Motivation studies in Construction Industry: Global Context

 

If under ordinary conditions, the employee’s motivation is an influential reason for organization of project’s attainment and attractiveness through decline periods, it is even further essential to pursue the greatest approach to inspire human assets to develop the managerial environment, exploit the routine of experts, specifically their productivity. Agreeing inspiration and holding policies may increase managerial productivity, escalate efficiency and cost-effectiveness and also please the singular desires of teams (decreasing tension and career uncertainty during enhancing reliability, engagement and work contentment) therefore, it will facilitate the competitive market (Wiley, 2008; Darrington and Howell, 2011).

Lim and Ling (2012) discuss in the research it will be vital for contractors to form a suitable operational background. And also there is a relationship among working satisfaction and performs such as appreciating members’ determinations, connecting them in creating main conclusions, assigning work capacity properly, applying a system of act assessment and adopting an adequate organizational structure (Tabassi, A. A., Ramli, M., & Bakar, 2012).  Cardoso, Dominguez and Paiva (2015) have reviewed on new theoretical tactics for escalation the motivation in construction projects.

According to Wiley (2008), the responses of the analysis were rated the best five aspects which inspire them in the works: (1) worthy salaries; (2)gratitude for effort; (3) career safety; (4) upgrade and progression; and (5) fascinating effort. These consequences disclose that factors of motivate employees revolute with time and can differ considerably through subdivisions. Furthermore, these above evaluated factors can differ accordance with employ position, profession, gender and earnings (Wiley, 2008).

Jarkas, Radosavljevic and Wuyi (2014), identified the noticeable demotivational features which are affecting to enactment and efficiency of project managers (Engineers, Architects) in the State of Qatar: (1)poor financial incentive schemes; (2)slow decision-making process by owners; (3)remuneration scale; (4)delay in responding to RFI; (5)shortage of skilled labour force; (6)shortage of materials; (7)clarity and completeness of technical specifications; (8))frequent changing orders during execution; (9)drawings quality level; and (10)rework. Moreover, due to the background of building process plus exceptionality of any project, both, workers and site administration, improve a pride, contentment, and self-esteem owing to perceiving regular progress transforming into a visible product over their individual struggles. Therefore not like other professions, wherever great career fulfillment tends to better productivity, the fulfillment of project managers and it is resulted to high productivity in project (Jarkas, Radosavljevic and Wuyi, 2014).

The Shurrab Mohammed, Abbasi and Khazaleh (2018), study evaluated the influence of six motivational dimensions such as personal collaboration, assignment, working environments, authorization, personal development, and compensation on construction project managers' motivation in Jordan. Then, the construction project managers were more interested with the payment and individual improvement in Jordan. But, in Switzerland, construction project managers were encouraged more with the duty and work attitude of his team as well (Seiler et al., 2012). The reason of this could be the culture and the environment of the society and the country ranking and the economic level of living.  According to Fey (2005),  Russian managers, possibly at a lower level of the needs hierarchy, are top interested by wages and providing of bonus. In disparity, Swedish managers, who have their needs of hierarchy, are well inspired by having a satisfying working background (Shurrab Mohammed, Abbasi and Khazaleh, 2018).

Graboviy ( 2016), evaluated the effective motivation methods by using following factors.

1.    Financial - Piece-work payment, Time payment award for innovation, fee for the lack of         absenteeism (as opposed to the payment of sickness) Tuition fees (training, retraining), Fee for         business image

2.     Non-financial - Earned time off, Flexible work schedules, Enrichment of labor, Evaluation of         effectiveness, increased discharge (training), Career advancement

The staff who are working on site for very long times seem to be intensified and considered by a tendency for deprived scheduling, resource deficiency, confusion, violent management style and emotional isolation. The administration style practiced on construction sites by developing recognition, improving  scheduling efficiency and diminishing disordered environment of a project (Smithers and Walker, 2000).

 

References

Darrington, J. W. and Howell, G. A. (2011) ‘Motivation and incentives in relational contracts’, Journal of Financial Management of Property and Construction, 16(1), pp. 42–51. doi: 10.1108/13664381111116070.

Fey, C. F. (2005) ‘Opening the black box of motivation: A cross-cultural comparison of Sweden and Russia’, International Business Review, 14(3), pp. 345–367. doi: 10.1016/j.ibusrev.2005.03.004.

