CHAPTER 1

INTRODUCTION

Even with the advent of more sophisticated technology, the construction industry
continues to be pre- dominantly labour-intensive. This suggests that a proper emphasis
should be given to such matters as communications, participation and motivation. The
latter has been defined in many texts as ‘an inner state that energizes, directs and
sustains people’s behavior towards goals’. Authors such as Maslow, Herzberg and
McClelland’,’ have proposed that human motives are based on needs and wants; these
can vary from the basic requirements that preserve life, such as life’s provisions, rest,
shelter etc. to a higher level of needs, such as association with others, affection, status,
esteem and self-assertion. There is always a desire within the individual to fulfill these
needs, so much so that he or she is often looking for opportunities to satisfy them, and
thus expending mental and physical effort to attain satisfaction. Managers in
organizations could well view motivation in this way, and provide opportunities for
employees to aim willingly at the organization’s objectives as well as their own. The
‘needs’ theories were received by managers with great interest at the time that they
were proposed, because they offered an easy understanding of what may be
motivating to employees; however, such theories remained limited in their ability to
explain the process of motivation. This led to the emergence of the ‘expectancy’
theory, which provided a comprehensive approach to the analysis of motivation and
performance.
Maslow considered that people have five identifiable needs, to be specific
physiological, wellbeing, and social, regard and self-realization and that these are
requested progressively as indicated by whatever need is defender. He trusted that
people would not attempt to fulfill a need at the following level in the pecking order
until the point that the lower level needs have been fulfilled. Maslow's work has been
powerful and has significantly affected administration ways to deal with inspiration
and plan of association to address representative issues.
Human resource is considered to be the most valuable asset in any organisation in this
era. It is the sum total of inherent abilities, aptitudes of the employed persons who
comprise executives, supervisors and the rank and file employees in any organisation.
The human resources should be utilized to the maximum possible extent, in order to

1 NICMAR PGPACM 31st Batch 2017-2019

achieve individual and organizational goals. It is thus the employee’s performance
which ultimately decides the attainment of goals in the organization. Hence, the
employee’s performance is to a large extent influenced by motivation and job
satisfaction. Job satisfaction reflects the extent to which people find gratification or
fulfillment in their work in the organization. Job satisfaction implies the personal
factors such as an individual needs and aspirations determine his/her attitude, along
with group and organizational factors such as relationships with co-workers and
supervisors and working conditions, work policies, and compensation. A satisfied
employee tends to be absent less often, to make positive contributions, and to stay
with the organisation. The effect of job satisfaction goes beyond in any organizational
setting. Satisfied employees are more likely to be satisfied persons to increase the
national of a state or commonwealth. These people will hold a more positive attitude
towards life and make for a society of more psychologically healthy. Performance is
associated with quantity of output, quality of output, timeliness of output, presence on
the job, efficiency of the work completed effectiveness of work completed.
Constructional Employee Performance is the successful completion of tasks by a
selected individual or individuals, as set and measured by a supervisor or organization,
to pre-defined acceptable standards while efficiently and effectively utilizing available
resource within the environment. The definition of performance does not include the
results of professional’s behavior, but only the behaviors themselves. Performance is
about behavior or what professional do, not about what professional produce or the
outcomes of their work. Perceived professional performance represents the general
belief of the professional about his behavior and contributions in the success of
organization. Employee performance may be taken in three factors which makes
possible to perform better than others, determinants of performance may be such as
declarative knowledge, procedural knowledge and motivation. Human Resource
practices have positive impact on performance of professional individuals. There are
five human resource management practices that affect performance which are setting
competitive compensation level, training and development, performance appraisal,
recruitment package, and maintaining morale. The study on eight HR practices
including recruitment and selection practices, placement practices, training,
compensation, employee performance evaluation, promotion, grievance procedure and
pension or social security in relation with the perceived performance of employees.
Therefore, it is concluded that these HR practices have positive and significant

2 NICMAR PGPACM 31st Batch 2017-2019

associations with the perceived performance of professional. Employ attrition and
employ defection can be explained in gradual decline in number of employees through
retirement, resignation or death. When it comes to attrition rates the conventional
proportion varies from industry to industry in terms of its own standards and these
rates can also differ between skilled and unskilled positions. Companies face a
frightening challenge of recruiting and holding abilities and at a similar time they have
to handle with talent loss through attrition be that thanks to trade downturns or
through voluntary individual turnover. Employee attrition leads to performance losses
which might have future hurtful impact on firms particularly if the outward talent
leaves gaps in its execution capability and human resource functioning that not solely
includes lost productivity however additionally presumably loss of labour team
harmony and social goodwill. With attrition rates being a heavy concern of each trade,
firms square measure formulating innovative business models for effective retention
of talent. There's no technique to manage attrition utterly, however we will actually
shrink the rates by designing applicable retention ways.
The low dimension of staff preparing in industry makes it troublesome for them to
meet the present prerequisites. It implies that the significance of the improvement of
financial systems that are in charge of the readiness of exceedingly qualified work
force (with an abnormal state of general and concentrated training) for modern
ventures can't be exaggerated. Powerful human asset the executives are intended to
give the organization qualified work force and to encourage the fullest conceivable
acknowledgment of the work capability of representatives to accomplish their
objectives. Crafted by a staff the board incorporates:
a) Creating conditions for the development of learning, preparing work force and
animating personal growth;

b) Using "persuasive bundles" (strengthening programs for specialists which will

assist them with making the privilege monetary choices);

c) The arrangement of new good qualities shared by all work force of the
organization;

d) Flexible and versatile utilization of "HR": expanding the imaginative and

Authoritative movement of the staff and designing a lifted hierarchical culture.

