it comes to the demanding aspects of their jobs, the majority of logisticians point to “the level of resources” as a primary challenge, along with “the disorganised environment within the organisation” and the perpetual nature of their workload, suggesting that there is always more to be done. The full range of responses is catalogued in Table 11. Additional stress factors mentioned by logisticians include over-organisation in some sections and difficulties with interpersonal relations, particularly at the headquarters level, and a perceived lack of empathy from managers. A significant number of respondents (64) have found challenging to remain engaged in their work. The reasons for this vary widely, from feeling disconnected from their social lives at home, dealing with poor management and opaque practices, to family reactions, financial limitations, security concerns, lack of progress and the monotony of recurring situations. However, some logisticians have a more positive outlook. For instance, P78 has not yet struggled to stay engaged, believing that every challenge can be overcome with effective communication and commitment. P81 suggests that their relatively short time in humanitarian work might be why they have not experienced significant struggles. Despite these challenges, there are factors that help logisticians stay committed to their work. The survey coded their responses to identify these motivating elements, and Table 12 presents these findings, including how frequently each factor was mentioned.

The context in which humanitarian workers operate is often characterised by external threats such as attacks, kidnappings and the vulnerability that comes from physical and cultural isolation (McFarlane, 2004). These conditions are well-documented challenges that contribute to the demanding environment of humanitarian work. However, it is not only external factors that create a challenging work environment; internal organisational issues also play a significant role. Houldey (2019) highlights that the policies, practices and infrastructure of HOs themselves can contribute to worker stress. Research findings corroborate Houldey’s insights and align with Snelling’s (2018) observation that choosing a career in the humanitarian sector can involve complex psychological and emotional factors beyond a simple desire to help others. The majority of logisticians in the sector report joining because of altruistic motivations, such as the desire to help people, contribute positively to the world, or give back to the society.

This altruistic drive is a well-recognised motivator in humanitarian work. Gomez et al. (2020) note that altruism is a key driver of motivation for humanitarian actors. The factors that most positively affect the motivation of humanitarian logisticians – namely, “the chance to help people” and “the possibility to make a difference” – echo this sentiment. Such findings are consistent with the work of Elnakib et al. (2021), Rességuier (2018), Anderfuhren-Biget et al. (2013) and Yu et al. (2020), all of which emphasise altruism, duty to serve, and the desire to alleviate suffering as central to job satisfaction and motivation in the sector. Vaux (2001) reinforces the idea that the primary goal of humanitarian aid is the concern for people in need, which is at the heart of the principle of humanity. It is therefore reassuring when research shows that humanitarian logisticians place a high value on this aspect of their work. McCormack and Bamforth (2019) found that a strong altruistic commitment and support from organisations can provide protection against psychological strain, as seen during the 2014 Ebola crisis. Nevertheless, Nordahl (2016) cautions about situations where the harsh realities of the field may overshadow altruistic motivations among humanitarian workers. This suggests that while altruism is a foundational element of humanitarian work, the complexities and stressors of the job can sometimes challenge this ideal.

Altruism is a significant motivator for humanitarian logisticians, but as the results indicate, it is not the only one. Humanitarian logisticians are also driven by the dynamic and challenging nature of their work. Donini (2010) mentions personal reasons such as the desire for adventure, which is echoed in the survey results where logisticians express their motivation to gain international experience, seek different experiences, pursue adventure, or test their own limits. Rességuier (2018) notes that some humanitarian workers feel they must confess that their motivations extend beyond moral ones and may even view these additional motivators as “egoistic” or “selfish”. This underscores a broader range of reasons discovered by this research that draw individuals to this line of work, including technical interests, professional growth and the opportunity to experience new cultures, people and languages. Respondent P21 highlights the unique opportunities presented by humanitarian work to see new places and meet people they otherwise would not. The technical and operational aspects of logistics and supply chain management also emerge as strong motivators. For instance, P55 speaks about living the dream of being a humanitarian logistician in emergency response, and P69 emphasises the importance of supply chain functions to the success of humanitarian operations. Specific operational areas such as supply chain and warehouse management are also mentioned as factors that keep logisticians engaged. Moreover, humanitarian work can offer an escape from feelings of inaction, a lack of impact in previous professions, or deep-seated frustrations, as noted by Rességuier (2018). While the majority of respondents are motivated by positive aspirations, the results also show that a small number view their career as a way to distance themselves from personal issues back home. These findings highlight the multifaceted nature of motivation in humanitarian work, where altruism coexists with personal, professional and technical interests, all contributing to job satisfaction and engagement in the field.

