Valuation of Project Managers to Enhance Project Performance in Nigeria’s Construction Industry
Abstract
:1. Introduction
1.1. Background
1.2. Research Objectives
2. Literature Review
2.1. The Review of Project Management Practices and Project Managers
2.2. Valuation of Project Managers Performance
2.3. Motivation of Project Managers
3. Materials and Methods
3.1. Participants and Procedures
3.1.1. Questionnaire and Interview
3.1.2. Survey Design and Collection
3.2. Hypotheses
- Hypothesis 1
- H10 (Null Hypothesis): Project managers do not perceive underperformance or outperformance for any project management tasks.
- H11 (Alternative Hypothesis): Project managers perceive underperformance or outperformance for some project management tasks.
- Hypothesis 2
- H20 (Null Hypothesis): Regardless of the level of underperformance or outperformance project managers perceive, they perceive the same level of motivational support from their organization.
- H21 (Alternative Hypothesis): The higher the level of underperformance project managers perceive, the less motivational support from their organization they perceive. The higher the level of outperformance project managers perceive, the more motivational support from their organization they perceive.
- Hypothesis 3
- H30 (Null Hypothesis): There is no perceived difference in the contribution by non-project managers and project managers in that task.
- H31 (Alternative Hypothesis): There is a perceived difference in the contribution by non-project managers and project managers in that task.
4. Results and Analysis
4.1. Analysis of PM Practices in the Organizations
4.2. Analysis of Underperformance and Outperformance of PMRs
4.2.1. Identification of Underperformed and Outperformed Tasks
4.2.2. Analyses of Underperformed Tasks
4.2.3. Risk of Underperformed Tasks
4.2.4. Analyses of Outperformance Tasks
4.3. Influence of Underperformance on Motivation Support
Levels of Motivation Support Activities
4.4. Project Managers Contributions and Motivational Support
5. Discussion
5.1. Explanation of the Current Situation by Game Theory Model
- where
- : Individual growth with organization support perceived by PMR.
- : Individual growth without organization support perceived by PMR.
- : Individual growth in other organizations perceived by PMR with support in the current organization.
- : Individual growth in other organizations perceived by PMR without support in the current organization.
- : Net contribution of PMR with organization support perceived by the organization.
- : Contribution of PMR with no organization support perceived by the organization.
- : Cost of support (investment).
- : The gross contribution of support.
- : The net contribution of support.
5.2. Graphical Representation of Motivation Factors
5.3. Results of Regression Analysis
5.4. Implication from the Game Theory Model
5.5. Simulation of Improvement of Performance Using the Results of Regression Analysis
6. Conclusions, Suggestions, and Limitations
Author Contributions
Funding
Data Availability Statement
Acknowledgments
Conflicts of Interest
Abbreviation
PMRs | Project managers |
NCI | Nigerian construction industry |
PM | Project management |
NPMRs | Non-project managers |
KPIs | Key performance indicators |
SOPs | Standard operating procedures |
SPSS | Statistical packages for the social sciences |
ERG | Existence, relatedness, and growth |
FHA | Federal housing authority |
NRC | Nigerian Railway Corporation |
FAAN | Federal airport authority of Nigeria |
FERMA | Federal roads maintenance agency |
EPMRs | Expected contributions of project managers |
APMRs | Actual contributions of project managers |
AMS | Actual level of motivational support |
ANPMRs | Actual contributions of non-project managers |
Appendix A
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Source | Causes | Phenomena | Implementation of PM Tasks | Consequences |
---|---|---|---|---|
