Cheng, E W L; Li, H and Fox, P (2007) Job performance dimensions for improving final project outcomes. Journal of Construction Engineering and Management, 133(8), pp. 592-599. ISSN 0733-9364
Abstract
Job performance is argued to be substantially influential to project performance. However, existing construction management literature pays less attention to job performance issues, not to mention exploring the relationship between job performance and project performance. This study therefore aims at examining the effects of job performance on project performance. Four categories (task, behavior, management, and self) of job performance dimensions were extracted by means of an exploratory factor analysis. A hypothesized model is developed, which specifies the relationships between the four job performance categories (independent variables) and overall project performance (the dependent variable). The model was tested using path analysis. Results indicate that the task category of job performance (consisting of nine dimensions) is significantly related to final project outcomes. Specifically, for the success of a project, a construction company must consider how to ensure employees are equipped with such attributes as responsibility, quality of work, ability, job knowledge, experience, efficiency, accuracy, judgment, and initiative.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction management; organizations; personnel management; project management; statistics |
| Index terms: | efficiency, judgment, independent variable, project outcome, project performance, dimension, statistics, path analysis, project management, personnel, exploratory factor analysis, construction company, accuracy, dependent variable |
| Subjects: | management, performance management, professional development, project management theory and practice, statistical analysis, mathematical modelling, organization, project completion, dispute resolution, health monitoring assessment and metrics |
| Topics: | Legal Issues, Quality Management, Human Resources, Business Strategy, Health and Safety, Research Practice, Project Management, Information Management |
| Descriptive scope: | 3 PCA |
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