Nature of Personnel Management

3 NICMAR PGPACM 31st Batch 2017-2019

1. Staff the executives incorporates the capacity of work, improvement and
remuneration these capacities are performed essentially by the faculty the board in
meeting with different divisions.

2. Work force the executives is an augmentation to general administration. It is

worried about advancing and invigorating skilled work power to make their fullest
commitment to the worry.

3. Work force the board exists to counsel and help the line administrators in faculty
matters. Along these lines, work force division is a staff bureau of an association.

4. Faculty the executives lay stress on activity instead of making long calendars, plans,
and work techniques. The issues and complaints of individuals at work can be tackled
all the more successfully through method of reasoning faculty approaches.

5. It depends on human introduction. It endeavors to assist the specialists with

developing their potential completely to the worry.

6. It likewise persuades the workers through its viable motivating force designs with
the goal that the representatives give fullest co-task.

7. Work force the board manages HR of a worry. In setting to HR, it oversees both
individual and in addition hands on laborers. For making the best use of management
in employees in the industry one should have a better understanding of job
satisfaction.

Occupation fulfillment is about how one feels about (or towards) one's activity. A
representative who communicates fulfillment is said to have an inspirational demeanor
towards the activity, dissimilar to a disappointed worker who has a negative mentality
towards the activity. A man having adverse state of mind demonstrates an identity
manner which is slated to encounter apprehension, pressure, stress, bombshell and
pain, where as those with inspirational disposition will feel upbeat with themselves,
others, and with their work.

Employment fulfillment mirrors the degree to which individuals discover satisfaction

or satisfaction in their work. Occupation fulfillment demonstrates that individual
factors, for example, an individual needs and goals decide his/her demeanor, alongside
gathering and hierarchical factors, for example, associations with collaborators and

4 NICMAR PGPACM 31st Batch 2017-2019

directors what's more, working conditions, work strategies, and remuneration. A
fulfilled representative will in general be missing less frequently, to make positive
commitments, and to remain with the association. The impact of occupation
fulfillment goes past authoritative setting. Fulfilled workers are bound to be fulfilled
subjects.

These individuals will hold a more uplifting demeanor towards life by and large and
make for a general public of all the more mentally sound

Occupation fulfillment has been considered as condition of condition where

individuals seem to be:

1) Induced to do work proficiently and adequately;

2) Convinced to stay in the endeavor;

3) Prepared to act productively amid contingences;

4) arranged to welcome the progressions without obstruction;

5) Interested in advancing the picture of the association; and

6) Happier and happy with their activity.

The dimension of employment decides the activity fulfillment. People in higher level
jobs find most of their needs satisfied than those in lower level. The activity
fulfillment is an accumulation of dispositions about explicit elements of the activity.
Worker can be happy with a few components of the activity while at the same time
disappointed with others.. The relationship between man and work has attracted the
attention of philosophers, scientists and novelists. A major part of man’s life is spent
at the place of work. The nature and significance of work is important as it occupies
so much of man’s life span. A persons’ job is more than just the obvious activities of
shuffling papers, waiting on customers or driving a truck. Jobs require interaction with
co-performers and bosses; following organization rules and policies; meeting
performance standards; living with working conditions that are often less than ideal
and the like. Job to an individual is not only a means of earning a living but also
serves other functions of individuals’ expectations of job and rewards that the job

5 NICMAR PGPACM 31st Batch 2017-2019

provides. This means that an employee’s assessment of how satisfied or dissatisfied he
or she with his or her job is complex summation of number of discrete job elements.

Organizational Factors:

There are six major organizational factors which contribute to an employee’s attitude
towards his or her job: pay, opportunities for promotion, the nature of work, policies
of the organization and working conditions.

Wages assume a noteworthy job in impacting work fulfillment.

This is a direct result of two reasons.

To start with, cash is a critical instrument in satisfying one's needs. Also,

representatives regularly consider pay to be an impression of the executives' anxiety
for them. Workers need a compensation framework which is straightforward,
reasonable, and in accordance with their desires.

At the point when pay is viewed as reasonable, in light of employment requests,

singular ability level, and network pay benchmarks, fulfillment is probably going to
result. What needs accentuation is that it isn't the supreme sum paid that issues, rather
it is one's view of decency.

Advancements: Promotional open doors influence work fulfillment extensively. The

craving for advancement is commonly solid among workers as it includes change in
occupation content, pay, duty, autonomy, status and so forth.. An average employee in
a typical government organization can hope to get two or three promotions in his
entire service, though chances of promotion are better in the private sector. It is no
surprise that the employee takes promotion as the ultimate achievement in his career
and when it is realized, he feels extremely satisfied.