[4,6,12] | Insufficient PMR experience and limited adoption of advanced PM tools and methodologies | Lack of commitment and contributions of PMRs | Ineffective project planning efforts, inadequate project risk management, and ineffective stakeholder engagement and resource allocation | Increased project risks and delays and failure to meet project objectives and reduced organizational performance |
[13] | PMRs’ incompetency and insufficient knowledge and experience, | Underutilization of PMRs and lack of commitment and contributions of PMRs | Poor project planning and construction stage mistakes, inadequate supervision and quality checks, and insufficient project oversight | Project cost escalations and low performance lead to project failures |
[11,14,15] | Insufficient PM training, insufficient knowledge, and PMRs’ incompetence | Lack of commitment and contributions of PMRs | Inappropriate PM tools and techniques, lack of effective project team, and non-conformance to project specifications controlling | Project scope creep, project inefficiencies, and continuous project failure |
[5,14] | Insufficient implementation of modern PM methods and techniques and improper task assignments | Insufficient utilization of PMRs, lack of contributions of PMRs, and involvement of non-PMRs | Poor project planning and execution and insufficient lead by PM experts in developing PM planning and implementation | Project delays and cost overruns |
[16] | Organizational culture, working conditions, and recognition | Enhance commitment and contribution of PMRs | Improved team cohesion and project focus | Enhanced project success rates |
[17] | Insufficient PM knowledge and insufficient resource allocation | Underutilization of PMRs | Improper planning and management and inadequate quality control | Project delays, cost overruns, and continuous project failure |
[7] | Embedded informal factors and weak institutional governance | Underutilization of PMRs | Poor implementation of PM practices | Low support and motivational incentives and limited PMR involvement, low recognition, and unfair working conditions |
Category | Frequency | Percentage | |
---|---|---|---|
Gender | Male | 182 | 88.3% |
Female | 24 | 11.7% | |
Total | 206 | 100% | |
Job Title/Position | Principals/Directors | 9 | 4.4% |
Senior Project Managers | 63 | 30.6% | |
Project Managers | 134 | 65.0% | |
Total | 206 | 100% | |
Working Experience in Project Management | 1 to 5 years | 38 | 18.4% |
6 to 10 years | 63 | 30.6% | |
11 to 15 years | 64 | 31.1% | |
16 to 20 years | 28 | 13.6% | |
More than 20 years | 13 | 6.3% | |
Total | 206 | 100% | |
Type of Organization | Government sector | 25 | 12.1% |
Private contracting firm | 120 | 58.3% | |
Private consulting firm | 61 | 29.6% | |
Total | 206 | 100% | |
Duration of Employment in a Current Organization in Project Management | 1 to 5 years | 40 | 19.4% |
6 to 10 years | 64 | 31.1% | |
11 to 15 years | 63 | 30.6% | |
16 to 20 years | 29 | 14.1% | |
More than 20 years | 10 | 4.9% | |
Total | 206 | 100% | |
Project managers (PMRs) working status | PMRs that have worked in one organization only | 198 | 96.1% |
PMRs that have worked in more than one organization | 8 | 3.9% | |
Total | 206 | 100% |
Sector | Types of Organizations | Specialization |
---|---|---|
Government sector | Government construction agencies (FERMA, FHA, FAAN, NRC, PMDAN, and NDDC) | Constructing and management of government infrastructures. |
Private sector | Private contracting firms (Indigenous and foreign construction and building companies) | Commercial construction; industrial construction; infrastructures; power and utility construction; institutional construction; and residential construction. |
Private sector | Private consulting firms (engineering consulting companies) | Land survey companies and quantity survey consulting companies; geo-tech consulting companies, architectural and structural companies, and mechanical and electrical consulting companies. |
Position | Government Sector | Private Contracting Firms | Private Consulting Firms | Total |