The results highlight the significant influence that organisational behaviour has on the motivation and job satisfaction of humanitarian workers, as well as the overall relationship between these workers and their organisations. Kiliç et al. (2021) found that employees who are committed to their organisation tend to have higher job satisfaction. However, Snelling (2018, p. 8) points out that despite the promise of “a deep sense of belonging and connection” within the humanitarian sector, this promise often goes unfulfilled. Testimonies from respondents like P15, who cites “non-transparent practices of NGO”, and P99, who expresses “disillusion about the organisation”, underscore the negative impact of certain organisational behaviours. Conversely, positive organisational attributes can also have a significant effect. P20, for instance, feels honoured to work for one particular HO, and P82 expresses a liking for HOs. The reputation of HOs is particularly important, as it has a positive effect on the motivation levels of many respondents. Suh (2018) suggests that an organisation’s reputation can influence employees’ decisions when choosing where to work, while Chen (2014) goes further to state that reputation is the strongest source of motivation for non-profit employees. These findings indicate that the way HOs conduct themselves, both internally and in the public eye, can have profound effects on their staff. A positive reputation and a well-organised, transparent, and supportive work environment can enhance motivation and job satisfaction, while disorganisation, excessive demands and lack of transparency can lead to disillusionment and decreased satisfaction among humanitarian logisticians.

Relationships within the team are essential for the well-being of humanitarian logisticians, affecting their job satisfaction and overall mental health. The quality of relationships with both colleagues and supervisors is highlighted as a crucial factor. Given the blurred lines between home and work life in the field, noted by Snelling (2018), the impact of these relationships is amplified. Suh (2018) emphasises that poor relationships are a common reason for turnover, and despite being part of a team, many humanitarian workers feel socially isolated (Jachens et al., 2019). However, a shared humanitarian identity can create a strong sense of belonging among peers (Wersig and Wilson-Smith, 2021), which is evident in the survey results where logisticians identify relationships with colleagues and supervisors as both a source of struggle and support. P69’s experience, where feedback from colleagues and management is motivating, contrasts with situations where a lack of support contributes to isolation and potential burnout or secondary traumatisation (Gustavsson et al., 2020). The impact of management styles aligns with the assertion that senior-level logisticians are “managers first and logisticians second” (Murphy and Poist, 2006, p. 48). This clearly demonstrates the need to equip humanitarian logistics managers with management skills on par with those in business (Murphy and Poist, 1991) or in the humanitarian sector, in the case of humanitarian logisticians.

The mentioned sense of isolation is not limited to the time they spend in the field; humanitarian workers also experience separation from their homes, families and friends, which can lead to difficulties in social reintegration and feelings of disorientation upon returning home (Connorton et al., 2012; Fechter, 2012; McCormack and Joseph, 2013; Snelling, 2018). Despite not scoring as the highest factors, issues related to family and personal life do impact motivation and job satisfaction. The job’s demands can disrupt personal relationships and make it challenging to maintain a partnership. P45’s account of having a spouse within the same organisation points to the benefits of shared understanding in mitigating these challenges. The perception of humanitarian work as a temporary career choice is common among logisticians, possibly due to the strain it places on personal life. Furthermore, the lack of organisational support structures for transitioning out of humanitarian settings can exacerbate the difficulty of adjusting to life back home, as indicated by P35’s description of post-field banality. HOs should address these issues, possibly through improved debriefing processes, to help workers cope with the transition between field and home life. By providing better support systems and recognising the importance of relationships and personal well-being, HOs can enhance job satisfaction and reduce turnover among their logistician staff.

