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Article
Publication date: 24 May 2022

Florence YY Ling and Elsie Kai Ying Mok

This study aims to investigate how to manage the stressors that facility managers (FMs) face with the aim of reducing their stress and strain levels.

349

Abstract

Purpose

This study aims to investigate how to manage the stressors that facility managers (FMs) face with the aim of reducing their stress and strain levels.

Design/methodology/approach

Using the job demands-resources (JD-R) model, stressors are operationalized from job demands, job resources and personal resources constructs. A structured questionnaire was used to collect data from FMs based in Singapore.

Findings

FMs have significantly high levels of stress, but they are able to manage this well. Job demands that cause stress and strain are those relating to insufficient time to complete the work and difficulties in handling the work. The lack of job resources in terms of lack of organizational support and inadequate stress mitigation programs are associated with high levels of stress and strain.

Research limitations/implications

The limitations are the relatively small sample size and absence of a database of FMs in Singapore, and correlation is not causation when determining the association between stressors and stress and strain.

Practical implications

Based on the recommendations, employers and FMs may manage the specific stressors identified so that FMs’ stress and strain levels are under control to enable them to work optimally.

Originality/value

This research discovered that the JD-R model is moderated by certain features of facilities management and FMs. When these features are present, FMs are predisposed to more stressors, and higher stress and strain. For the facilities management profession, the discovery is that there are significantly more job demands: for in-house FMs compared to those working for outsourced firms; for FMs who need to carry out estate and asset management, landlord activities and facility planning compared to FMs who focus on operations and maintenance; and for FMs who work longer than five days compared to those who work a five-day week.

Details

Journal of Facilities Management , vol. 22 no. 1
Type: Research Article
ISSN: 1472-5967

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Article
Publication date: 2 December 2024

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…

34

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.

Details

Facilities, vol. 43 no. 1/2
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 13 April 2018

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;…

782

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.

Details

Built Environment Project and Asset Management, vol. 8 no. 2
Type: Research Article
ISSN: 2044-124X

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Article
Publication date: 3 August 2021

Florence Yean Yng Ling, Zhe Zhang and Stephanie Yen Ling Tay

This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as…

335

Abstract

Purpose

This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as types of tasks, interpersonal relationships in teams, supervisors’ actions and advancements opportunities are classified into job characteristics, social environment characteristics, leadership and organisational practices categories.

Design/methodology/approach

Based on a systematic literature review, a questionnaire was designed to collect data on work outcomes and job situational factors from FMs working in public housing estates in Singapore. Using the Statistical Package for the Social Science software, inferential statistical analyses were carried out.

Findings

FMs reported that they used economical means and resources to carry out their work significantly frequently and achieved significantly high productivity. Complaints are received significantly frequently and maintenance defects are regularly encountered. Many of the job situational factors are present and found to be significantly correlated with work outcomes and some of these may be used to predict FMs’ work outcomes. Based on the correlation results, the frequency of complaints from residents may be reduced through the following ways: make FMs’ work tasks less challenging; reduce the variety of work tasks that FMs need to execute; reduce FMs’ work volume and speed of work.

Research limitations/implications

This study is limited to FMs managing public housing estates in Singapore. The work outcomes are self-reported, and thus susceptible to bias. However, as the respondents reported significantly frequent complaints and defects, this might indicate that the bias is not serious.

Practical implications

FMs’ jobs should be broken down into small parts/tasks and assigned to different FMs to specialise. This makes FMs’ tasks less challenging, and allows them to specialise to increase their productivity, improve their quality of work and overcome the problem of high work volume or demanding work speed. By adopting job specialisation, the frequency of receiving complaints from residents may be reduced.

Originality/value

This study discovered strategies to reduce the number of complaints from residents of public housing about facilities management. The contribution to knowledge is that complaints by residents on facilities management can be reduced by adopting job specialisation but not job enlargement. Decomposing work into different tasks and allowing FMs to focus on a few tasks would lead to a reduction in complaints. It also enables FMs to master the skill and complete the tasks without much oversight or supervision.