---|---|---|---|---|
Principal/Director | PMR20, PMR15, PMR5 | PMR8 | 4 | |
Senior Project Managers | PMR4, PMR11 | PMR9, PMR12, PMR1, PMR27, PMR35 | PMR31, PMR24, PMR33 | 10 |
Project Managers | PMR22, PMR16, PMR2, PMR28, PMR13 | PMR3, PMR21, PMR17, PMR14, PMR23, PMR7, PMR29, PMR26, PMR32, PMR30 | PMR36, PMR6, PMR25, PMR19, PMR34, PMR10, PMR18 | 22 |
Total | 7 | 18 | 11 | 36 |
Part 1 | |
Q1 | The gender of the respondent |
Q2 | The respondent’s current job position |
Q3 | The duration the respondent has been working as a project management professional |
Q4 | Type of construction organization in which the respondent is currently working |
Q5 | The duration the respondent has been with the current organization working as a project management professional |
Part 2 | |
Q6 | Perceived level of practices of project management functions conducted by non-project managers |
Q7 | Perceived level of importance of activities answered in Q6 |
Q8 | Perceived level of practices of project management functions conducted by project managers |
Q9 | Perceived level of importance of activities answered in Q8 |
Q10 | Perceived level of practices of project management functions assigned to project managers by the organization |
Q11 | Perceived level of importance of activities answered in Q12 |
Part 3 | |
Q12 | Perceived level of practice of motivation factors for organization employees |
Q13 | Perceived level of motivational support provided to project managers by organizations |
Ref | Variables | Mean | Variance | Std. Devi. | Cronbach’s Alpha |
---|---|---|---|---|---|
Q6 | Perceived level of practices of project management functions conducted by non-project managers | 95.17 | 149.47 | 12.23 | 0.874 |
Q7 | Perceived level of importance of activities answered in Q6 | 99.49 | 165.46 | 12.86 | 0.863 |
Q8 | Perceived level of practices of project management functions conducted by project managers | 89.25 | 136.18 | 11.67 | 0.851 |
Q9 | Perceived level of importance of activities answered in Q8 | 99.32 | 130.05 | 11.40 | 0.838 |
Q10 | Perceived level of practices of project management functions expected from project managers by the organization | 96.75 | 164.51 | 12.83 | 0.895 |
Q11 | Perceived level of importance of activities answered in Q12 | 104.06 | 110.89 | 10.53 | 0.891 |
Q12 | Perceived level of practice of motivation factors for organization employees | 64.62 | 98.53 | 9.93 | 0.891 |
Q13 | Perceived level of motivational support provided to project managers by organizations | 68.62 | 71.16 | 8.44 | 0.878 |
ID | Item | Level of Practice | Level of Importance | ||||
---|---|---|---|---|---|---|---|
Q6 | Q8 | Q10 | Q7 | Q9 | Q11 | ||
Pre-project stage | |||||||
A-1 | Defining project goal, preparing milestone, sketching project plan, and designing | 4.19 | 3.77 | 4.69 | 4.30 | 4.28 | 3.87 |
A-2 | Creating work breakdown structure and stakeholder identification; specifying risk analysis standard and budget baseline | 4.30 | 3.61 | 3.69 | 4.12 | 3.96 | 4.31 |
A-3 | Preparing timeline, identifying resources, and negotiating with vendors | 4.25 | 3.59 | 3.72 | 4.16 | 4.52 | 3.97 |
A-4 | Feasibility study, identifying project objectives, and creating communication structure | 3.90 | 3.20 | 3.13 | 4.54 | 4.26 | 4.54 |
A-5 | Working with architects and engineers to obtain the specifications of the project | 3.41 | 3.72 | 3.54 | 3.78 | 3.81 | 3.71 |
A-6 | Obtaining necessary permits and meeting with consultants and top management | 3.92 | 4.07 | 4.13 | 4.11 | 4.11 | 3.84 |
A-7 | Involvement in regular planning, progress assessment meetings, and allocation of jobs | 4.22 | 4.38 | 3.89 | 3.99 | 4.44 | 3.74 |
A-8 | Preparing health and safety management strategy and involvement in hiring external labors | 3.05 | 3.17 | 4.06 | 2.84 | 3.23 | 4.46 |
A-9 | Involvement in the purchase and supervision of equipment, materials, and suppliers selections | 2.57 | 1.81 | 3.43 | 2.55 | 2.64 | 3.34 |