The results underscore the importance of recognition in the workplace for humanitarian logisticians. They not only desire acknowledgement for their efforts but also see it as a significant motivator and contributor to job satisfaction. The factors “the level of recognition of my abilities by the organisation” and “the praise I get for doing a good job” are cited as positive motivators, and a large majority of respondents agree that commendation for their work boosts their motivation. Yu et al. (2020) and Bjerneld et al. (2006) found similar sentiments among humanitarian workers, who expressed a need for their HOs to recognise and respect their capabilities and to communicate that their contributions are valued. This desire for recognition is linked to autonomy in the workplace, as indicated by the factor “the chance to try my own methods of doing the job”. When HOs trust and acknowledge their employees’ abilities, they are more likely to grant them the freedom to innovate and apply their methods to problem-solving. Properly recognising employees’ skills is also crucial for effective career management, ensuring that individuals are placed in positions that match their qualifications and expertise. P37’s experience of not being assigned the correct position within a mission exemplifies the negative impact that misalignment can have on motivation. Moreover, how job assignments align with an individual’s career trajectory is important for job satisfaction, as noted by Lazarova et al. (2021). When humanitarian workers feel that their roles and responsibilities contribute positively to their career development, their job satisfaction is likely to increase.

The research findings underscore that many HOs lack adequate policies for expatriate career development. This absence of coherent career development strategies and procedures is among the factors that negatively affect job satisfaction, as highlighted by Brendel et al. (2023). Furthermore, HOs are required to uphold the Duty of Care towards their employees, which includes protecting staff well-being through appropriate strategies and preventive measures, as emphasised by Guisolan et al. (2022). The presented research supports these findings, with 29 logisticians indicating that “the policies and practices toward employees of the organisation” negatively impact their job satisfaction. This could reflect a lack of policies or the ineffective operation of existing ones. In addition, “the opportunities for career advancement” are a significant factor affecting the motivation and job satisfaction of humanitarian logisticians, which differs from medical staff. Yu et al. (2020) found that the opportunity for promotion was the least important factor for job satisfaction among medical staff. However, HOs should consider logisticians’ interest in career advancement, especially since some humanitarian workers pursue international assignments for personal development, as noted by Bjerneld et al. (2006). Transparency in career management and the alignment of job assignments with overall career goals impact job satisfaction, according to Lazarova et al. (2021). Logisticians have addressed issues with career management, citing concerns with individuals being hired for the wrong positions or dealing with unqualified colleagues. P69 pointed out that during the recruitment process, academic qualifications seem to be valued more highly than candidates’ previous work experience. Training, which is integral to career development, also relates to hiring practices. Thirty-seven respondents stated they did not receive formal training for their current position. P13 highlighted the lack of technical training and how neglecting this need led to missing out on a year’s worth of professional development.

“Job security” is a significant concern for humanitarian logisticians and is closely linked to their overall job satisfaction and motivation. Suh (2018) demonstrated that job security has a profound effect on employee satisfaction across various sectors, and this is particularly pronounced among humanitarian logisticians. The research indicates that job insecurity is a major issue, with 21 logisticians citing it as a factor that negatively affects their motivation and 28 indicating it has a negative impact on their job satisfaction, ranking it as the third-highest negative factor. The transient nature of employment contracts in the humanitarian sector exacerbates this sense of job insecurity. Buny (2019) found that short-term contracts are a significant factor contributing to the decision to leave the sector. Personal accounts from logisticians further illustrate the challenges posed by job insecurity. P27 highlighted the demotivating aspect of returning home to unemployment, while P61 discussed the difficulties of planning life around the unpredictable and unpaid intervals between deployments. P38 mentioned the stress caused by long periods between missions without clear guidance on when the next assignment would begin, raising concerns about long-term quality of life. P41 expressed the inability to maintain a normal everyday life due to the nature of the job. These comments reflect the complexity of the issues faced by humanitarian logisticians, including job insecurity, financial instability and the impact of these professional challenges on their personal lives.