Nature of work: Most representatives hunger for scholarly difficulties on

employments. They tend to prefer being given opportunities to use their skills and
abilities and being offered a variety of tasks, freedom, and feedback on how wellan
average employee in a typical government organization can hope they are doing.
These characteristics make jobs mentally challenging. Jobs that have too little
challenge create boredom. Be that as it may, a lot of test makes dissatisfaction and a

6 NICMAR PGPACM 31st Batch 2017-2019

sentiment of disappointment. Under condition of moderate challenge, employees
experience pleasure and satisfaction.

Organizational policies and procedures: Organizational policies include the basis for
effecting promotions (seniority versus merit), transfer of people, foreign assignments,
lay-off and retrenchment, appraisal and reward systems, motivational methods, skill
based versus job based pay, and the like.

Working Conditions: Working conditions that are compatible with an employee’s

physical comfort facilitates doing a good job which contributes in turn to job
satisfaction. Temperature, humidity, ventilation, lighting and noise, hours of work,
cleanliness of the work place, and adequate tools and equipment are the features
which affect job satisfaction.

Reward System: Individual can be motivated for good performance by proper design
of the rewards for good performance, which itself depends on design of their work
environment and praise for their performance. Punishment for poor performance can
also reduce the negative performance. Only thing, which is required, is the analysis of
work situation to determine what causes workers to act the way they do and then
initiate changes required eliminating troublesome areas and obstructions to
performance. Specific goals are to set with workers participation and assistance.
Prompt and regular feedback of results should be made available and performance
improvements should be rewarded with recognition and prise. Even when
performance does not equal goals, ways should be founded to help people and praise
them for the good things they do. The psychologist B.F Skinner of Harvard developed
theory called reinforcement Theory having positive and negative reinforcement.
Perhaps the strength of the Skinner approach is that it is closely akin to requirements
of good managing. Be that as it may, a lot of test makes dissatisfaction and a
sentiment of disappointment. Clear contingencies between performance and rewards
are describable in the resent scenario.

7 NICMAR PGPACM 31st Batch 2017-2019

OBJECTIVES

 To identify the problems and study the level of job satisfaction among
construction professionals working in Indian construction industry.
 To study the level of performance in construction professionals.
 To identify the motivation levels among construction professionals.
 To study the career shift from construction industry to other sectors and
analyzes the reasons for the same.

8 NICMAR PGPACM 31st Batch 2017-2019

 CHAPTER 2
LITERATURE REVIEW

Construction projects are facing difficulties day by day in their business. Human
resources are still inadequate and insufficient. The results of the study show that there
was awareness among the contractors and importance of human resource management
on the success of construction of a sustainable development project. [1]

The heart of this process is an organization’s HRM strategy. This study investigates
employee relations as one key area of Strategic Human resource management within
construction. Employee relations are implemented as part of the SHRM function. It
explored semi-structured interviews with the strategy makers and HR or middle
managers of construction. The aim of this part of the research is to examine the multi-
facetted nature of the SHRM function and particularly the perspectives of employee
relations. [2]

The strategic integration of the organizational and human resource planning, team
deployment, performance management, human resource development and employee
involvement activities which are central to effective human resource and project
management One of the contemporary trends within strategic human resource
management (SHRM) has been the application of human resource information
systems (HRISs) as support tools for managerial decision-making. But traditionally,
construction organizations have been characterized by the older personnel ’style
people management practices and low take-up in technology. [3]

The past work in global human asset administration by drawing on ideas from the
asset based perspective of the firm and asset reliance to build up a hypothetical model
of the determinants at vital worldwide human asset administration frameworks in
multinational enterprises. The article at that point offers suggestions concerning the
connections between various key determinants and the multinational enterprise's
general SIHRM approach, the outline of a specific member's HRM framework, and
the HRM framework for basic gatherings of workers inside the associate. [4]

The Global staffing has been a key theme in research in HRM for a number of
decades. They have audit three key contemporary issues in worldwide staffing

9 NICMAR PGPACM 31st Batch 2017-2019

research, in particular, the development of worldwide ability administration and
possibly a more significant way to deal with worldwide portability, particularly
changing examples of worldwide versatility, and the rise of the non-workers as key
choices in the worldwide staffing writing. The paper likewise graphs a future research
plan in every one of these territories. [5]

The strategic management practice appropriate for contractors from professional

practices, and also offers insights from theory and how this may be applied in practice.
It is focus on students, graduates, and practitioners in all fields of the built
environment. This demonstrated how marketing can contribute to the strategic
planning of construction organizations. And partnering, strategic alliances, supply
chain management, lean construction and soon all been part of the agenda of change.
[6]

The construction companies continue to explore foreign construction markets, various

international construction projects are being undertaken in all corners of the world.
This it identifies the social effects of human resource management practices. In an
international construction project with many unique and complicated characteristics,
human resource management can play a significant role in promoting the efficient use
of complex human resources. [7]

All organisations were exhorted to reconsider the way that the human resource
component was managed. Moreover, one of the ‘spin-off’ initiatives that stemmed
from Rethinking Construction was Respect for People in which human resource
management is explicitly propagated as being vital to the aspiration of long-term
improvement for the industry. [8]