A-10 | Liaising and consulting with the host community for a successful project | 3.34 | 3.70 | 1.72 | 3.89 | 4.04 | 2.53 |
A-11 | Implementing monitoring control measures and operational activities | 4.08 | 3.47 | 4.01 | 4.01 | 4.38 | 3.84 |
Mean | 3.75 | 3.50 | 3.64 | 3.84 | 3.97 | 3.83 | |
Execution stage | |||||||
B-1 | Monitoring project process and progression | 4.46 | 3.83 | 3.81 | 4.12 | 4.09 | 4.05 |
B-2 | Evaluating resource utilization on the planned estimate and prepare variance analysis | 3.63 | 3.45 | 4.09 | 3.83 | 3.17 | 4.43 |
B-3 | Tracking the effects, cost, and confirmation of client specifications and standards | 3.73 | 3.42 | 3.67 | 3.88 | 3.48 | 4.38 |
B-4 | Contractor project evaluation reports | 3.29 | 3.00 | 4.01 | 3.30 | 3.27 | 3.89 |
B-5 | Confirming safety and hazard prevention on the site | 3.11 | 2.20 | 3.61 | 3.53 | 3.04 | 4.15 |
B-6 | Freedom to make decisions when necessary and involvement in the prevention of any obstacle/hurdle | 2.48 | 2.55 | 2.50 | 3.73 | 2.94 | 3.08 |
B-7 | Preparing internal and external reports relating to the project status | 3.34 | 3.14 | 2.88 | 3.37 | 3.27 | 3.97 |
B-8 | Preparing daily progress reports on the project | 3.71 | 2.51 | 3.60 | 3.29 | 3.68 | 3.76 |
B-9 | Attending meetings with the top management and clients on project progress | 3.92 | 3.53 | 3.95 | 4.44 | 4.31 | 4.20 |
B-10 | Encouraging other workers | 4.19 | 3.55 | 3.83 | 4.39 | 4.29 | 4.45 |
Mean | 3.59 | 3.12 | 3.60 | 3.79 | 3.55 | 4.04 | |
Post-project stage | |||||||
C-1 | Involvement in check-list project assessment | 4.02 | 4.07 | 4.55 | 3.38 | 3.85 | 4.67 |
C-2 | Completing project documents and reviewing project deliverables | 3.99 | 4.30 | 4.54 | 4.42 | 4.33 | 4.49 |
C-3 | Preparation and getting project results approved and conducting post-implementation audit | 3.54 | 3.34 | 4.19 | 3.75 | 3.96 | 4.09 |
C-4 | Involvement in completing the final project report and handing it over to the client | 3.68 | 4.06 | 3.49 | 4.24 | 4.44 | 3.71 |
C-5 | Developing lesson-learned manual for personal and organizational improvement based on the nature of the project | 2.84 | 3.81 | 3.98 | 3.53 | 3.53 | 4.59 |
Mean | 3.61 | 3.92 | 4.15 | 3.86 | 4.02 | 4.31 |
Category | Group | Characteristics | Task | (Q6Q7) | (Q8Q9) | (Q10Q11) | t-Value | Sig (2-Tailed) | t-Test Q6Q7 and Q8Q9 | |||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Under- performed | U1 | Q6Q7 >Q10Q11 >Q8Q9 | A2 | 4.21 | 3.79 | 4.00 | 0.214 | 0.800 | 3.83 | 0.000 | t-value | Sig (2-tailed) |
B9 | 4.18 | 3.92 | 4.07 | 0.153 | 0.950 | 2.31 | 0.022 | |||||
B10 | 4.29 | 3.92 | 4.14 | 0.218 | 0.969 | 3.23 | 0.001 | |||||
U2 | Q10Q11 >Q6Q7 >Q8Q9 | A1 | 4.24 | 4.02 | 4.28 | 0.257 | 1.003 | 3.68 | 0.000 | 2.883 | 0.004 | |
A9 | 2.56 | 2.22 | 3.39 | 1.165 | 1.038 | 16.11 | 0.000 | 3.368 | 0.001 | |||
B2 | 3.73 | 3.31 | 4.26 | 0.947 | 1.014 | 13.40 | 0.000 | 6.529 | 0.000 | |||
B3 | 3.81 | 3.45 | 4.02 | 0.578 | 1.256 | 6.60 | 0.000 | 4.192 | 0.000 | |||
B4 | 3.30 | 3.14 | 3.95 | 0.811 | 0.819 | 14.20 | 0.000 | 2.280 | 0.024 | |||
B5 | 3.32 | 2.62 | 3.88 | 1.262 | 0.897 | 20.20 | 0.000 | 8.352 | 0.000 | |||
B7 | 3.36 | 3.20 | 3.42 | 0.221 | 1.027 | 3.09 | 0.000 | 2.793 | 0.006 | |||
B8 | 3.50 | 3.10 | 3.68 | 0.583 | 1.302 | 6.42 | 0.000 | 7.176 | 0.000 | |||
C3 | 3.65 | 3.65 | 4.14 | 0.490 | 0.767 | 9.18 | 0.000 | −0.079 | 0.937 | |||
U3 | Q10Q11 >Q8Q9 >Q6Q7 | A8 | 2.94 | 3.20 | 4.26 | 1.058 | 0.919 | 16.52 | 0.000 | |||
C1 | 3.70 | 3.96 | 4.61 | 0.650 | 0.694 | 13.45 | 0.000 | |||||
C2 | 4.20 | 4.31 | 4.51 | 0.199 | 0.913 | 3.13 | 0.002 | |||||
C5 | 3.18 | 3.67 | 4.28 | 0.614 | 1.169 | 7.54 | 0.000 | |||||
Out- performed | O1 | Q6Q7 >Q8Q9 >Q10Q11 | A3 | 4.21 | 4.06 | 3.85 | −0.211 | 0.761 | −3.99 | 0.000 | ||
O2 | Q8Q9 >Q6Q7 >Q10Q11 | A7 | 4.11 | 4.41 | 3.82 | −0.595 | 0.979 | −8.72 | 0.000 | |||
A10 | 3.62 | 3.87 | 2.13 | −1.740 | 1.058 | −23.61 | 0.000 | |||||
C4 | 3.96 | 4.25 | 3.60 | −0.648 | 0.907 | −10.25 | 0.000 | |||||
O3 | Q8Q9 >Q10Q11 >Q6Q7 | A5 | 3.59 | 3.76 | 3.63 | −0.138 | 0.966 | −2.06 | 0.041 | |||