Monetary incentives, while traditionally seen as less prevalent in NPOs compared to for-profit ones (Suh, 2018), still play a role in influencing the job satisfaction and motivation of humanitarian workers. For humanitarian logisticians, salary has a dual impact: it is a motivator for some, with 26 respondents stating that it positively affects their level of motivation, yet it is also the most cited factor negatively influencing motivation, as indicated by 32 respondents. The ambivalent nature of salary’s impact is supported by research in other sectors. Lu et al. (2016) identified salary as the primary reason employees may choose to leave their jobs. Similarly, Koroma et al. (2021) found that salary had a strong negative impact on job satisfaction. In the context of humanitarian logisticians, however, the negative influence on motivation appears to be even more pronounced than on job satisfaction. The study shows that 19 logisticians felt that salary positively influenced their job satisfaction, while 24 felt the opposite. Logisticians themselves have brought up financial compensation when discussing their work challenges. Some view monetary incentives as a reason to continue working in the humanitarian sector, despite the difficulties. P16’s reference to “golden handcuffs” suggests that while the salary may be attractive and keep them in their roles, it might also come with trade-offs that make them feel bound to a job they might otherwise leave. These findings indicate that while salary is not the only factor influencing job satisfaction and motivation among humanitarian logisticians, it is a significant one. It suggests that HOs may need to consider how they structure their compensation packages to both attract and retain talent while also acknowledging the unique motivators and stressors that come with humanitarian work. Balancing these factors is crucial for maintaining a committed and motivated workforce in the challenging environment of humanitarian logistics.

The international aspect of humanitarian work is a significant source of motivation for many in the sector. Rességuier (2018) highlights the allure of being part of an international environment, and this sentiment is echoed by 29 logisticians who cited it as a motivating factor to join the humanitarian field. Lazarova et al. (2021) suggest that international assignments can offer valuable resources, such as the acquisition of new skills and recognition, which can be appealing to those seeking career development. The location of international assignments plays a crucial role in determining the living and working conditions that expatriates will experience (Posthuma et al., 2019). The research indicates that poor living conditions have a strong negative impact on motivation levels. Expatriates in high-risk locations often face situational stressors, including unhealthy and unsafe living conditions or safety-related issues, which are challenging aspects of their work (Lazarova et al., 2021). Despite these hardships, different locations can also offer potential career benefits, such as the development of transferable skills that are valuable in the humanitarian sector and beyond (Dickmann and Cerdin, 2018). Interestingly, while the challenges and risks associated with fieldwork are typically viewed as negative aspects of humanitarian work, the research shows that they can also have a positive effect on motivation for some individuals. In 31 cases, respondents indicated that the challenges themselves were motivating. This aligns with Rességuier’s (2018) findings that the unique challenges of the humanitarian context can be stimulating, as they cater to individuals’ desires to test their limits and satisfy their curiosity about how much they can endure. However, this attraction to challenges and adventure-seeking behaviour can lead to security risks, especially if individuals are not adequately trained for high-risk work, as noted by Bjerneld et al. (2006). P40’s comment underscores the issue, pointing out the dangers associated with untrained people undertaking certain types of high-risk work and how this lack of understanding can add to the job’s complexity.

The sources of motivation for national staff in HOs can indeed differ from those of expatriates. Kallström et al. (2022) highlight that national staff may be driven by a commitment to serve, love for their country, religious reasons, or adherence to humanitarian ethics. They may also feel a sense of responsibility as potentially the last chance for civilians to receive needed aid (Elnakib et al., 2021; Kallström et al., 2022). This is reflected in the strong positive motivation that national staff derive from the chance to help people and make a difference. Differences between national staff and expatriates extend to other motivators as well. National staff members place a high value on career advancement opportunities and salary as positive motivators, which is consistent with Rességuier (2018), who noted that humanitarian work can be a significant source of income, particularly for local workers. Job security is also a crucial motivator for national staff, as NGOs are seen as stable sources of income that enable them to support their families (Slim, 2015; Kallström et al., 2022).

