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Abdul-Rahman, H, Berawi, M A, Berawi, A R, Mohamed, O, Othman, M and Yahya, I A (2006) Delay Mitigation in the Malaysian Construction Industry. Journal of Construction Engineering and Management, 132(02), 125–33.

Carter, G and Smith, S D (2006) Safety Hazard Identification on Construction Projects. Journal of Construction Engineering and Management, 132(02), 197–205.

Cottrell, D S (2006) Contractor Process Improvement for Enhancing Construction Productivity. Journal of Construction Engineering and Management, 132(02), 189–96.

Cox, R F, Issa, R R and Frey, A (2006) Proposed Subcontractor-Based Employee Motivational Model. Journal of Construction Engineering and Management, 132(02), 152–63.

  • Type: Journal Article
  • Keywords: Subcontractors; Personnel management; Employees; Motivation; Construction industry;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2006)132:2(152)
  • Abstract:
    The intent of this research was to identify the factors that promote positive motivational behavior in construction subcontractor crews. The factors affecting motivation, goal-setting, workforce needs, and incentives were investigated to determine the attributes for a subcontractor employee motivational model. A survey addressing these four categories was distributed to subcontractor foremen and supervisors to establish a list of motivational factors. The statistical analysis of the survey results aided in the final development of the proposed subcontractor based employee motivational model, which includes such components as confidence and competence as being reinforced by quality of work, incentives, safe performance, praise, and a sense of belonging. The proposed model provides industry practitioners with another level of understanding of the motivation sequence of the subcontractor’s labor force. Perhaps the most interesting finding was related to the attributes found in relation to workforce needs. A common link “feeling of being a member of the team/crew” was discovered between “praise” and “job security.” It was surmised that essentially a worker must first receive praise before they feel as if they are a member of the team/crew and once they feel like a member of the team, they then begin to acquire feelings of job security. The results of this study further reinforce the findings of several previous behavioral studies. Future research should attempt to validate the model using a larger sample size incorporating multiple general contractors.

Huang, X and Hinze, J (2006) Owner’s Role in Construction Safety. Journal of Construction Engineering and Management, 132(02), 164–73.

Huang, X and Hinze, J (2006) Owner’s Role in Construction Safety: Guidance Model. Journal of Construction Engineering and Management, 132(02), 174–81.

Ling, F Y, Ibbs, C W and Hoo, W Y (2006) Determinants of International Architectural, Engineering, and Construction Firms’ Project Success in China. Journal of Construction Engineering and Management, 132(02), 206–14.

Nepal, M P, Park, M and Son, B (2006) Effects of Schedule Pressure on Construction Performance. Journal of Construction Engineering and Management, 132(02), 182–8.

Sadeghpour, F, Moselhi, O and Alkass, S T (2006) Computer-Aided Site Layout Planning. Journal of Construction Engineering and Management, 132(02), 143–51.

Shih, N and Huang, S (2006) 3D Scan Information Management System for Construction Management. Journal of Construction Engineering and Management, 132(02), 134–42.

Telem, D, Shapira, A, Goren, Y D and Schexnayder, C J (2006) Moving a Reinforced-Concrete Building: Case Study. Journal of Construction Engineering and Management, 132(02), 115–24.

Zhang, X (2006) Public Clients’ Best Value Perspectives of Public Private Partnerships in Infrastructure Development. Journal of Construction Engineering and Management, 132(02), 107–14.