All these HRM practices need to be effectively linked and managed appropriately to
collectively foster the desired commitment, regardless of the economic climate. Two
in-depth case studies were conducted, which included one small quantity surveying
practice to identify HRM practices that foster organizational commitment in small
Construction professional services firms. [9]

The factor affecting performance of construction professionals in Nigeria the study

about organizational determinant and demographical descriptors (gender, age, rank,
length of service, academic qualification). [10]

10 NICMAR PGPACM 31st Batch 2017-2019

The performance characteristics are qualities, traits, or individual characteristics that
are required for satisfactory performance in a particular job, role or team. As a
manager you will need to select the characteristics that best emphasize the qualities
that are need for employees to perform their job duties and objectives successful. [11]

It is to conduct employee evaluations it to create standards, goals, keep track of

employee performance and giving the evaluation. [12]

The construction project success greatly depends upon the effectiveness of problem
solving process exercised by site managers. The focus group interview approach
assisted to develop some insights into the current practice of site managers. The use of
non-intuitive tools employed was not found to be difficult and their non-use may be
attributed to the unawareness of the existence of such tools. Ninety-nine civil
engineers were presented with common on-site problems through various informal
intuitive and formal non-intuitive tools and techniques. The nature of tools employed
is found to have an effect on problem recognition. [13]

To this end it differentiates strategic management practice appropriate for contractors

from professional practices, and also offers insights from theory and how this may be
applied in practice. It is aimed at students, graduates, and practitioners in all fields of
the built environment. This has been complemented by a chapter on marketing that
has demonstrated how marketing can contribute to the strategic planning of
construction organisations. Meeting the challenges given to the construction industry
will require the manager of today and tomorrow to think strategically about the future
directions of their organisations. These changes have engendered a new vocabulary,
and partnering, strategic alliances, supply chain management, lean construction and so
on have all been part of the agenda of change. [14]

One of the problems that have been taken into consideration in this study is human
resource management in the construction of a sustainable development project.
Construction projects are facing many problems from day to day in their business.
Even though construction uses more manpower in its business activities compared to
other fields, its human resource management is still inadequate and insufficient. The
main problems of human resource management in the construction of a sustainable
project have been identified. The problem concerning human resource management in
the construction of a sustainable development project needs to be identified and

11 NICMAR PGPACM 31st Batch 2017-2019

methods for improvement need to be formulated for the success of the project. The
results of the study show that there was awareness among the contractors in Malaysia
about the importance of human resource management on the success of construction
of a sustainable development project. [15]

Especially on the basis of the experience of organisations using improvement

techniques, strongly suggested that more careful and considerate use of the people was
a vital aspect. All organisations were exhorted to reconsider the way that the HR
component was managed. Moreover, one of the ‘spin-off’ initiatives that stemmed
from Rethinking Construction was Respect for People in which human resource
management is explicitly propagated as being vital to the aspiration of long-term
improvement for the industry. [16]

Identified capabilities of their professional employees as their main resources in

delivering their services .All these HRM practices need to be effectively linked and
managed appropriately to collectively foster the desired commitment, regardless of the
economic climate. Two in-depth case studies were conducted, which included one
small quantity surveying practice to identify HRM practices that foster organizational
commitment in small Construction professional services firms. [17]

12 NICMAR PGPACM 31st Batch 2017-2019

 CHAPTER 3
METHODOLOGY

3.1 RESEARCH DESIGN

Research design includes both exploratory and descriptive studies. In the initial stages
secondary research has been carried out to get the insights of the topic data based on
the insights a questionnaire has been developed to elicit the responses from the
sample. From the responses by conducting different tests the conclusion and result has
been derived.

3.1.1 DESCRIPTIVE RESEARCH describes the characteristics of the population or

phenomenon that is being studied. This methodology focuses more on the “what” of
the research subject rather than the “why” of the research subject. Descriptive research
primarily focuses on describing the nature of a demographic segment, without
focusing on “why” a certain phenomenon occurs. In other words, it “describes” the
subject of the research, without covering “why” it happens.

3.1.2 EXPLORATORY RESEARCH seeks to generate a posteriori hypotheses by

examining a data-set and looking for potential relations between variables. It is
possible to have an idea about a relation between variables but to lack knowledge of
the strength and direction of the relation. If the researcher does not have any specific
hypotheses beforehand, then the study is exploratory with respect to the variables in
question. The advantage is that it is easier to make new discoveries due to the less
stringent methodological restrictions. Here, the researcher does not want to miss a
potentially interesting relation and therefore aims to minimize the probability of
rejecting a relation. In other words, if the researcher simply wants to see whether some
measured variables could be related to increase the chances of finding a significant
result by lowering the threshold of what is deemed to be significant.

3.2 RESEARCH METHODOLOGY

By studying literature review, gap in the study is found, based on that questionnaires
were obtained and from questionnaires the questions were formed such that likert
scale is applied to questions measured from 1 to 5 by using the Google form

13 NICMAR PGPACM 31st Batch 2017-2019

documents. The survey is conducted only within the construction industry and reviews
were collected from the experience candidates by using the internet, requesting them
through various sources and the reviews were collected. Once the survey is completed,
the data is analyzed by conducting various tests by using software as shown in below
tabular column.