Graboviy, P. (2016) ‘Methods of motivation improvement and effectiveness increase on the example of construction industry enterprises’, Procedia Engineering. Elsevier B.V., 165, pp. 1520–1528. doi: 10.1016/j.proeng.2016.11.888.

Jarkas, A. M., Radosavljevic, M. and Wuyi, L. (2014) ‘Prominent demotivational factors influencing the productivity of construction project managers in Qatar’, International Journal of Productivity and Performance Management, 63(8), pp. 1070–1090.

Lim, L. J. W. and Ling, F. Y. Y. (2012) ‘Human resource practices of contractors that lead to job satisfaction of professional staff’, Engineering, Construction and Architectural Management, 19(1), pp. 101–118. doi: 10.1108/09699981211192599.

Seiler, S. et al. (2012) ‘An integrated model of factors influencing project managers’ motivation - Findings from a Swiss Survey’, International Journal of Project Management. Elsevier Ltd, 30(1), pp. 60–72. doi: 10.1016/j.ijproman.2011.03.002.

Shurrab Mohammed, Abbasi, G. and Khazaleh, R. Al (2018) ‘Evaluating the effect of motivational dimensions on the construction project managers in Jordan’, Engineering , Construction and Architectural Management, 25(3), pp. 412–424. doi: https://doi.org/10.1108/ ECAM-01-2017-0001.

Smithers, G. L. and Walker, D. H. T. (2000) ‘The effect of the workplace on motivation and demotivation of construction professionals’, Construction Management and Economics, 18(7), pp. 833–841. doi: 10.1080/014461900433113.

Wiley, C. (2008) ‘What motivates employees according to over 40 years of motivation survey’.

McGregor’s Hygiene Theories X and Y

References Introduction

McGregor has developed a theory of motivation on the basis assumptions connecting to human behavior. function of motivating individuals involves certain hypothesis about human nature. Theory X and theory Y are two sets of hypotheses about the nature of people (Aina, 2014).

 

                                            Figure 04: McGregor’s Hygiene Theories X and Y

                                                           Source - (Hattangadi, 2014)

Application of Alderfer's ERG Theory to Construction Industry

According to (Kim et al., 2015), Safe working conditions is the most important physiological factor in construction industry. In relatedness needs, Relationship with colleagues and relationship with managers are not the most important factors affect to the construction workers. But in some countries like Philippine, Vietnamese relatively factor is higher importance than workers from other countries. In construction industry, high probability that the employees can regress to lower level Existence needs and satisfy through only salary and other benefits. Construction workers considered timely payment is more important than amount of pay. About the growth need the work force of the construction industry not considered about that. But professionals who were work in the industry mostly considered about growth need compare to the workforce (Kim et al., 2015. As a construction organization it is very important to balanced and focused on fulfillment of these three needs. Theory X

This is based on assumptions regarding the typical employee. This assumes individuals who dislike work and avoid it where possible, individuals who lack ambition dislike responsibility and leading, Individuals who wish security (Hattangadi, 2014). Management believes employees work is based on their own self-interest. To achieve the organization objectives managements, imply the Theory X. Managers believe employees working in this style are more interesting on rewards or punishments as motivation (Sunita, 2012).

Theory Y

Managers assume employees are internally motivated, interested with their job and work to well themselves without any direct reward. Managers consider their employees as most valuable assets to the company (Anna B Parkin, Tutesigensi and Büyükalp, 2009). Theory Y managers try to promote employee’s self-esteem, confidence, happiness, achievement, respect of others, and respect by others. To create a working environment or culture, where employees can develop their creativity is the challenge to the managers (Hattangadi, 2014).

 

Application of Theory X and Y to Construction Industry

According to the Aiyetan and Olotuah (2006), In construction industry work force (labor force) basically dislike and avoid works whenever possible. Because most labors not interested about their works, So, construction organizations have to be closely supervised with site supervisors, site engineers and implies with punishment to reach their objectives (Aina, 2014). Most labors and labor team leaders are not capable of solving problems. So, site supervisors and site engineers have to direct them. Most labors have limited intelligent potential (Aiyetan and Olotuah, 2006).  

In construction industry professionals find work as natural and developed an attitude from the works based on their experience with it. Professionals who works in projects will work voluntarily toward organizational objectives to which they committed. So, no need to imply the punishments (Aiyetan and Olotuah, 2006). Professional employees who works in construction organizations have protentional to solve the disputes resolution (Aina, 2014).