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Article
Publication date: 11 March 2024

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…

293

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.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 23 June 2022

Qiuwen Ma, Shan Li, Pei Xin Teo and Florence Yean Yng Ling

Compared with traditional approaches, integrated project delivery (IPD) improves project performance by enhancing integration. To adopt IPD, however, existing practices need to be…

883

Abstract

Purpose

Compared with traditional approaches, integrated project delivery (IPD) improves project performance by enhancing integration. To adopt IPD, however, existing practices need to be changed, which creates barriers to implementation. This study aims to identify the barriers to IPD practices in China and Singapore, whose practitioners show different types and levels of integration experience.

Design/methodology/approach

A questionnaire survey was administered to two groups of respondents: Chinese and Singaporean. The data were analyzed using three nonparametric techniques, including Wilcoxon signed-rank test, Mann-Whitney-Wilcoxon test, and Spearman rank correlation.

Findings

(1) Of 39 possible barriers, 36 were consistently felt by both Chinese and Singaporean practitioners with different backgrounds; (2) The Chinese group perceived more issues to be significant barriers than the Singaporean group; (3) The Singaporean group had more experience than the Chinese group in performing integration in five areas. This lessens some barriers to adopting IPD practices.

Originality/value

This study is important because it uncovers barriers to the effective implementation of IPD and shows the importance of certain types and levels of integration experience in overcoming these barriers. The results will be useful to practitioners planning to adopt IPD in China or Singapore.

Details

Engineering, Construction and Architectural Management, vol. 30 no. 9
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 25 April 2019

Yongjian Ke, Florence Y.Y. Ling, Yan Ning and Zhe Zhang

One of the solutions to manage large public projects that are complex and difficult to manage is through relationship management. Although formal and relational approaches have…

369

Abstract

Purpose

One of the solutions to manage large public projects that are complex and difficult to manage is through relationship management. Although formal and relational approaches have been adopted in managing relationships, it is widely recognized that participants from developed and developing economies have different mindsets toward these two approaches. The purpose of this paper is hence to elucidate the more effective practices for managers to manage relationships in large public projects that are in countries of different sizes and stages of development.

Design/methodology/approach

A structured questionnaire survey was conducted. Multiple stakeholders involved in public construction projects in Singapore and China that include public sector clients and consultants, private sector contractors and conszultants, were approached for data collection to provide information on one of their completed large public project.

Findings

Both Singapore and China primarily adopt contractual governance by making rational decisions, pursuing profit and using the contract to guard against trouble. Participants in Singapore are more deeply committed and work more collaboratively than their counterparts in China. Project partners in China build stronger relationships, which may be due to the importance of “guanxi” to conduct business activities there.

Originality/value

The comparative study provides managers with different sets of governance practices to adopt to improve the relationships with public clients in large public projects under different environments. In large public projects in developed countries, participants should rely more on relational practices that show commitment and teamwork, while those in developing countries participate in activities that build up their social networks.

Details

Built Environment Project and Asset Management, vol. 9 no. 3
Type: Research Article
ISSN: 2044-124X

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Article
Publication date: 21 July 2021

George Ofori, Zhe Zhang and Florence Y.Y. Ling

This study examines the initiatives that would enable contractors in Singapore to improve the level of construction productivity.

397

Abstract

Purpose

This study examines the initiatives that would enable contractors in Singapore to improve the level of construction productivity.

Design/methodology/approach

A two-pronged research method was employed: questionnaire survey with contractors (109 responses received) and in-depth interviews with 12 subject matter experts. The questionnaire covered questions such as the current and future improvement measures.

Findings

The results show that the top three motives for achieving high productivity (increase profitability, on time delivery and enhance corporate competitiveness) are underpinned by profit maximization. Factor analysis revealed several categories of productivity improvement strategies. Among these, only site operations category is under the control of contractors. Other important categories include government's initiatives and design factors.

