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Adesi, M, Owusu-Manu, D and Murphy, R (2018) Strategic competences for pricing quantity surveying consultancy services. Engineering, Construction and Architectural Management, 25(03), 458–74.

Ahmadi Esfahani, N and Shahandashti, M (2020) Post-hazard labor wage fluctuations: a comparative empirical analysis among different sub-sectors of the U.S. construction sector. Journal of Financial Management of Property and Construction , 25(03), 313–30.

Akinradewo, O I, Aigbavboa, C O and Oke, A E (2020) Improving accuracy of road projects’ estimates in the Ghanaian construction industry. Journal of Financial Management of Property and Construction , 25(03), 407–21.

Bon, R (1997) The future of international construction. Building Research & Information, 25(03), 137–41.

Bordass, B and Leaman, A (1997) Design for manageability. Building Research & Information, 25(03), 148–57.

Deng, X, Low, S P, Zhao, X and Chang, T (2018) Identifying micro variables contributing to political risks in international construction projects. Engineering, Construction and Architectural Management, 25(03), 317–34.

Fo, S and Hietanen, x (2007) Interorganizational use of building information models: potential for automational, informational and transformational effects. Construction Management and Economics, 25(03), 289–96.

Gupta, P K and Verma, H (2020) Risk perception in PPP infrastructure project financing in India. Journal of Financial Management of Property and Construction , 25(03), 347–69.

Hassim, S, Muniandy, R, Alias, A H and Abdullah, P (2018) Construction tender price estimation standardization (TPES) in Malaysia. Engineering, Construction and Architectural Management, 25(03), 443–57.

Holt, G D (2018) Let’s change tack, not wind direction: a response to Kog and Yaman (2016). Engineering, Construction and Architectural Management, 25(03), 335–41.

Jin, X-H, Doloi, H and Gao, S-Y (2007) Relationship-based determinants of building project performance in China. Construction Management and Economics, 25(03), 297–304.

K'Akumu, O A (2007) Construction statistics review for Kenya. Construction Management and Economics, 25(03), 315–26.

Kappia, J G, Dainty, A R J and Price, A D F (2007) Prioritising career development in relation to recruitment and retention: a trade and craft perspective. Construction Management and Economics, 25(03), 239–53.

Ling, F Y Y and Hui, D (2007) Enablers for Singapore contractors to internationalize construction services. Construction Management and Economics, 25(03), 267–75.

Meintjes, I, Bowen, P and Root, D (2007) HIV/AIDS in the South African construction industry: understanding the HIV/AIDS discourse for a sector-specific response. Construction Management and Economics, 25(03), 255–66.

Ngowi, A B (1997) A hybrid approach to house construction: a case study in Botswana. Building Research & Information, 25(03), 142–7.

Obeng, K, Ocran, K A G and Anaba, D (1997) Palm kernel shell as fuel for burning bricks. Building Research & Information, 25(03), 131–6.

Olander, S (2007) Stakeholder impact analysis in construction project management. Construction Management and Economics, 25(03), 277–87.

Onubi, H O, Yusof, N and Hassan, A S (2020) Effects of green construction on project’s economic performance. Journal of Financial Management of Property and Construction , 25(03), 331–46.

Pellegrino, R and Costantino, N (2018) An empirical investigation of the learning effect in concrete operations. Engineering, Construction and Architectural Management, 25(03), 342–57.

Pheng, L S and May, C F (1997) Quality management systems: a study of authority and empowerment. Building Research & Information, 25(03), 158–69.

Praticò, F G (2007) Quality and timeliness in highway construction contracts: a new acceptance model based on both mechanical and surface performance of flexible pavements. Construction Management and Economics, 25(03), 305–13.

Proverbs, D G, Holt, G D and Olomolaiye, P O (1997) Factors influencing the choice of concrete supply methods. Building Research & Information, 25(03), 176–84.

Rowlinson, S (2007) The temporal nature of forces acting on innovative IT in major construction projects. Construction Management and Economics, 25(03), 227–38.

Shurrab, M, Abbasi, G and Al Khazaleh, R (2018) Evaluating the effect of motivational dimensions on the construction project managers in Jordan. Engineering, Construction and Architectural Management, 25(03), 412–24.

• Type: Journal Article
• Keywords: Management; Construction; Questionaire survey;
• ISBN/ISSN: 0969-9988
• URL: https://doi.org/10.1108/ECAM-01-2017-0001
• Abstract:
  Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.

Sundquist, V, Hulthén, K and Gadde, L E (2018) From project partnering towards strategic supplier partnering. Engineering, Construction and Architectural Management, 25(03), 358–73.

W., F A (2020) Impacts of capital structure: profitability of construction companies in Ethiopia. Journal of Financial Management of Property and Construction , 25(03), 371–86.

Wang, Q, Guo, Z, Mei, T, Li, Q and Li, P (2018) Labor crew workspace analysis for prefabricated assemblies’ installation. Engineering, Construction and Architectural Management, 25(03), 374–411.

Wild, S, Gailius, A, Hansen, H, Pederson, L and Szwabowski, J (1997) Pozzolanic properties of a variety of European clay bricks. Building Research & Information, 25(03), 170–5.

Williams, C and Kosta, B (2020) Explaining the cash-in-hand consumer culture in the European home repairs and renovations sector. Journal of Financial Management of Property and Construction , 25(03), 387–405.

Windapo, A O, Olugboyega, O and Odediran, S (2020) Impacts of procurement strategies on construction SMEs’ growth. Journal of Financial Management of Property and Construction , 25(03), 423–46.

Zhang, R P, Pirzadeh, P, Lingard, H and Nevin, S (2018) Safety climate as a relative concept. Engineering, Construction and Architectural Management, 25(03), 298–316.

Zuo, J, Zhao, X, Nguyen, Q B M, Ma, T and Gao, S (2018) Soft skills of construction project management professionals and project success factors. Engineering, Construction and Architectural Management, 25(03), 425–42.