In contrast to expatriates, national staff members do not typically find motivation in the potential risks and challenges of fieldwork or the unpredictable conditions in the field. These factors are among those with the strongest negative impact on their motivation, along with concerns about job insecurity and the level of recognition of their abilities by the organisation. Expatriates, on the other hand, tend to feel that their potential and skills are more recognised by HOs. Benton (2016) and Bandyopadhyay and Patil (2017) discuss the perception issues that national staff face, including being seen as less competent and professional compared to their international counterparts. This perception can lead to the devaluation of the expertise of national humanitarian workers and a lack of opportunities for career advancement, especially since high-level positions are often occupied by Western expatriates (Bian, 2022).

The factors that positively impact job satisfaction for national staff include working conditions and job security, which differ from expatriates, who are more positively affected by the chance to help others. Job insecurity and limited opportunities for career advancement are significant negative factors for national staff and have a more substantial impact than on expatriates. The hierarchical divide in HOs, where national staff often occupy support positions and expatriates hold leadership roles, can lead to tensions (Bian, 2022). This tension is exacerbated when national staff train new international colleagues but have limited opportunities for promotion themselves (Roth, 2015). The perception of incompetence among some expatriates in leadership positions, as recounted by Redfield (2012) and echoed by some logisticians today, adds to the frustration. Addressing these disparities is critical to improving job satisfaction and retention for national staff. HOs need to recognise the value of their local employees, provide fair opportunities for advancement and ensure a more equitable and inclusive work environment that values the contributions of all staff members.

The moral values of humanitarian logisticians play a significant role in their work and overall job satisfaction. With 83 logisticians acknowledging the influence of moral motivation and standards in their work, it is clear that a strong moral compass is integral to decision-making in morally challenging situations (Hunt, 2011). The ability of logisticians to act according to their moral values is crucial, as moral distress that goes unaddressed can impair one’s moral compass, potentially diminishing their capacity to act upon their moral values (Boswell, 2016). Yu et al. (2020) found that moral values are essential for job satisfaction, suggesting that the alignment of one’s work with one’s moral beliefs contributes to a sense of fulfilment in their role. This alignment might also help individuals cope with the challenges and stressors inherent in humanitarian work. Bjerneld (2009, p. 54) introduced the concept of heroism as a motivating factor for humanitarian field workers, indicating that some individuals are drawn to the sector by a sense of “a bit of heroism”. This notion of heroism should be addressed during the recruitment of new humanitarians, as it can be related to security risks and the core humanitarian values that guide their work. While only 31 logisticians in the study discussed their perception of humanitarian work as heroic, with 20 agreeing with the statement, it is a factor that HOs should consider. Bjerneld et al. (2006) also noted that the perception of heroism might evolve over time for some humanitarian workers.

Organisations in the humanitarian sector must indeed balance multiple considerations when addressing employee motivation and satisfaction, but as Rességuier (2018) emphasises, they must not lose sight of the primary mission: to save lives, alleviate suffering and protect and maintain human dignity. This core objective serves as the ethical foundation upon which all humanitarian work is built. The rise of “selfie humanitarianism” or “humanitarian tourism”, as discussed by Freedman (2018), underscores the potential pitfalls of losing focus on the core mission. Worms (2010) warns of the asymmetry in the helping relationship that can lead to an abuse of power or a lack of recognition. These risks can challenge the moral integrity of humanitarian actors, as they must continuously navigate the complexities of power dynamics and ensure that their actions serve the affected people and uphold humanitarian principles.

Understanding the motivations and job satisfaction of humanitarian logisticians and other aid workers is vital to maintaining the ethical compass of the HOs. Workers like P18 express a clear understanding of the ultimate goal of their work – to serve the countries and people in need, not just the organisation or its staff. This sense of purpose and dedication is a powerful motivator and is essential for the effectiveness of humanitarian operations. However, it is important for HOs not to take advantage of their staff’s resilience and determination. While humanitarian workers may be driven by a strong sense of duty and commitment to the mission, this does not absolve HOs of their responsibility to be good employers. They should strive to create supportive work environments, provide fair compensation, ensure opportunities for career development and address the well-being of their staff. By doing so, HOs not only reinforce the commitment of their employees to the humanitarian mission but also build a more resilient and effective workforce. This, in turn, helps to ensure that the organisation can better fulfil its primary objective of supporting those in need while maintaining the dignity and respect of both the communities they serve and the aid workers alike.