Reference

Aina, O. O. (2014) ‘Application of Motivation Theories in the Construction Industry’, 16(7), pp. 1–6.

Aiyetan, A. O. and Olotuah, A. O. (2006) ‘Impact of motivation on worker’s productivity in the Nigerian construction industry’, Association of Researchers in Construction Management, ARCOM 2006 - Procs 22nd Annual ARCOM Conference, 1(September), pp. 239–248.

Anna B Parkin, Tutesigensi, A. and Büyükalp, A. I. (2009) ‘MOTIVATION AMONG CONSTRUCTION WORKERS’.

Hattangadi, V. (2014) ‘Theory X & Theory Y’, 2(4), pp. 20–21.

Sunita, M. S. (2012) ‘EMPLOYEE ’ S MOTIVATION : THEORIES AND PERSPECTIVES’, 1(2), pp. 56–64.

 

 

Alderfer –ERG Theory

Introduction 

Alderfer’s ERG Theory is an amendment of the Maslow’s hierarchy by decreasing quantity of need types. Alderfer originated simply three levels of needs (Wiley, 2008). The ERG theory tried to improve upon Maslow's needs hierarchy by allowing more flexibility of movement between needs (Caulton, 2012).          

According to (Redmond, 2010), Needs were separated into three separate categories

 

                                                            Figure 03: ERG Theory model

                                                               (Source - Redmond 2010)

1. Existence Needs

Include all material and physiological desires. As a example food, water, air, clothing, safety, physical love and affection (Caulton, 2012).

2. Relatedness Needs

Social relationships and external esteem, relationships with others like family, friends, co-workers and employers. This also means to be recognized and feel secure as part of a group or family (Caulton, 2012).

3. Growth Needs

Internal esteem and self-actualization; these impel a person to make creative or productive effects on himself and the environment (Caulton, 2012).

 Difference between Maslow’s theory and Alderfer's ERG Theory

The main difference between Maslow’s hierarchy of needs and ERG theory is Maslow’s hierarchy of needs says the needs are met specific order. But ERG theory states met simultaneously and no specific order. The ERG Theory describes that there are variables that can affect the needs of an individual on any day or any stage (O’Connor & Yballe, 2007).

Table 02: Comparison of Maslow’s hierarchy of needs and Alderfer's ERG Theory.

Maslow’s five-level hierarchy of needs	Alderfer's three category ERG model of needs
Self-actualization needs	Growth needs
Esteem needs
Belongingness and love need	Relatedness needs
Safety and security needs
Physiological needs	Existence needs

                                                 Source - (Kim et al., 2015)

Application of Alderfer's ERG Theory to Construction Industry

According to (Kim et al., 2015), Safe working conditions is the most important physiological factor in construction industry. In relatedness needs, Relationship with colleagues and relationship with managers are not the most important factors affect to the construction workers. But in some countries like Philippine, Vietnamese relatively factor is higher importance than workers from other countries. In construction industry, high probability that the employees can regress to lower level Existence needs and satisfy through only salary and other benefits. Construction workers considered timely payment is more important than amount of pay. About the growth need the work force of the construction industry not considered about that. But professionals who were work in the industry mostly considered about growth need compare to the workforce (Kim et al., 2015. As a construction organization it is very important to balanced and focused on fulfillment of these three needs.

References

Caulton, J. (2012) ‘The development and use of the theory of erg: A literature review’, Emerging Leadership Journeys, 5(1), pp. 2–8.

Kim, S. et al. (2015) ‘Cultural differences in motivation factors influencing the management of foreign laborers in the Korean construction industry’, International Journal of Project Management, 33(7), pp. 1534–1547. doi: 10.1016/j.ijproman.2015.05.002.

O'Connor, D., & Yballe, L.. (2007). Maslow Revisited: Construction a Road Map of Human Nature. Journal of Management Education, 31(6), 738-756. Retrieved January 21, 2010, from ABI/INFORM Global. (Document ID: 1392302941).

Redmond, B.F. (2010). Need Theories: What Do I Want When I Work? Work Attitudes and Motivation. The Pennsylvania State University World Campus.

Wiley, C. (2008) ‘What motivates employees according to over 40 years of survey’.