 Prominent demotivational factors influencing the productivity of construction project managers in QatarAbdulaziz M. Jarkas, Milan Radosavljevic and Liu Wuyi International Journal of Productivity and Performance Management, 2014, vol. 63, issue 8, 1070-1090 Abstract: Purpose - – An extensive search of the literature revealed a dearth of research on the demotivational factors affecting the performance and productivity level of site-based construction project managers. Following the announcement of awarding the FIFA 2022 World Cup hosting rights to the State of Qatar, the State is pledging to spend tens of Billions of Dollars on hundreds of new construction projects. Therefore, the purpose of this paper is to identify, explore, and rank the relative importance of the demotivational factors influencing the productivity of the State's construction management force. Design/methodology/approach - – A structured questionnaire survey comprising 38 potential demotivational factors, which were shortlisted based on relevant previous studies on the impact of motivation on construction productivity, and numerous interviews with local industry professionals, was distributed to a relatively large sample of site-resident project managers. Using the “Relative Importance Index” technique, the influence ranks of the factors explored were determined. Findings - – The results obtained reveal the following as the prominent demotivational factors influencing the productivity of construction project managers: lack of financial incentive schemes; slow decision-making process by owners; remuneration scale; delay in responding to Requests For Information (RFI); shortage of skilled labour force; shortage of materials; clarity and completeness of technical specifications; frequent changing orders during execution; drawings quality level; and rework. Research limitations/implications - – It is clear, based on the outcomes, that the cultural background of individuals, and the prevalent practices within the environment in which they operate, are two critical factors in determining their motivation drivers. Hence, it is prudent to explore the dominant culture and values of the management workforce, in addition to the characteristics of the working environment, before trying to apply relevant motivational theories, or even implement new management strategies. Practical implications - – The results demonstrate that, within the geographical setting and cultural aspects of the sample surveyed, “tributes” and “pecuniary” may be interpreted to have the largest effect on the productivity of construction project managers. Originality/value - – The findings not only contribute to the overall body of knowledge related to the effect of the motivation phenomenon on the productivity of the construction operation, but can also be used to provide industry practitioners with guidance for focusing, acting upon, and controlling the significant demotivational factors affecting the efficiency of the construction project management force practicing in State. Keywords: Performance; Efficiency; Productivity; Demotivation; Project managers; State of Qatar (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:v:63:y:2014:i:8:p:1070-1090 DOI: 10.1108/IJPPM-11-2013-0187 Access Statistics for this article International Journal of Productivity and Performance Management is currently edited by Dr Luisa Huatuco and Dr Nicky Shaw More articles in International Journal of Productivity and Performance Management from Emerald Group Publishing Limited |
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