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Factors motivating team performance to mitigate construction project failure at a selected construction site in George
Author(s)
Jacobs, Rual
Date Issued
2022
Type
Thesis
Publisher
Cape Peninsula University of Technology
Abstract
The production capacity of the human element cannot be measured continuously with absolute accuracy. The human element cannot be standardised nor calibrated to specific expectations. Most construction projects with high failure rates are managed by highly qualified and experienced engineers and tradesmen from the industry. The operational staff comprise well-trained artisans and technicians who know exactly what is needed and how these tasks should be executed. In the presence of such expertise among the various project practitioners, the expectation is for the execution processes to be smooth and efficient; yet, the failure rate of construction projects remains exceedingly high.
This study aimed to establish factors that motivate heavy-duty construction workforce to mitigate high construction project failure rates by meeting the requirements of the triple constraints in project management, namely, cost, time and performance/scope. The research question was formulated as follows: “What specific leader behaviour factors motivate project teams to perform well in executing construction project processes?”
A mixed method research methodology was followed to enable the research to be more complete. Both qualitative and quantitative research in the same study allows for an in-depth understanding of the phenomenon. The target population was identified as project practitioners involved at a selected public organisation in the Western Cape Province of South Africa. The data collection method was a survey. The data collection tool used was a structured questionnaire comprising three parts: demographics; Likert scale questions; open-ended questions.
In terms of ethical considerations, participation in the research was voluntary; all data collected will be kept strictly confidential for five years, where after the data will be destroyed. The significance of this research is that the outcomes of the study, i.e., the motivation factors, may be used to motivate the heavy duty construction workforce to mitigate high construction project failure rates through adopting the triple constraints, which are cost, time and performance/scope. Thus, the study will assist with the training of future project managers on team motivation.
The key findings and recommendations are outlined per research objective that subsequently addresses specific research questions. These findings and recommendations aim to bridge the gap that currently exists in the body of knowledge and address the alarming “gaps” between leaders and subordinates and the complete disconnection that exists within the construction industry where most projects fail to meet their objectives and succeed. The results obtained in answering the four research objectives indicate the different variables contained in the different component groupings (see section 7.4 for a complete analysis of each of the behavioural patterns identified during the study).
The leader behavioural patterns that encourage employees positively to do their best during the project execution process include: organisational culture (esteem/social needs of employees); financial incentives/reward systems; semi-financial incentives; and leadership style.
Leader behavioural patterns that demotivate employees from exacting themselves to the fullest during project execution processes include: work performance related issues; financial incentives or reward system; site-specific related matters; external environment; and disrespect from co-workers or neglect with intent.
The type of relationship between the employee and the leader that affects their willingness to engage positively during project execution was found to have only two significant groupings that have a significant effect on employees’ motivation: leader-subordinate style and member/employee engagements.
The key recommendations are: i) expand on the current research in less time-bound circumstances; ii) develop a framework or model of motivation for the construction industry; make recommendations to organisations to regularly perform employee performance measurements; iii) especially in the project space, the study can serve as a starting point for HR to identify current motivation awareness in the organisation; and iv) Improvement through policies, workshops and relevant training.
This study aimed to establish factors that motivate heavy-duty construction workforce to mitigate high construction project failure rates by meeting the requirements of the triple constraints in project management, namely, cost, time and performance/scope. The research question was formulated as follows: “What specific leader behaviour factors motivate project teams to perform well in executing construction project processes?”
A mixed method research methodology was followed to enable the research to be more complete. Both qualitative and quantitative research in the same study allows for an in-depth understanding of the phenomenon. The target population was identified as project practitioners involved at a selected public organisation in the Western Cape Province of South Africa. The data collection method was a survey. The data collection tool used was a structured questionnaire comprising three parts: demographics; Likert scale questions; open-ended questions.
In terms of ethical considerations, participation in the research was voluntary; all data collected will be kept strictly confidential for five years, where after the data will be destroyed. The significance of this research is that the outcomes of the study, i.e., the motivation factors, may be used to motivate the heavy duty construction workforce to mitigate high construction project failure rates through adopting the triple constraints, which are cost, time and performance/scope. Thus, the study will assist with the training of future project managers on team motivation.
The key findings and recommendations are outlined per research objective that subsequently addresses specific research questions. These findings and recommendations aim to bridge the gap that currently exists in the body of knowledge and address the alarming “gaps” between leaders and subordinates and the complete disconnection that exists within the construction industry where most projects fail to meet their objectives and succeed. The results obtained in answering the four research objectives indicate the different variables contained in the different component groupings (see section 7.4 for a complete analysis of each of the behavioural patterns identified during the study).
The leader behavioural patterns that encourage employees positively to do their best during the project execution process include: organisational culture (esteem/social needs of employees); financial incentives/reward systems; semi-financial incentives; and leadership style.
Leader behavioural patterns that demotivate employees from exacting themselves to the fullest during project execution processes include: work performance related issues; financial incentives or reward system; site-specific related matters; external environment; and disrespect from co-workers or neglect with intent.
The type of relationship between the employee and the leader that affects their willingness to engage positively during project execution was found to have only two significant groupings that have a significant effect on employees’ motivation: leader-subordinate style and member/employee engagements.
The key recommendations are: i) expand on the current research in less time-bound circumstances; ii) develop a framework or model of motivation for the construction industry; make recommendations to organisations to regularly perform employee performance measurements; iii) especially in the project space, the study can serve as a starting point for HR to identify current motivation awareness in the organisation; and iv) Improvement through policies, workshops and relevant training.
Additional information
Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2022
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