Table 3.1 Tests and software’s

QUESTION TESTS CONDUCTED SOFTWARES USED

The motivation levels Mean, Median, Standard Microsoft Excel
among construction Deviation
professionals.

Study the level of Repetitive Anova Test Statistical Package For

performance in (Mauchly's Test Of Sphericity), The Social
construction Mean, Median, Standard Sciences (SPSS)
professionals Deviation (Descriptive Statistics)
To Identify the Repetitive Anova Test Statistical Package For
Problems and Study (Mauchly's Test Of Sphericity), The Social
the Level of Job Mean, Median, Standard Sciences (SPSS)
Satisfaction Deviation (Descriptive Statistics)
Career shift from Repetitive Anova Test Statistical Package For
construction industry (Mauchly's Test Of Sphericity), The Social
to other sectors and Mean, Median, Standard Sciences (SPSS)
analyze the reasons Deviation (Descriptive Statistics)
for the same

Based on the results obtained it is concluded that the hypothesis is weather retained or
rejected.

14 NICMAR PGPACM 31st Batch 2017-2019

 CHAPTER4
DATA COLLECTION

4.1 QUESTIONNAIRE
Questionnaire is prepared on the basis of objectives of the study with the help of
literature study and experts advice. Following are the questions for the 4 different
objectives of the study.

4.1.1 THE MOTIVATION LEVELS AMONG CONSTRUCTION

PROFESSIONALS.

Table 4.1 Motivation levels among construction professionals.

Questions Options
Employee development a) Job advancement
b) Participative decision making
c) High level of knowledge
d) Developing competencies
e) variety of knowledge

Work environment. a) Variety of tasks

b) Social interaction
c) Significant job
d) Communication flow
e) feedback from work

I am motivated at site due to a) Proper planning at site

b) Well reorganization in firm
c) Not feeling isolated to social interests
d) Attractiveness at work place
e) Pay of scale
f) Competitiveness

15 NICMAR PGPACM 31st Batch 2017-2019

4.1.2 LEVEL OF PERFORMANCE IN CONSTRUCTION PROFESSIONALS

Table 4.2 Level of performance in construction professionals

Questions Options
I ensure that quality of work is
maintained.
I ensure that Work execution progress is
upto date.
I have adequate Site knowledge.
I take up responsibilities.
I enjoy my work and hence to plan to
continue in the same sector.
I have knowledge of software’s used in
construction field.
a) Always
I will be able to complete the given task
b) Often
on time by any means.
c) Sometimes
I am regular to my office/site d) In the beginning
I complete the given targets in time. e) Never
I attend the training programs conducted
by my office.
I give suggestions for improvement of
the work process.
I am aware that the work i do as
important for my project.
I learn new things when doing my work
I can use my potential fully in work.
I use my working hours efficiently.

16 NICMAR PGPACM 31st Batch 2017-2019

4.1.3 TO IDENTIFY THE PROBLEMS AND STUDY THE LEVEL OF JOB
SATISFACTION AMONG CONSTRUCTION PROFESSIONALS WORKING
IN INDIAN CONSTRUCTION INDUSTRY

Table 4.3 Level of Job Satisfaction among Construction Professionals

Questions Options
I am satisfied with working condition.
My Satisfaction level with the
recognition I achieved.
How satisfied are you with
management and employment
relationship.

My level of satisfaction in balancing

office and home a) Highly satisfied
Are you satisfied with your current job? b) Satisfied
What do you feel about promotion c) Average
policy? d) Dissatisfied
Is the pay system in the organization is e) Highly dissatisfied
competitive with the industry?
How is the social interaction among the
colleagues?
How is the motivation level in the
organization?
How is the training and development
given by the organization to the
employee?

4.1.4 CAREER SHIFT FROM CONSTRUCTION INDUSTRY TO OTHER

SECTORS AND ANALYZE THE REASONS FOR THE SAME

17 NICMAR PGPACM 31st Batch 2017-2019

 Table 4.4 Career shift from construction industry
Questions Options
Are you satisfied with your career in a) Strongly disagree
construction? NO OF b) Disagree
Do you find better career prospective RESPONDENT
S.NO WORK EXPERIENCE S c) Neither%
in construction
1 industry?
1-5 66d) Agree 65.34
Would you be shifting your career
2 6-10 17e) Strongly16.83
agree
from construction
3 11-15to any other sector? 6 5.94
4 16-20 4 3.96
Reasons Changing career from a) Pay of scale of salary
5 ABOVE 20 8 7.92
construction management to other b) Health related issues
industry mostly. c) Working over time
d) various site location
e) climatic condition
f) Lack of promotion
opportunities
g) Lack of skills and training

4.2 DATA ANALYSIS

Data has been collected from various construction personnel working in different
firms and locations with the help of a well drafted questionnaire which was prepared
with help of literature review and experts advice. Questionnaire was circulated by
preparing a goggle form and responses were made to undergo various tests such as
REPITETIVE ANOVA TEST, MEAN, MEDIAN, STANDARD DEVIATION, with
the help of SPSS tool. Total 101 data were obtained which is been analysed to form a
conclusion.

Table 4.5 Background of the Respondents

18 NICMAR PGPACM 31st Batch 2017-2019

All the respondents are male.

