FLORENCE YEAN‐YNG LING and GEORGE OFORI &SUI PHENG LOW
Architects and engineers (AE) need to possess both ‘hard’ and ‘soft’ skills. Soft skills are important because AE interact in organizational settings instead of working by…
Abstract
Architects and engineers (AE) need to possess both ‘hard’ and ‘soft’ skills. Soft skills are important because AE interact in organizational settings instead of working by themselves. Soft skills may be grouped under ‘conscientiousness’, ‘initiative’, ‘social skills’, ‘controllability’ and ‘commitment’. As part of a larger study on the selection of consultants by design‐build (DB) contractors in Singapore, a survey was conducted to gauge whether contractors felt that soft skills are important for consultants to carry out their design tasks in DB projects. From the literature, attributes relating to these skills were identified. Data were collected via mailed questionnaire. The questionnaire requested respondents to indicate on a five‐point scale the importance of various soft skills. It was found that all the soft skills, which were operationalized into 14 attributes, are important factors that contractors look for when selecting consultants. It is, therefore, concluded that contextual performance is important and relevant.
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Florence Yean Yng Ling, Yong Jun Ng and Wujuan Zhai
This study aims to explore the relationship between facilities managers’ human values, organizational pride and work outcomes, with the aim of discovering ways to boost their work…
Abstract
Purpose
This study aims to explore the relationship between facilities managers’ human values, organizational pride and work outcomes, with the aim of discovering ways to boost their work outcomes.
Design/methodology/approach
A two-pronged research design comprising an online survey followed by in-depth interviews was adopted. Partial least square structural equation modeling (PLS-SEM) was used to model the data.
Findings
All 18 human values and 7 organizational pride emotions are present to a significant extent in facilities managers. The PLS-SEM showed that human values positively affect work outcomes of facilities managers significantly. In addition, work outcomes are further boosted when organizational pride is present.
Research limitations/implications
The degree of human values that an individual possesses may not be easily measured using a five-point Likert scale as there might be social desirability bias.
Practical implications
The implication is that organizations should select and hire facilities managers with high human values and introduce programs and initiatives to improve facilities managers’ organizational pride as these lead to higher work outcomes. Some recommendations on how to achieve these are provided.
Originality/value
The findings extend existing knowledge by empirically showing the mediating influence of organizational pride on the relationship between human values and facilities managers’ work outcomes. When organizational pride is present, work outcomes of facilities managers is boosted.
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Florence Y.Y. Ling, Peng Chong Tan, Yan Ning, Albert Teo and Asanga Gunawansa
The purpose of this paper is to investigate relational contracting (RC) practices that give rise to higher quality interpersonal relations between these pairs of stakeholders at…
Abstract
Purpose
The purpose of this paper is to investigate relational contracting (RC) practices that give rise to higher quality interpersonal relations between these pairs of stakeholders at the end of public projects: clients and contractors; contractors and consultants; and clients and consultants. It developed models to predict the level of quality of interpersonal relations between the stakeholders at the completion of public projects.
Design/methodology/approach
Using a set of questionnaire, data were collected from randomly selected construction industry practitioners who have had experience in public projects in Singapore. The data were analysed to identify association between the use of RC practices and quality of interpersonal relations between stakeholders. In-depth interviews with experts were conducted.
Findings
It was found that when certain RC practices were adopted to a larger extent, public projects also have significantly higher quality of interpersonal relations between clients, contractors and consultants. Three mathematical models were developed to predict the relationship quality between stakeholders at the end of the public project.
Research limitations/implications
The limitations include the subjective nature of the Likert scale that was used in answering the questionnaire survey and the limited number of interviews. The effect of existing good relations among stakeholders was not taken into account.
Practical implications
Suitable RC practices for adoption by public clients, contractors and consultants in public projects are recommended. These include developing deeper mutual trust and understanding, sharing project information, and having real gain-share/pain-share among contracting parties.
Originality/value
RC practices that are significantly associated with relationships among contracting parties in public projects in Singapore are uncovered. Contracting parties may use the recommendations to help enhance their relationships with one another in a public project.
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Florence Y.Y. Ling and Wei Wey Khoo
– The purpose of this paper is to investigate relational practices that can improve construction project outcomes in Malaysia.
Abstract
Purpose
The purpose of this paper is to investigate relational practices that can improve construction project outcomes in Malaysia.
Design/methodology/approach
Based on the literature review, a questionnaire was designed containing 14 relational practices that were identified and grouped under five relational norms. Using a survey questionnaire, data were collected from clients, consultants and contractors in Malaysia’s construction industry. In-depth interviews were conducted to validate the statistical findings.
Findings
When contracts are adjustable to address uncertainties, the projects concerned have better cost and quality outcomes. A better schedule outcome is correlated with coordinating and monitoring plans jointly. Open communication and sharing trustworthy project information have been found to produce better client-consultant and consultant-contractor relationships at the end of a project. When parties maintain a social relationship outside of a project, relationships between clients, contractors and consultants also improve significantly.
Research limitations/implications
The findings are not easily generalisable due to the relatively small sample size, low response rate and the data being collected from only three regions in Malaysia.
