Abstract
Construction companies experience low performance of non-construction professionals and lack of self-actualisation as a result of inadequate motivation. This study assessed motivation of non-construction professionals in construction companies in Abuja with a view to improving their performance and self-actualisation in the study area. To achieve this, the study focused on the factors that influence the motivation of non-construction professionals, their current level of motivation, effectiveness of motivational techniques on non-construction professionals and their professional
satisfaction and self-actualisation within the industry. The quantitative research approach was adopted using structured questionnaire, the population size is 38 and 348 for management and non-construction professionals respectively. Stratified sampling technique was used to select a sample of 186 non-construction professionals. Relative Importance Index (RII) was used for the various ranking on motivation. The study found that the level of motivation of non-construction professionals in relation to physiological and belongingness needs is high, while their level of motivation in relation to security, esteem, and self-actualisation needs is low. The ranking of motivational techniques revealed the first five factors as outlined in order of their effectiveness on non-construction professionals: Good remuneration (0.93), professional training courses (0.92), job design (0.91), bonus (0.89) and promotion opportunities (0.88). The study concluded that majority of non-construction professionals were not satisfied with the level of motivation in relation to the provision of security, esteem, and self-actualisation needs by their companies and were primarily motivated by monetary rewards as well as opportunities for self-actualisation. The study recommended that the construction industry should perhaps base their motivation strategies around these preferred motivators.
| CHAPTER 1 | |
| 1.0 | INTRODUCTION |
| 1.1 | Background of the Study |
The construction industry is a strategic industry to the national economy providing infrastructure and shelter for other economic activities to take place (Benviolent & Tirivavi, 2014). Attar, Gupta, & Desai (2012) noted that construction is a key sector of the national economy for countries all around the world, as traditionally it takes up a big portion in the nation‟s total employment and its significant contribution to a nation‟s revenue as a whole. The importance of the industry can never be over emphasized, in Nigeria, the industry is responsible for 16.00% of the GDP (Ayangade, Wahab, & Alake, 2009) and employs approximately 25% of Nigeria‟s workforce and the largest in Africa (Ibrahim & Musa-Haddary, 2010). According to Usman, Inuwa, Iro, & Dantong (2012), the level of building achievement and activity in any country is a measure of the country‟s success: a high level of building activity indicates a healthy vigorous national economy, and highly developed building forms indicate a high level of civilised and cultural achievement in a country. Against this background, the national importance of construction projects could be enhanced through adopting efficient methods of managing resources to achieve increased performance.
In realising its aim in project delivery, the construction industry involves many parties amongst which are: the owner or client; the designers or consultants and; the construction contractors (Usman et al, 2012). The contractor, is undeniably one of the most important organisations in the construction project delivery system (Usman et al, 2012). In the construction industry, the function of construction professionals is to deliver projects safely, within cost and time and to the client‟s requirement. This cannot be achieved successfully without the contribution of non-construction professionals such as the Accountant, Health and Safety officer, Store keeper, Information and Communication Technology (ICT) professionals and so on, particularly in medium-size and large construction companies where large volumes of work are being carried out. Therefore, for construction companies to be efficient and innovative in order to remain competitive and increase productivity, the non-construction professionals need to be highly motivated. These non-construction professionals contribute to the success of project delivery through increased quality and speed of work, financial and safety controls, and effective communication (Ikechukwu, Chinedu, & Onyegiri, 2011).
Every organisation is concerned with how to achieve sustained high levels of performance through its workforce. This means giving close attention to how individuals can best be motivated through means such as incentives, rewards, leadership and the organisation context within which they carry out the work (Offei-Nyako, Osei-Tutu, Fugar, & Adinyira, 2014; Armstrong, 2006). Motivation is thus essential to labour, as it gives site workers satisfaction such as achievement, sense of responsibility and pleasure of the work itself (Offei-Nyako et al, 2014; Enshassi et al, 2007). Employee motivation is one of the policies of managers to increase effectual job management amongst employees in organisation.
According to Lin (2007), motivation is the force that makes people choose a particular job, stay with that job and work hard in that Job. Ramlall (2004) also defined work motivation as “the willingness to exert high levels of effort toward organisational goals, conditioned by the effort‟s ability to satisfy some individual need”. In this circumstance, a need is some internal state of being in which certain outcomes may appear more attractive than others. Furthermore, if the need remains unsatisfied, tension is created, which, in turn, stimulates a drive within the individual (Ramlall, 2004).