EXPERIENCE OF THE RESPONDENTS

1 2 3 4 5

5
8%
4
4%
3
6%

2
17%
1
65%

Fig 4.1 Experience of the respondents

STAKEHOLDER OF DISTRIBUTION

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 Table 4.6 Stakeholder of Distribution

CONTRACTOR/
CLIENT/CONSULTAN
T NO

CLIENT 19

CONTRACTOR 52

CONSULTANT 30

CLIENT
19%

CONSULTANT
30%

CONTRACTOR
51%

Fig. 4.2 Stakeholder of Distribution

20 NICMAR PGPACM 31st Batch 2017-2019

 CHAPTER 5
RESULTS AND DISCUSSION

5.1 THE MOTIVATION LEVELS AMONG CONSTRUCTION

PROFESSIONALS

5.1.1 DESCRIPTIVE STATISTICS

Table 5.1 Motivation levels among construction professionals

Descriptive Statistics

1. Employee 2. Work
  development environment 3. I am motivated at site due to

N Valid 101 101 101

Missin 123 123 123

g

Mean 2.51 2.3 2.55

Std. Error of 0.12 0.11 0.14

Mean

Median 2.51 2 2

Mode 1 2 2

Std. Deviation 1.24 1.06 1.42

Variance 1.55 1.13 2.028

5.1.2 PIE CHARTS

21 NICMAR PGPACM 31st Batch 2017-2019

1. Employee development

Fig 5.1 Employee development

2. Work environment

Fig 5.2 Work environment

3. Motivation level at site

22 NICMAR PGPACM 31st Batch 2017-2019

 Fig 5.3 Motivation level at site

In order to determine motivation level of construction personnel mean, median and

standard deviation test is been performed in which the factors effecting the motivation
level are put together and those are having higher mean are considered as more
favorable factors responsible for maintaining motivation level of an employee.

5.2 LEVEL OF PERFORMANCE IN CONSTRUCTION PROFESSIONALS

Hypothesis for the study

H0: level of performance of all parameters is same

H1: level of performance of all parameters is not same

5.2.1DESCRIPTIVE STATISTICS

Table 5.2 Level of performance in construction professionals

Descriptive Statistics

  Mean Std. Deviation N

1) I ensure that quality of work is 1.85 0.97 101

maintained.

2) I ensure that Work execution progress 2.11 1.03 101

is upto date.

3) I have adequate Site knowledge. 1.92 0.98 101

4) I take up responsibilities. 1.94 0.93 101

23 NICMAR PGPACM 31st Batch 2017-2019

 5) I enjoy my work and hence to plan to 2.14 1.00 101
continue in the same sector.

6) I have knowledge of software’s used 2.17 1.07 101

in construction field.

7) I will be able to complete the given 1.92 1.00 101

task on time by any means.

8) I am regular to my office/site. 1.93 1.02 101

9) I complete the given targets in time. 1.97 0.98 101

10) I attend the training programs 1.98 0.93 101

conducted by my office.

11) I give suggestions for improvement 2.10 1.09 101

of the work process.

12) I am aware that the work i do as 2.01 0.93 101

important for my project.

13) I learn new things when doing my 1.89 0.87 101

work

14) I can use my potential fully in work. 2.10 0.94 101

15) I use my working hours efficiently. 1.92 0.88 101

5.2.2 MAUCHLY'S TEST OF SPHERICITY

Table 5.3 Mauchly's Test of sphericity

Measure: MEASURE_1

24 NICMAR PGPACM 31st Batch 2017-2019

 Within Approx. Epsilon

Subjects Mauchly's Chi- Greenhouse Huynh-

Effect W Square df Sig. -Geisser Feldt Lower-bound

factor1 0.211 148.147 104 0.003 0.821 0.935 0.071

In order to determine level of performance of construction personnel various tests

such as mean, median, standard deviation and sphericity test is been performed in
which the factors effecting the level of performance are put together and those are
having higher mean are considered as more favorable factors responsible for
maintaining level of performance of construction personnel.

5.3 LEVEL OF JOB SATISFACTION AMONG CONSTRUCTION

PROFESSIONALS

Hypothesis for the study

H0: level of Job Satisfaction for all parameters is same

H1: level of Job Satisfaction for all parameters is not same

5.3.1 DESCRIPTIVE STATISTICS

Table 5.4 Level of Job Satisfaction among Construction Professionals

Descriptive Statistics

Mea
  n Std. Deviation N

1. I am satisfied with my working condition 3.69 1.02 101

2. My Satisfaction level with the recognition I 3.57 1.05 101

achieved

3. How satisfied are you with management and 3.56 1.09 101
employment relationship.

4. My level of satisfaction in balancing office and 3.59 0.93 101

home

25 NICMAR PGPACM 31st Batch 2017-2019

 05. Are you satisfied with your current job? 3.59 1.02 101

06. What do you feel about promotion policy? 3.48 1.01 101

07. Is the pay system in the organization is 3.55 1.01 101

competitive with the industry?

08. How is the social interaction among the 3.62 1.00 101
colleagues?

09. How is the motivation level in the 3.61 0.98 101

organization?