Practical implications
Clients need to take the lead in adopting relational practices, as these may give rise to warmer relationships and better project outcomes. Showing too much commitment and flexibility may harm the project schedule because of the frequent changes.
Originality/value
This study found that the theory of relational contracting norms applies to Malaysia’s construction industry. The parties do not rely strictly on contract conditions but embrace role integrity, preserve relations and harmony to avoid relational conflict, and achieve their goals through proper means.
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Abstract
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ENG HWEE LIM and FLORENCE YEAN YNG LING
Clients' financial status, characteristics, management competency and construction experience can have significant effects upon the attainment of project success. A survey was…
Abstract
Clients' financial status, characteristics, management competency and construction experience can have significant effects upon the attainment of project success. A survey was conducted to gauge whether consultants and contractors felt that 20 client related attributes uncovered from the literature have influence on the project outcome. Data were collected via a mailed questionnaire. Results show that all the 20 client related attributes are important and contribute to project success. A multiple linear regression model was constructed to predict a client's contribution to project success. Five predictive attributes were identified: ‘client sets down project objectives clearly’, ‘client is credit worthy’, ‘client does not contribute to project complexity’, ‘client is not litigious’, and ‘client trusts project team members’. This model provides consultants and contractors with a tool to evaluate their clients. It is recommended that clients focus on the more important attributes identified in this study, to ensure project success.
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Temidayo Oluwasola Osunsanmi, Clinton Ohis Aigbavboa, Wellington Didibhuku Thwala and Ayodeji Emmanuel Oke
The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The…
Abstract
The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.
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Qian Zhang, Bee Lan Oo and Benson Teck-Heng Lim
The interest in corporate social responsibility (CSR) has become burgeoning in the construction industry as firms are under constant pressure from socially conscious stakeholders…
Abstract
Purpose
The interest in corporate social responsibility (CSR) has become burgeoning in the construction industry as firms are under constant pressure from socially conscious stakeholders to demonstrate their efforts to address various CSR issues. This study aims to unveil the key practices and impact factors (KPIFs) of CSR implementation in construction firms and the interrelationships among different key impact factors toward attaining CSR practices.
Design/methodology/approach
Mobilizing the integrated institutional, stakeholder and self-determination theories, a theoretical framework was first developed to elaborate the potential inter-relationships among the key impact factors toward CSR implementation. Data were collected from extra-grade contractors through an online questionnaire survey and was then analyzed by the partial least square structural equation modeling method.
Findings
The results show that construction firms' CSR practices could be classified into eight distinct key dimensions, e.g. shareholders' interests, government commitment and environment preservation. It is found that three groups of key impact factors – external institutional factors (especially coercive-normative factors), intrinsic factors (especially strategic business direction and organizational culture) and identified factors (i.e. the perceived importance of CSR practices) – have statistically significant positive impacts on most key dimensions of CSR practices.
Practical implications
The research findings have implications for top management to better understand CSR implementation, thereby helping them secure legitimacy to survive and advance in the competitive construction businesses.
Originality/value
The findings contribute to the theoretical body of knowledge in CSR by modeling and empirically demonstrating the influence mechanism of CSR implementation in construction within an integrated model.
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Jonathan K.M. Lian and Florence Y.Y. Ling
The purpose of this paper is to investigate the job satisfaction level of quantity surveyors (QSs); identify the personal characteristics that influence their job satisfaction;…
Abstract
Purpose
The purpose of this paper is to investigate the job satisfaction level of quantity surveyors (QSs); identify the personal characteristics that influence their job satisfaction; and provide recommendations to employers on how to enhance job satisfaction of QSs with different personal characteristics.
Design/methodology/approach
Data were collected via a self-administered questionnaire to QSs in Singapore.
Findings
QSs feel that they have significantly high passion for the job, are significantly satisfied with task variety and are treated fairly. However, they are significantly dissatisfied with their workload, hours worked, and lack of work-life balance. QSs in upper management have significantly higher job passion. Those in mid-management are more dissatisfied with their income. QSs who are married/attached, older, and more experienced are significantly more dissatisfied with their workload and hours worked than singles, younger, and less experienced QSs.
Research limitations/implications
Some dimensions of job satisfaction were not measured. Non-personal characteristics such as type of projects handled and type of clients were not investigated.
Practical implications
Employers should investigate what goes into QSs’ workload, and weed out those that are of low value and unproductive in order to reduce their workload and hours worked, and thereby increase their job satisfaction.
Social implications
The study contributes to human resource management by identifying the type of QSs who are more likely to be dissatisfied with their jobs.
Originality/value
This study shows that personal differences of QSs affect different dimensions of their job satisfaction. To maximize job satisfaction, employers could choose QSs who have specific characteristics, make changes to the work environment or redesign their jobs.
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Florence Yean Yng Ling and Kelly Kai Li Teh
This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities…
Abstract
Purpose
This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).
Design/methodology/approach
Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.
Findings
During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.
Research limitations/implications
The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.
Practical implications
Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.
Originality/value
The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.