No Significant Difference | A4 | 4.22 | 3.73 | 3.84 | 0.107 | 0.792 | 1.94 | 0.054 | ||||
A6 | 4.01 | 4.09 | 3.98 | −0.107 | 1.256 | −1.22 | 0.224 | |||||
A11 | 4.04 | 3.92 | 3.93 | 0.007 | 1.185 | 0.09 | 0.930 | |||||
B1 | 4.29 | 3.96 | 3.93 | −0.029 | 1.141 | −0.37 | 0.714 | |||||
B6 | 3.11 | 2.75 | 2.79 | 0.046 | 0.796 | 0.83 | 0.406 |
Type | Task | (Q10Q11) | (Q6Q7) | (Q8Q9) | Characteristics |
---|---|---|---|---|---|
I | A9 | L | VL | VL | Low expectation. Very low contribution by both parties. |
B7 | L | L | L | Low expectation. Low contribution by both parties. | |
II | B2 | H | M | L | High expectation. NPMR insufficiently plays a role. |
B8 | M | M | L | Medium expectation. NPMR plays a role. | |
III | A8 | H | VL | L | High expectation. Low contribution by both parties. |
B5 | M | L | VL | Medium expectation. Low contribution by both parties. | |
B4 | M | L | L | Medium expectation. Low contribution by both parties. |
Task ID | Task Type | Risk |
---|---|---|
Underperformance U1 | ||
A2 | Create WBS | Incomplete or inadequate decomposition of project deliverables, misalignment with stakeholder expectations, or insufficient level of detail in the WBS. |
Stakeholder identification | Incomplete identification of stakeholders, inadequate understanding of their expectations, or misalignment of stakeholder interests | |
Specifying risk analysis standard | Incomplete risk identification, inaccurate risk assessment, failure to specify appropriate standards, or inadequate consideration of organization-specific regulations or requirements | |
Budget baseline | Inaccurate cost estimation, incomplete consideration of project components, or failure to align the budget with project objectives and constraints | |
B9 | Attending meetings with top management on project progress | Inadequate crucial strategic directions and alignment of organizational goals, leading to poor decision making and risk management |
Attending meetings with clients on project progress | Misalignment of client expectations, creating communication gaps leading to misunderstandings and mistakes, diminishing client’s trust and satisfaction. | |
B10 | Encouraging other workers | Excessive encouragement without considering workload and capacity may lead to performance pressure on team members; encouragement strategies that do not align with team members’ preferences and needs may not be as effective, potentially leading to demotivation; promising rewards or opportunities for growth without following through may lead to a loss of trust and credibility among team members |
Underperformance U2 | ||
A1 | Defining project goal | Lack of clear purpose and directions, misalignment of team efforts leading to inconsistent and uncoordinated efforts, ineffective resource allocation, poor decision making, and reduced motivation and morale. |
Preparing project milestone and Gantt chart and sketching plan to detailed design | Lack of structured workflow and poor time management leading to inaccurate scheduling and potential delays, difficulty in tracking and reporting project progress, reduced accountability, and increased risk of project failure. | |
A9 (I) | Involvement in purchase and supervision of equipment and materials | Delays in equipment or material delivery, poor supplier performance, cost overruns, non-compliance with quality standards, or inadequate inventory management |
Suppliers selections | Poor supplier performance, contractual disputes, lack of supplier capacity, inadequate due diligence, or challenges in supplier–relationship management | |
B2 (II) | Evaluating resource utilization on the planned estimate and preparing variance analysis | Inaccurate tracking of resource usage, incomplete data, insufficient monitoring mechanisms, or poor resource allocation practices and misinterpretation of variances |
B3 | Tracking the effects | Inadequate data collection, difficulty in quantifying or assessing project effects, or failure to consider all relevant stakeholders and impacts |