According to Liu & Fang (2006), motivation is the work managers perform to inspire, encourage and impel people to take action and its efforts must be directed towards improving company operations. To be effective, however, they must also be designed to show benefits to the employer. In fact, motivation can best be accomplished when workers are able to merge their personal ambitions with those of the company. The relationship between the employers and employee must be one of understanding in order for the employee to identify himself with his work and with the business he is working for. Lack of motivation in return affects productivity (Adedokun, Ibironke, & Olanipekun, 2013).
Therefore, it is management‟s responsibility to provide its employees with an environment in which they can thrive and perform at their maximum potential in an effort to establish a quality and productivity driven company culture. After all, the work of these talented individuals directly brings about the high quality and productivity that reinforces a company‟s competitive edge (Caicedo, 2003). Thus, motivation offers the platform for enhancing the potentials of the non-construction professionals and consequently contributes to productivity performance in the construction industry. It follows from the foregoing therefore, that not only the construction professionals in the construction companies be well motivated for high performance and for the production of good quality products, but also the non-construction professionals in the industry. Thus, the aim of the study is to assess motivation of non-construction professionals in construction companies in Abuja with a view to improving their performance and self-actualisation in the study area.
1.2 Statement of the Research Problem
As briefly discussed in the background to this study, non-construction professionals are one of the key elements for the majority of construction companies in achieving performance and competitive edge. In a preliminary survey conducted on 10 organisations, 6 respondents indicated that management is not always happy with the performance of non-construction professionals on projects. Out of the 10 respondents, 8 found their current motivational level to be low or fair while the remaining 2 found it high. However, all respondents indicated that when the current motivational level is improved, it will go a long way to improve their performance and self-actualisation which will lead to higher productivity. Based on the preliminary survey conducted, it shows that they have not been adequately motivated in spite of their immense contribution to the construction industry and they do not seem to be achieving professional satisfaction and self-actualisation within the industry
Researches were conducted on the motivation of construction professionals such as the Architects, Quantity Surveyors, Builders, and Engineers in the construction industry. Adjei (2009) conducted research on „Motivational strategies to improve productivity in the construction industry in Ghana‟ where the respondents were Architects, Quantity Surveyors, Builders and Engineers. Osuji (2014) researched on „motivational factors of employee consultants in the Nigerian construction industry‟. The respondents were Architects, Quantity Surveyors, Builders and Engineers. More so, Olatunji et al, (2014) assessed „Factors affecting the performance of construction professionals (Architects, Quantity Surveyors, Builders and Engineers) in Nigeria‟. However, researches on motivation of non-construction professionals are rare in literature. Employees‟ performance and efficiency is among the factors that affect the success of most businesses. Employees showing high rate of performance and working efficiently relates to their enough satisfaction of their jobs (Toker, 2007). Construction companies are faced with the challenge of how to get payroll and overhead in line with a project while still maintaining the capabilities required to bid on new project (Mayhew, 2012). A good and highly motivated construction Accountant can help a company find the right path forward. According to Garus (2015), the occurrence of fatalities on construction sites usually leads to site closure for accident investigation, loss of man/machine hours, loss of output, high labour turnover, loss of corporate reputation, and payment of burial expenses/compensation/insurance claims for the dead. Therefore, efficient health and safety officer at workplace ensures that employees are healthy, safe, happy, and productive which in turn help companies become more effective to finish projects on time and improve their business profile with customers and clients.
Also, where poor material management is exercised, some negative consequences include: over-consumption of construction materials resulting from poor materials accountability and record keeping, damage caused by mishandling, undue exposure to weather and vandalism, and excess materials after job is completed (Nwakor, Faringida, Habib, & Saliman, 2012). The construction industry is also faced with the ongoing challenge of changing and improving current work practices in order to become more client-oriented, more competitive as well as productive through adoption of Information and Communication Technology (ICT) as an integral part of the construction process (Ikechukwu et al, 2011).
The construction industry is routinely accused of being wasteful, inefficient, and falling short of quality and quantity targets, and being late in delivery (Usman et al, 2012). This accusation is due to low performance of the construction workers including non-construction professionals. Morale in the industry according to Usman et al, (2012), is at its lowest ebb. He stressed, that companies are concentrating on financial gains and forgetting the people that make the job and money. This perhaps contributes to the poor performance of the industry. Job performance is considered one of the most important constructs in human resources management because it helps to explain the value and utility that each employee adds to the organisation (Onukwube & Iyagba, 2011). The non-construction professionals in the Nigerian construction companies are not exception to the perceived low job performance rate within the industry.
