This study examines strategies to improve morale and retention for operators in transportation management centers (TMCs). The research methodology included a literature review, on -site observations of TMC operations, and interviews with operators and managers. Sever al strategies to reduce turnover were identified, including (1) formalizing a process for operators to report software issues; (2) enhancing the prestige of performance awards; (3) improving compensation in terms of both hourly wages, timing of raises to o ccur during periods of high turnover at the one- or two -year employment mark; and (4) improving the TMC work environment by limiting the use of conference rooms overlooking the TMC floor. These findings contribute to the understanding of TMC operations and offer potential strategies for improving operator morale and retention, which may ultimately enhance the efficiency and effectiveness of traffic management operations. Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policies or positions of any agency of the Commonwealth of Virginia. 2 INTRODUCTION Transportation management centers (TMCs) play a crucial role in modern traffic management systems. These centers operate 24/7, responding to a variety of traffic situations including recurring and non -recurring congestion, incidents, work zones, and special events. Staff in TMCs, called operators, are crucial to managing road operations , simultaneously monitoring multiple data streams, interacting with various stakeholders, and making critical decisions that impact traffic flow and safety. Despite their importance, TMCs face significant challenges in operator workload management and staff retention. Operators often juggle multiple tasks, including monitoring traffic cameras, computer -aided dispatch feeds, radio communications, various sensor s, and crowdsourced data from platforms like Google Maps and Waze. This high -stress environment, combined with the demands of shift work, can lead to operator fatigue, decreased job satisfaction, and high turnover rates. While extensive research has been conducted on workload and fatigue management in fields such as air traffic control and rail dispatch, there is a notable gap in literature specifically addressing these issues in transportation management centers. This stu dy aims to bridge this gap by focusing on three key areas: data management, employee retention, and scheduling practices in TMCs. Drawing on interviews conducted across multiple TMCs, this paper explores how operators monitor and manage incoming data, investigates the factors influencing employee retention in this unique work environment, and examines scheduling practices that impact operator performance and satisfaction. By analyzing these aspects, the strategies that can mitigate operator workload, improve job satisfaction, and ultimately enhance the efficiency and effectiveness of TMC operations are identified . The findings and recommendations presented in this paper are intended to provide insights for TMC managers, transportation agencies, and policymakers, contributing to the ongoing efforts to optimize traffic management operations in an increasingly complex transportation landscape. LITERATURE REVIEW This review examines two critical aspects affecting TMC operations: employee retention and scheduling/staffing practices. Employee Retention Multiple studies have identified key factors influencing employee retention across industries. Das and Barauh (2013) conducted a comprehensive literature review, highlighting several critical elements: 1. Compensation and rewards: Fair and competitive pay, along with recognition for good work, significantly impact retention. 2. Career growth opportunities: Employees value chances for promotion, advancement, and skill development. 3. Work -life balance: Flexible work arrangements and supportive policies contribute to retention. 4. Work environment: A positive, supportive work culture and physical environment are crucial. 3 5. Training and development: Investment in employee learning and growth helps retain talent. 6. Leadership and supervision: Good relationships with managers and effective leadership practices affect retention. 7. Job security: Employees are more likely to stay when they feel their jobs are secure. 8. Participation in decision -making: Involving employees in decisions creates a sense of ownership and belonging. 9. Job satisfaction: Overall job satisfaction is strongly linked to retention. Kossivi et al. (2016) conducted a similar review, reinforcing many of these findings while also emphasizing the importance of autonomy and social support in retention strategies. Singh (2019) identified recent trends in retention strategies, including the adoption of sustainable human resource management practices, hiring dedicated retention specialists, and adapting to the “gig economy ” with more flexible work arrangements. Scheduling and Staffing The impact of work schedules on retention has been a focus of several studies. Martin et al. (2012) examined the retail industry and found that employees working nonstandard shifts (afternoons, nights, or mixed shifts) had significantly higher turnover rates compared to those on standard day shifts. Their study also quantified the impact of wages on retention, finding that a one standard deviation increase in hourl y wages was equivalent to a 28% increase in retention rates. Bolino et al. (2021) reviewed literature on nonstandard work schedules, finding that such schedules can lead to decreased job performance, increased absenteeism and turnover, lower job satisfaction, and reduced work engagement. They suggest increasing schedule predictability a nd employee control over schedules as potential mitigation strategies. In the context of 24/7 operations, Gertler et al. (2004) studied staffing levels at railroad dispatching centers. They estimated a “shift relief factor ” between 1.5 and 1.8, indicating that centers should have 1.5 -1.8 times more employees than the number of position -shifts on a given day to adequately cover all necessary shifts. Summary The literature suggests that employee retention is influenced by multiple factors, including compensation, career growth opportunities, work -life balance, positive work environment, training and development, effective leadership, job security, and employee participation in decision -making. Studies on nonstandard work schedules reveal their signifi cant impact on job performance, satisfaction, and turnover rates, with employees working nonstandard shifts or weekends showing higher turnover risks. To address t hese challenges, organizations are advised to increase schedule predictability, consider individual p