10. How is the training and development given 3.71 0.91 101
by the organization to the employee?

5.3.2 MAUCHLY'S TEST OF SPHERICITY

Table 5.5 Mauchly's Test of Sphericity

Measure: MEASURE_1

Approx. Epsilon
Within
Subjects Mauchly' Chi- Greenhouse Huynh-
Effect sW Square df Sig. -Geisser Feldt Lower-bound

factor1 0.372 95.727 44 0.03 0.825 0.898 0.111

In order to determine job satisfaction among construction personnel various tests such
as mean, median, standard deviation and sphericity test is been performed in which
the factors effecting the job satisfaction among are put together and those are having
higher mean are considered as more favorable factors responsible for job satisfaction
of construction personnel.

5.4 CAREER SHIFT FROM CONSTRUCTION INDUSTRY TO OTHER

SECTORS

Hypothesis for the study

H0: factors influencing Career Shift for all parameters are same

26 NICMAR PGPACM 31st Batch 2017-2019

H1: factors influencing Career Shift for all parameters are not same

5.4.1 DESCRIPTIVE STATISTICS

Table 5.6 Career Shift from Construction Industry to Other Sectors

Descriptive Statistics

  Mean Std. Deviation N

1. Are you satisfied with your 3.58 1.07478 101

career in construction?

2. Do you find better career 3.67 1.10147 101

prospective in Construction
Industry?

3. Would you be shifting your 3.61 1.25445 101

career from construction to
any other sector?

5.4.2 MAUCHLY'S TEST OF SPHERICITY

Table 5.7 Mauchly's Test of sphericity

Measure: MEASURE_1

Epsilonb

Within Approx. Greenh

Subject Mauchly' Chi- ouse- Huynh
s Effect sW Square Df Sig. Geisser -Feldt Lower-bound

27 NICMAR PGPACM 31st Batch 2017-2019

 factor1 0.947 5.322 2 0.07 0.95 0.968 0.5

5.4.3 DESCRIPTIVE STATISTICS

Table 5.8 Career Shift from Construction Industry to Other Sectors

f) Lack g) Lack
a) Pay of of skill
of b) c) d) promoti and
scale Health Workin various e) on training
of related g over site climatic opportu
  salary issues time location condition nities

N Valid 101 101 101 101 101 101 101

Missing 0 0 0 0 0 0 0

Mean 3.84 3.72 3.66 3.82 3.72 3.82 3.62

Std. Error of 0.1041 0.11108 0.1103 0.11226 0.10925 0.1048 0.1071

Mean 8 1

Median 4 4 4 4 4 4 4

Std. 1.0417 1.11083 1.10298 1.12259 1.09249 1.0481 1.0710

Deviation 5 3 1

Variance 1.085 1.234 1.217 1.26 1.194 1.099 1.147

5.4.4 BAR CHARTS

4. Reasons for changing career from construction industry to other industry would be

a) Pay of scale of salary

28 NICMAR PGPACM 31st Batch 2017-2019

 Fig 5.4 Pay of scale of salary

b) Health related issues

Fig 5.5 Health related issues

c) Working over time

Fig 5.6 Working over time

29 NICMAR PGPACM 31st Batch 2017-2019

d) Various site location

Fig 5.7 Various site location

e) Climatic condition

Fig 5.8 Climatic condition

f) Lack of promotion opportunities

30 NICMAR PGPACM 31st Batch 2017-2019

 Fig 5.9 Lack of promotion opportunities

g) Lack of skill and training

Fig 5.10 Lack of skill and training

In order to determine attrition of construction personnel from construction industry

various tests such as mean, median, standard deviation and sphericity test is been
performed in which the factors effecting the rate of attrition are put together and those
are having higher mean are considered as more favorable factors responsible for rate
of attrition of employees.

31 NICMAR PGPACM 31st Batch 2017-2019

 CHAPTER 6
CONCLUSIONS

After analyzing the data with the help of tests been performed on the responses,
objective wise conclusion are as follows:

Motivation level:

Motivation level of construction personnel at three parameters is tested such as

employee development, work environment and motivation at site level for which
results are as follows.

 Employee development: factors responsible for employee development are

advancement participative, decision making and high level of knowledge.
 Working environment: factors responsible for motivation under work
environment are social interaction significant job and verity of tasks.
 Motivation at site level: factors mainly involved at site level are as proper
planning at site, attractiveness at work place and well recognition in the firm.

Level of performance:

Repetitive Anova test and Descriptive analysis have been made for which Null
hypothesis for level of performance is rejected which means all the factors are not
equally responsible for the performance of the employee in the company

Factors which mainly contribute for maintaining the level of performance are found as
when work is in progress, working environment, knowledge of software’s skill for
improvement, awareness.

Job satisfaction:

Repetitive Anova test and Descriptive analysis have been made for which Null
hypothesis of job satisfaction if rejected that means all the factors are not equally
contributing for the level of job satisfaction of employee in the industry.

32 NICMAR PGPACM 31st Batch 2017-2019

Factors mainly responsible for job satisfaction in construction industry are found as
training in the organization, better working condition, better social interaction and
high motivational level.

Career shift:

Repetitive Anova test and Descriptive analysis have been made for which Null
hypothesis accepted for the test performance for career shift that means all the factors
on which test is been performed is equally contributing for the career shift in the
industry.