Even though individuals are not defenceless (Lazarova et al., 2021), organisations have an obligation to care for their employees and provide a safe working environment. To ensure the well-being of their staff, NGOs must understand the factors that affect it. This paper examines the motivation and job satisfaction of humanitarian logisticians and offers both theoretical and practical implications. Unlike medical staff, logisticians have often flown under the radar, and as a result, there is no previous data regarding their motivation or job satisfaction. Hence, this paper supplements the existing data available.

There is a distinct difference between the factors that motivate logisticians and those that influence their job satisfaction. It cannot be assumed that logisticians are automatically satisfied with their jobs simply because they want to help people. Although altruism is a dominant factor that positively impacts both motivation and job satisfaction, the factors with the most substantial negative effects highlight the importance of organisational culture and policies. Logisticians struggle with issues such as salary, leadership, career opportunities, job security and other organisational practices. They often feel unsupported by HOs, view leadership as unqualified, and report unfair treatment or operational inefficiencies. Their motivation increases when they see the results of their work and are influenced by the impact and effectiveness of their activities. These statements represent the first reality check for the HOs regarding their logistics staff, but it goes beyond that. The points logisticians made about their daily lives reveal broader organisational practices and the overall environment. Hence, the practical implication of this study.

The research presented in this paper has certain limitations. First, data were collected through a semi-structured online questionnaire, which did not allow the author to ask follow-up questions or gain a deeper understanding of why respondents feel the way they do. In addition, the questionnaire was only available in English, potentially excluding some respondents. Furthermore, it is not possible to calculate the response rate, as the link was distributed to organisations and associations rather than directly to logisticians. Consequently, the author does not know the specific number of respondents who received it. Future research should aim to address these limitations. Focus groups or in-depth interviews with logisticians could provide deeper insights, and questioning HR managers from HOs could offer an organisational perspective on HR practices in the humanitarian sector. While the results of this study are exploratory and not intended to be statistically representative, a future quantitative approach could help determine the prevalence of these feelings among logisticians. Although differences between national and international staff members were discussed, a deeper analysis is still needed and could be a potential avenue for further research in this field.

Each person has different sources of motivation, and various factors determine whether employees feel satisfied or not. Van Brabant (2001) aptly noted that NGOs might believe there is no need to change their systems because they seemingly work. HR policies and strategies are another example; if HOs can continue to hire new people, they might assume there is no need to change how they care for them. High turnover will persist due to stressful working environments caused by both external and internal factors, with the latter often being overshadowed by the broader context in which HOs operate. However, the results of this study show that logisticians struggle more with these internal stressors, even though they are aware of external challenges. If anything, they are motivated by external challenges rather than discouraged by them. The literature demonstrates that the humanitarian sector has undergone significant waves of professionalism over the years, with HOs shifting from hiring volunteers to employing highly skilled staff. Nevertheless, HOs must provide these professionals with opportunities for career advancement and appropriate treatment. For logisticians, both of these aspects have proven to be crucial.

This paper reveals that inefficiencies in HR management that affected humanitarian workers years ago still persist today for logisticians. Even though logisticians remain committed to doing the right thing and assisting those in need, they also expect to be treated as the professionals they are. These two aspects are not mutually exclusive; in fact, they ensure that HOs continue to provide high-quality assistance. Addressing these issues may be crucial, and now could be the right time to start.

The author would like to take this opportunity to thank all the respondents and organisations that participated in this research. Without their willingness, this research would not have been possible. Thank you for your honest responses and for allowing me to get to know you a bit better. The author also want to thank all the reviewers and editors involved in the publication process of this paper, as well as Lukas Valenta, for his excellent comments.

Funding: This research was funded by the Prague University of Economics and Business under project number IG305019.