Tracking cost and confirmation of client specifications and standard | Incomplete or inaccurate cost data, insufficient cost-tracking mechanisms, or failure to address cost variances in a timely manner. | |
B4 (III) | Contractor project evaluation reports | Biased assessments, incomplete or inaccurate data, contractual disputes, or challenges in defining objective evaluation criteria |
B5 (III) | Confirming safety and hazard prevention on the site | Inadequate safety measures, non-compliance with safety standards, and lack of safety training or failure to address identified hazards promptly |
B7 (I) | Preparing internal and external reports pertaining to the project status | Miscommunication and misunderstanding among team members and top management, reduced accountability leading to difficulties in monitoring individual and team performance, lack of transparency leading to loss of trust and feelings of expectation not being met, causing lack of financial tracking and leading to cost overruns and high risk of project failure |
B8 (II) | Preparing daily progress reports on the project | Inaccurate data or insufficient information in the daily progress reports that may mislead management and affect decision making; bias in progress reports leading to a lack of transparency and diverting focus from actual project execution, reducing focus on critical tasks, causing loss of project scopes and objectives and top management disengagement |
C3 | Preparation and getting project results approved and conducting a post-implementation audit | Incomplete deliverables or not meeting the required quality standards, leading to a lack of project acceptance and dissatisfaction; incorrect or biased assessment of project outcomes during the post-implementation audit can lead to misinterpretation of project performance and affect the validity of the audit and the project’s success evaluation |
Underperformance U3 | ||
A8 (III) | Preparation of health and safety management strategy | Inadequate identification and mitigation of health and safety risks, non-compliance with regulations, or failure to promote a safe working environment |
Involvement in hiring external labors | Inadequate/inexperienced employee/contractor selection, contractual disputes, poor communication with external labor, or challenges in integrating external labor into the project team | |
C1 | Involvement in check-list project assessment | Assessment with biased or inaccurate data may lead to incorrect evaluations and conclusions; misinterpretation of criteria or standards in the checklist could result in inconsistent assessments and unreliable findings; a limited checklist may not cover all relevant project aspects, leading to a potential blind spot in the assessment; identifying areas for improvement in the assessment without developing effective action plans may not lead to meaningful changes; overreliance on historical data without considering the current project context may lead to irrelevant conclusions |
C2 | Completing project documents and reviewing project deliverables | Incomplete project documentation may result in the loss of critical project information and incorrect conclusions; inadequate record keeping may hinder future audits of the project activities and delays deliverables review, which leads to prolonged project closure; if project deliverables do not meet client expectations or requirements, it may result in dissatisfaction and damage client relationships. |
C5 | Developing lesson-learned manual for personal and organizational improvement based on the nature of the project | Insufficient data or information and inadequate engagement from team members and stakeholders may limit the range of lesson and perspectives; this task may face challenges if there is a lack of support or commitment from the organization in promoting a learning culture |
No | Motivation Factors | Q12 | Std. Devi | Q13 | Std. Devi |