The chief obstacle confronting the contractor in his quest for a profit could be having to operate in a competitive environment. Thus given the razor-thin profit margins associated with competitive building contracts, managing problems that negatively affect productivity should be a priority (Benviolent & Tirivavi, 2014). Picard (2003) indicated that systematic inefficiencies in construction project can no longer be over looked in a competitive industry operating at low profit margins. However, in an industry where clients are increasingly demanding more for less and the contractors operating at low profit margins, embarking on motivation of non-construction professionals will go a long way in curtailing these problems in project delivery in Nigeria.
According to Chukuma & Obiefuna (2014), every organisation and business wants to be successful and have desire to get consent progress. The current era is highly competitive and organisations regardless of size, technology and market focus are facing employee retention challenges. To overcome these restraints, a strong and positive relationship and bonding should be created and maintained between non-construction professionals and their organisations human resource because these professionals are very vital to the success of any organisation, so, they need to be influenced and persuaded towards task fulfillments. It is in this light that the research seek to address the problem of low performance of non-construction professionals in the Nigerian construction industry as a result of inadequate motivation.
1.3 Justification of the Study
Human Resource Development is concerned with the provision of learning and development opportunities that support achievement of business strategies and improvement of organisational, team and individual performance (Tabassi, Ramli, & Abu Bakar, 2011). The importance of involving human resources in development, planning and implementation of competency-based strategies has been emphasized by a number of researchers (Tabassi et al, 2011). In this regard, motivation of non-construction professionals at all levels within organisations have been considered a vital component in maintaining competitiveness in the international arena.
According to Dantong (2007), unless an adequate supply of appropriately motivated workers can be ensured, the industry will consistently fail to satisfy the demands of the market for an adaptive, innovative and capable service. Management of the construction industry is therefore, faced with the task of ensuring that a congenial working environment is established so as to motivate workers to stay and deliver their best. This will eliminate time overrun which is usually accompanied by cost escalation and, hence, the achievement of improved productivity (Adjei, 2009). Furthermore, the employeesare the driving force for a company. When employees are satisfied and happy, their efforts bring returns in magnitudes. They not only tend to achieve their personal goals, but indirectly, they help to achieve the company‟s goal as well (Osuji, 2014). This in the end helps in gaining competitive edge for the construction industry. This study is, therefore, to assess motivation of non-construction professionals with a view to improving their performance and self-actualisation which will provide construction companies opportunity to be efficient and innovative in order to remain competitive and increase productivity.
1.4 Aim and Objectives
1.4.1 Aim
The aim of this research is to assess motivation of non-construction professionals in construction companies in Abuja with a view to improving their performance and self-actualisation within the study area.
1.4.2 Objectives
In order to achieve the aim, the following objectives were pursued:
- To assess the factors that influence the motivation of non-construction professionals in construction companies in Abuja.
- To assess the current level of motivation of non-construction professionals in the study area.
- To assess the effectiveness of motivational techniques on non-construction professionals in the study a
- To assess the professional satisfaction and self-actualisation of the non-construction professionals in the study area.
1.5 Scope and Limitation
1.5.1 Scope
The research focused only on medium and large construction companies in Abuja because such companies usually undertake large volume of works and, hence, engage large number of workers including non-construction professionals unlike small construction companies that do not. According to the classification of companies by the Federal Inland Revenue Services as company income tax payers, the minimum annual turnover of these companies over the past three years should not be less than N500,000,000.00. The survey covers only four (4) non-construction professionals (Accountants, Health and Safety officers, Store keepers and Information and Communication Technology (ICT) professionals) due to their impact in the construction industry. Also, the study only covers four motivational theories such as Maslow‟s hierarchy of needs theory, Hertzberg‟s two factor theory, equity theory and reinforcement theory. The choice of these theories is based on the fact that attainment of human basic needs, person-environment attributes and equity in the reward they expect for performance has a direct influence on the motivational factors which increases employee performance and job satisfaction in the work place. The study area is the Federal Capital Territory (FCT) Abuja.
1.5.2 Limitation
The area of constraint in carrying out this research was the difficulty in distributing the research instrument to the different non-construction professionals in various construction sites visited due to high cost of transportation in Abuja. More so, not all questionnaires administered were retrieved. However, the response rate was 60.2% and based on the assertion of Moser & Kalton (1971), the result of a survey could be considered significant if the response rate not lower than 30-40%. Therefore, the percentage of the returned questionnaires is adequate for analysis.
