Ahadzie, D K (2007) A model for predicting the performance of project managers in mass house building projects in Ghana. PhD thesis, University of Wolverhampton, UK.
Abstract
Presently, within the human resource management (HRM) genre, and including the construction management discipline, the identification and development of appropriate performance measures is seen as the only viable means for validating and engendering managerial excellence. There is also a growing awareness that appropriate predictive modelling practices can help engender the identification and development of these measures. Against the background that project-based sectors of the construction industry in developing countries need to adopt a proactive approach towards recognising and embedding performance measures in HRM practices, this thesis addresses the development of a model for predicting the performance of project managers (PMs) in mass house building projects (MHBPs) in Ghana. A literature review of the significance of performance measures in the HRM genre is first presented including an evaluation of the methodologies for measuring the performance of PMs. This is followed by a review of research and development in the management of human resources in the construction industry in developing countries including Ghana. Informed by the literature, an appropriate theoretical framework is adopted which draws on the organisational psychology theory of job performance, the conventional wisdom in project success criteria and an emerging framework of project lifecycle. Subsequently, a competency-based multidimensional conceptual model is developed. The conceptual model reflects both the elements of performance behaviours and outcomes in predicting the performance of PMs at the conceptual, design, tender, procurement, construction and operational phases of the project lifecycle. Adopting positivism as an appropriate research paradigm, structured questionnaire survey is used to elicit the relevant data from property developers in Ghana for the construction phase of the project lifecycle. Subsequently the data is analysed using one-sample t-test, factor analysis and multiple regression analysis (stepwise). From a broad range of competency-based measures used as independent variables, it is found that, the best predictors of the PMs' performance at the “construction phase” of MHBPs are: job knowledge in site layout techniques for repetitive construction works; dedication in helping works contractors to achieve works programme; job knowledge of appropriate technology transfer for repetitive construction works; effective time management practices on the house-units; ability to provide effective solution to conflicts while maintaining good relationships; ease with which the PM is approachable by works contractors; and volunteering to help works contractors solve personal problems. These independent variables explained 74.4% of the variance in the model (at p < 0.0005). Validation of the model confirmed its goodness of fit and hence predictive accuracy. The findings suggest that at the construction phase of MHBPs, PMs who exhibit these behavioural competencies are likely to achieve higher levels of performance. Accordingly, PMs who aspire to achieve better managerial performance outcome on MHBPs should strive towards developing and improving these competencies. It is contended that the developed model could be used by property developers for the selection and recruitment of potential PMs and also for developing appropriate training requirements towards best practice improvement in the implementation of MHBPs. While the study focuses on Ghana, there is the potential for the model to be adopted for use by other developing countries towards the advancement of improved HRM activities in project management practice.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | organisational psychology; developing countries; human resource management; project management practice; project success; project manager; gender; questionnaire survey; factor analysis; multiple regression; regression analysis; Ghana |
| Index terms: | project lifecycle, human resource management, best practice, methodology, project manager, project management practice, paradigm, developing country, site layout, multiple-regression, factor analysis, organizational psychology, validation, performance outcome, project success, survey, accuracy, human resource, research and development, construction industry, implementation, programme, recruitment, performance measure, independent variable, literature review, variance, repetitive construction, predictive modelling, works contractor, positivism, multiple regression analysis, regression analysis, construction phase, appropriate technology, time management, Ghana, questionnaire |
| Subjects: | project delivery, project completion, practitioner, development economics, professional development, philosophical concept, performance measurement, building construction, industry analysis, project management theory and practice, prediction and forecasting, research methods, project controls, business, management, data collection methods, data analysis and analytics, value management, technological development, education and knowledge transfer, contractual arrangements, site logistics, measurement and scaling, profession, research management, statistical analysis, psychology, Geography |
| Topics: | Organizational Design, Human Resources, Time Control, Business Strategy, Construction Technology, International Construction, Procurement, Geographical Context, Sustainability, Research Practice, Quality Management, Roles and Professions, Project Management, Site Management, Information Management |
| Descriptive scope: | 5 PCTEA |
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