Kassa, R; Ogundare, T I; Lines, B; Smithwick, J and Sullivan, K (2024) Comparative analysis of human traits and tendencies: General vs. specialty contractor project managers. International Journal of Construction Education and Research, 20(3), pp. 284-300. ISSN 15578771
Abstract
Construction project managers (PMs) are critical team players in safeguarding project success. Construction organizations heavily rely on their PMs to inspire and motivate their teams to accomplish projects. However, labor turnover, changing demographics, and a shortage of skilled talent are common challenges in the industry. PMs transition between jobs in search of better opportunities. Labor turnover distresses project success, pressurizes team performance, and reduces organizational profitability. This study proposes using human traits assessments to evaluate the variations between job roles in construction. Understanding this sets a more positive work environment and improves teamwork, communication, and employee retention techniques. In assessing the differences between general contractor project managers (GC PMs) and specialty contractor project managers (specialty PMs), this study found that the traits and characteristics of individuals working in different roles can vary considerably. Significant differences in personality characteristics, emotional intelligence, and behavioral traits were identified. Construction companies may use human traits assessments to aid employee retention and talent development. Employees can better comprehend their work environments and smoothly transfer between roles in the industry as they learn the demands of the different job roles.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | behavior; emotional intelligence; human traits; personality; project manager |
| Index terms: | variation, construction project, construction company, comparative analysis, general contractor, manager, turnover, team performance, demographics, profitability, emotional intelligence, work environment, specialty contractor, personality, retention, teamwork, project success, project manager, construction organization, distress |
| Subjects: | profession, organization, practitioner, psychology, professional practice, business management, data analysis and analytics, economic analysis, management, structural engineering, production management, contractual condition, project management theory and practice, demography, behavioral psychology |
| Topics: | Organizational Design, Contract Administration, Urban Studies, Human Resources, Roles and Professions, Business Strategy, Project Management, Research Practice, Engineering Principles |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here