Tennant, S (2007) Site management teams and project performance in the UK construction industry. PhD thesis, University of Strathclyde, UK.
Abstract
Genuine team working is inextricability associated with good performance. Within the United Kingdom construction industry the need for team working is extensive. A proper understanding of teams and the advancement of construction team management capacity would have far-reaching benefits for the sector. The research programme investigates the empirical relationship between construction site management team efficiency and project performance. The adopted case study methodology employs various data gathering techniques. The team variable ratings are evaluated using an attitude statement questionnaire. The team member questionnaire addresses seven key variables identified from the team literature review as a precondition for enhanced team performance. The responses are collated, analysed and presented collectively as a team percentage rating. Project performance is evaluated using seven key performance indicators. The KPI's have been carefully selected to align with four business perspectives derived from Kaplan and Norton's Balanced Scorecard concept. The resultant customised balanced scorecard provides a holistic measure of project well-being. The responses are collated, analysed and presented collectively as a project percentage score. Various statistical techniques test the strength of relationship between the site team and project performance within a construction site setting. The research findings authenticate the team-performance relationship and demonstrate the potential significance of a diagnostic toolkit designed to assess the 'health' of the site team dynamic. The innovative performance management model provides a roadmap for positive team management intervention and subsequent employment of tailor-made team building programmes. The concept is transferable. Opportunities exist to develop the initiative not only within the confines of construction team management but also beyond industry boundaries. For example, project performance scorecards, reward management and team performance pay.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | case study; construction site; construction team; employment; key performance indicators; project performance; site management; United Kingdom |
| Index terms: | team performance, construction industry, project performance, site management, employment, construction team, key performance indicator, case study, performance management, efficiency, balanced scorecard, team building, boundaries, toolkit, scorecard, questionnaire, methodology, well-being, team management, programme, United Kingdom, literature review, construction site |
| Subjects: | construction operations, property law, data analysis and analytics, project delivery, work location, practitioner, data collection methods, mental health and wellbeing, industry analysis, project controls, Geography, project management theory and practice, management, performance measurement, software systems, research methods, performance management |
| Topics: | Legal Issues, Quality Management, Health and Safety, Engineering Principles, Geographical Context, Project Management, Time Control, Organizational Design, Site Management, Human Resources, Roles and Professions, Research Practice |
| 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