Motivation of the humanitarian logisticians to join the sector

1. Other reasons to join the sector named by the respondents

   • the interest of discovering the supply chain management of NGO (P11) believes that practises in humanitarian jobs are more transparent (P15) dream of my youth to spend a few years for humanitarian work (P18);

   • fed up with corruption and exploiting staff in my previous position (P23);

   • sense of basic human services for all (P24);

   • I [have] seen [what is ] MSF doing this in my country [to] help people (P37);

   • no reason not to, I have the skills, the time, the money, no dependents (P47);

   • to step out of the capitalistic system (P52);

   • the chance to learn about people, their situations, their ideas and their ways of managing (P54);

   • the joy of seeing the opportunities and hope humanitarian workers give to the people in need (P69);

   • better income (P97); and

   • […] to work for a noble cause. One can do everything for oneself but I can make a difference if I do something for others without selfish desire. This is only possible if we deliver quality service and products to meet the needs … (P84).

Source: Author’s own work

The list of factors which positively affect the level of motivation of humanitarian logisticians

1. Other factors with positive effect on motivation

   • support for my job/activities (P18);

   • seeing places and meeting people I would otherwise never see or meet (P21);

   • technical aspects of the job (P25);

   • to learn always new things (P27);

   • technically very interesting job (P28);

   • the motivation of my co-workers (P35);

   • continuous learning, challenges, and findings solutions which make a difference (P54);

   • the quality of the humanitarian programme (P63); and

   • job is very dynamic and interesting/challenging (P84).

Source: Author’s own work

The list of factors which negatively affect the level of motivation of humanitarian logisticians

1. Other factors with negative effect on motivation

   • difficulties to communicate some issues with the correct people above me in the hierarchy (P4);

   • less support/unfair treatment/unqualified leadership (P18);

   • as MSF is a big organisation, you often just have to follow procedures with a limited responsibility; too much office work; the problem to be a family with a child, coming back home and being unemployed (P27);

   • spending too much time on the computer and the job not being hands on (P35);

   • not getting the correct position in your mission (P37);

   • the inability to meet a partner in this line of work and concerns about my long-term quality of life (P38);

   • not being able to live a normal life – e.g. unable to afford buying a house in my home country and/or not being able to get a job back in the corporate sector (if I choose to) (P41);

   • operational inefficiencies where its unnecessary for it to be so poorly organised (P44);

   • unprofessionalism of the organisation; lack of qualified colleagues; massive frustrations that are experienced due to the nature of the work (P45);

   • the rampant and ever-increasing bureaucracy (P47);

   • separation from home and family (P48);

   • don’t get access to remote areas in countries of the south (P52);

   • waste, inefficiency, and poor leadership and management (P54);

   • the in-between phases that are impossible to plan and unpaid (P61);

   • bureaucracy (P63);

   • bad working environment-feeling that its not about my work, but about politics; lack of appreciation for the hard work; no possibility to make a difference; influence on my relationship – negative one (P99);

   • there is no factor that can influence my level of motivation (P19); and

   • it is not the job but people that make or break it (P85).

Source: Author’s own work

The list of factors which positively affect the level of job satisfaction of humanitarian logisticians

1. Other factors with positive effect on job satisfaction

   • I have my own belief [in] working with this NGO (P37);

   • very few things (P40);

   • the ability to make a difference to the lives of others and not for the purposes of making money (P45); and

   • inclusion in team settings and decisions (P51).

Source: Author’s own work

The list of factors which negatively affect the level of job satisfaction of humanitarian logisticians

1. Other factors with negative effect on job satisfaction

   • the times when there is nothing to do, and you are bored beyond belief in the office (P14);

   • sometimes long-term planning is missing… even in short-term mission we should have somehow a clear view for the future (P18);

   • non-family-friendly (P24);

   • arrogance of the leadership (working for MSF) (P47);

   • poor inclusion by the hierarchy (P51);

   • don’t get access to remote areas in countries of the south (P52);

   • missing my family (P63);

   • unnecessarily higher standard benefits for employees from the [number] of beneficiaries (P68); and

   • sometimes work experience is not valued during recruitment for a new experience; academic qualifications are more recognised, and this makes someone doing the real thing end up being poorly paid (P69).

Source: Author’s own work