---|---|---|---|---|---|
GROUP 1: Factors that support professional development, career advancement, and decision-making authority | |||||
1 | Obtain career development | 1.87 | 0.819 | 1.27 | 0.596 |
2 | Obtain job promotion | 2.51 | 0.615 | 1.89 | 0.798 |
7 | Achieve job training | 2.75 | 0.671 | 1.98 | 0.921 |
20 | Involvement in decision making | 2.85 | 0.626 | 2.20 | 0.574 |
21 | Freedom to make decisions/autonomy | 2.26 | 0.616 | 3.00 | 0.878 |
Mean value | 2.45 | 2.07 | |||
GROUP 2: Factors related to job environment and interpersonal relationships | |||||
3 | Job description | 2.56 | 0.774 | 2.51 | 0.591 |
4 | Appreciate challenges in doing a task | 2.25 | 0.651 | 2.45 | 0.688 |
5 | Sudden changes in projects by the client | 3.50 | 1.016 | 3.61 | 0.563 |
6 | Delay in responding to requests for information and project materials | 3.10 | 1.031 | 2.54 | 0.597 |
8 | Good teamwork | 3.25 | 0.515 | 3.17 | 0.534 |
10 | Have good relationships with colleagues and supervisor | 3.07 | 0.425 | 1.54 | 0.743 |
11 | Sufficient communication with supervisor and top management | 2.77 | 0.706 | 3.43 | 0.561 |
15 | Good working condition | 2.96 | 0.777 | 2.72 | 0.674 |
18 | Have a fair time to do a task | 2.71 | 0.746 | 2.71 | 0.609 |
19 | Receive colleagues support | 2.21 | 0.942 | 2.85 | 0.444 |
22 | Good and polite feedback on a job | 2.44 | 0.786 | 2.34 | 0.592 |
23 | Job appreciation | 2.39 | 0.823 | 2.63 | 0.610 |
24 | Receive compliments from superiors | 2.39 | 0.853 | 2.76 | 0.750 |
25 | Have a good working environment and working materials | 3.20 | 0.527 | 2.82 | 0.781 |
Mean value | 2.77 | 2.72 | |||
GROUP 3: Factors related to financial and non-financial support | |||||
9 | Obtain non-financial incentives or vacation | 1.35 | 0.687 | 3.58 | 0.568 |
12 | Obtain financial incentives or other bonuses | 1.86 | 0.827 | 3.28 | 0.564 |
13 | Receive a fair salary paid on time | 2.41 | 0.698 | 2.06 | 0.726 |
14 | Offering non-interest loan | 1.32 | 0.627 | 2.70 | 0.628 |
16 | Job security | 2.19 | 0.594 | 2.83 | 0.563 |
17 | Company keeps to its promises | 2.71 | 0.657 | 2.53 | 0.645 |
26 | Medical insurance and pension scheme | 1.73 | 0.772 | 3.21 | 0.513 |
Mean value | 1.94 | 2.88 | |||
Total Mean value | 2.49 | 2.64 |
(1) All Tasks | (2) Underperformed Tasks | |||
---|---|---|---|---|
r | sig | r | sig | |
(a) All Motivation Factors | −0.200 ** | 0.004 | −0.090 | 0.203 |
(b) Group 1 | −0.262 ** | 0.000 | −0.151 * | 0.032 |
(c) Group 2 | −0.182 ** | 0.009 | −0.101 | 0.154 |
(d) Group 3 | −0.130 | 0.063 | −0.007 | 0.926 |
Player and Strategy | Organization | ||
---|---|---|---|
Support | Non-Support | ||
PMR | Stay | ||
Leave |
Player and Strategy | Organization | ||
---|---|---|---|
Support | Non-Support | ||
PMR | Stay | ||
Leave |
Player and Strategy | Organization | ||
---|---|---|---|
Support | Non-Support | ||
PMR | Stay | ||
Leave |
Independent Variables | Unstandardized Coefficient | t | Sig | Tolerance | VIF |
---|---|---|---|---|---|
Constant | 0.694 | 5.649 | 0.000 | --- | --- |
Group 1 | −0.225 | −3.876 | 0.000 | 1.000 | 1.000 |
Group 2 | --- | --- | --- | --- | --- |
Group 3 | --- | --- | --- | --- | --- |
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© 2024 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
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Iroha, E.V.; Watanabe, T.; Tsuchiya, S. Valuation of Project Managers to Enhance Project Performance in Nigeria’s Construction Industry. Buildings 2024, 14, 2668. https://doi.org/10.3390/buildings14092668
Iroha EV, Watanabe T, Tsuchiya S. Valuation of Project Managers to Enhance Project Performance in Nigeria’s Construction Industry. Buildings. 2024; 14(9):2668. https://doi.org/10.3390/buildings14092668
Chicago/Turabian StyleIroha, Ebuka Valentine, Tsunemi Watanabe, and Satoshi Tsuchiya. 2024. "Valuation of Project Managers to Enhance Project Performance in Nigeria’s Construction Industry" Buildings 14, no. 9: 2668. https://doi.org/10.3390/buildings14092668