Research limitations/implications

While contractors are the producers of built products, their productivity is very much dependent on other factors and other parties. The long-standing exhortation to contractors to improve productivity is necessary but not a sufficient condition to improve it.

Practical implications

Recommendations are provided for the government, designers, contractors and other stakeholders on what can be done to improve productivity.

Originality/value

This research adds to knowledge by showing that contractors' top motives for high productivity relate to self-seeking behavior to maximize profit. Prior to this study, productivity improvement is considered the responsibility of contractors. This study shows that two other stakeholders also hold the key to productivity improvement – government and designers. Government controls the supply of foreign labor, has the capacity to offer incentives and has the muscle to enact regulations to improve productivity. Consultants' upstream designs must be buildable.

Details

Built Environment Project and Asset Management, vol. 11 no. 5
Type: Research Article
ISSN: 2044-124X

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Article
Publication date: 19 August 2022

Florence Yean Yng Ling and Jia Yi Tam

This study aims to investigate how agile facilities management (FM) organizations were during the COVID-19 pandemic in Singapore, examine the agile strategies adopted and…

403

Abstract

Purpose

This study aims to investigate how agile facilities management (FM) organizations were during the COVID-19 pandemic in Singapore, examine the agile strategies adopted and extracted lessons learnt for managing facilities in future pandemics.

Design/methodology/approach

Data were collected using a questionnaire coupled with in-depth interviews with FM professionals.

Findings

The FM sector experienced significant challenges such as increased operating cost and shortage of FM staff. FM organizations were assessed to be agile as they overcame challenges swiftly, made rapid changes to their service offerings as the situation evolved, engaged facility owners actively and adopted strategies that were flexible and responsive. They also adopted health-centric employee care.

Research limitations/implications

The research was conducted during the pandemic. The final verdict of FM organizations’ agility and the most effective practices may only be known when the COVID-19 pandemic ends.

Practical implications

Lessons learnt for FM to manage future pandemics were crystalized. These include reducing reliance on manpower, boosting technology adoption and personalized employee engagement.

Originality/value

This study added to knowledge by testing and confirming that the agility theory and its six metrics of agility comprising flexibility, velocity, responsiveness, collaboration, visibility and competence may be used by FM organizations to be agile in a crisis or disruption. Its originality is the discovery of a new construct – health-centric employee care – that is needed to further boost FM organizations’ agility performance in a pandemic. Health-centric employee care involves practices to reduce intra-staff transmission of the virus and individualized employee support to build resilience.

Details

Facilities , vol. 40 no. 13/14
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 12 July 2018

Florence Yean Yng Ling, Yan Ning, Yi Hao Chang and Zhe Zhang

More attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper…

4186

Abstract

Purpose

More attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper is to identify human resource management (HRM) policies and practices that lead to higher PMs’ job satisfaction.

Design/methodology/approach

A questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms. Data were collected via random, convenience and snowball sampling. The data collected were analysed using partial least square-structural equation modelling, independent samples t-test and Pearson’s correlation.

Findings

The findings show that PMs who are satisfied with their firms’ HRM practices and job rewards also have higher job satisfaction. Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency. Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.

Research limitations/implications

The limitations include the low response rate and the relatively small sample size of 81. The profile of respondents is largely from construction companies with more than 150 staff, and, therefore, the findings are more applicable to medium- to large-sized construction firms.

Practical implications

The study identified many HRM practices and policies that are significantly associated with PMs’ job satisfaction, yet many of these are not implemented to a significant extent by the employers. The practical implication is that employers of PMs should systematically implement these in order that their PMs have higher job satisfaction which is important for a project’s success.

Originality/value

The originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered. Its value is in showing that PMs derive greater job satisfaction when HRM policies encompass talent development, career coaching and a personalised management style. Among these important practices, those that have been neglected were also identified. The study offers recommendations on the HRM practices that firms should be put in place for their PMs to experience higher job satisfaction.

Details

Engineering, Construction and Architectural Management, vol. 25 no. 5
Type: Research Article
ISSN: 0969-9988

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