Factors which are mainly responsible for attrition of employees from the construction
companies are pay of salary, health related issues, working overtime, various site
locations, climatic condition, lack of promotion opportunities, lack of skill and
training.

33 NICMAR PGPACM 31st Batch 2017-2019

 Chapter 7
SCOPE OF FUTURE STUDY

This study can be carried out for future scope with respective to qualitative analysis by
collecting the data from various construction firms and locations with respective to
their designation levels and data can be collected from their superior (high levels of
designations) so that conflicts observed in managing construction personal could be
obtained efficiently, and better ways of resolution could be obtained

REFERENCES
34 NICMAR PGPACM 31st Batch 2017-2019
[1] Maloney, W.F. (1997) Strategic planning for human resource management in
construction. Journal of management in engineering, vol.13, No.3, 49-56.

[2] Collings, D.G. and Isichei, M. (2018) The shifting boundaries of global
staffing: integrating global talent management, alternative forms of
international assignments and non-employees into the discussion. The
International Journal of Human Resource Management, vol.29, No.165-187.

[3] Kilby, A. and McCabe, S. (2008) September. Human resource management

(HRM) in construction: an exploration of issues and practice.In Procs 24th
Annual ARCOM Conference, September 1-3, 2008, UK.

[4] Lielgaidina, L. and Geipele, I. (2011) Theoretical aspects of competitiveness in

construction enterprises. Business, Management and Education, vol.9, No.1,
67-71.

[5] Nukic, I.S. and Suvak, N. (2013) Impact of human resources management on
business result of Croatian construction companies.Organization, Technology
& Management in Construction, vol.5, No.1, 663-675.

[6] Du, J., Liu, C. and Picken, D. (2012) A Preliminary Study on Human
Resources Management in International Construction.Construction Economics
and Building, vol.7, No.2, 1-11.

[7] Mohyin, N., Dainty, A.R.J. and Carrillo, P. (2012) HRM strategies for
managing employee commitment: A case study of small construction
professional services firms. In Proceeding of the Engineering Project
Organizations Conference vol.9 No. 2-22.

[8] Othman, I., Idrus, A. and Napiah, M. (2012) Human resource management in
the construction of a sustainable development project: towards successful
completion.WIT Transactions on Ecology and the Environment, vol.162,
No.169-180.

35 NICMAR PGPACM 31st Batch 2017-2019

[9] Popescu, C.A.T.A.L.I.N., Mitu, A.U.G.U.S.T.I.N., Uta, D.A.N.I.E.L.A. and
Ion, L.U.M.I.N.I.T.A. (2010) Human Resource Management-a key point for
SUCCESS Project. WSEAS Transactions on Business and Economics, vol.7.
No.2, 170-179.

[10] Raidén, A.B., Dainty, A.R. and Neale, R.H. (2005) Good practice people
management through human resource information systems (HRISs).
Understanding the Construction Business and Companies in the New
Millennium, vol.3, No.221-232.

[11] King, N., Price, A.D. and Dainty, A.R. (2004) Strategic approaches to
managing human relations within construction SMEs. vol.1, No.505-512.

[12] Raiden, A.B., Dainty, A.R. and Neale, R.H. (2004) Current barriers and
possible solutions to effective project team formation and deployment within a
large construction organisation. International Journal of Project Management,
vol.22, No.4,309-316.

[13] Charoenngam, C. and Maqsood, T. (2001) A qualitative approach in problem

solving process tracing of construction site engineers. In Proceeding of the
ARCOM Seventh Annual Conference No. vol.1, No. 475-485.

[14] Meyer, J.P. and Allen, N.J. (1991) A three-component conceptualization of

organizational commitment. Human resource management review, vol.1
No.1, 61-89.

[15] Lewis, R.E. and Heckman, R.J. (2006) Talent management: A critical review.
Human resource management review, vol.16, No.2,139-154.

[16] Stone, D.L. and Deadrick, D.L. (2015) Challenges and opportunities affecting
the future of human resource management. Human Resource Management
Review, vol.25, No.2,139-145.

[17] Shen, J., Messersmith, J.G. and Jiang, K. (2018). Advancing human resource
management scholarship through multilevel modeling. International Journal
of Human Resource Management, vol.29, No.2, 227-238.

36 NICMAR PGPACM 31st Batch 2017-2019

[18] Kothari, C.R. (2004)  Research methodology: Methods and techniques. New
Age International.

[19] Zikmund, W.G., Babin, B.J., Carr, J.C. and Griffin, M. (2013) Business
research methods. Cengage Learning.

[20] Alan, B. and Emma, B. (2003) Business Research Methods, Oxford University
Press.

[21] Loosemore, M., Lingard, H. and Dainty, A. (2003) Human resource

management in construction projects: strategic and operational approaches.
Routledge. Spon Press, London.

[22] Armstrong, M. and Taylor, S. (2014) Armstrong's handbook of human

resource management practice. Kogan Page Publishers.

[23] Miles, R.E. and Snow, C.C. (1984) Designing strategic human resources
systems . Institute of Industrial Relations, University of California.

[24] Cunningham, J.B. and Aldrich, J.O. (2011) Using SPSS: An interactive hands-
on approach. Sage.

37 NICMAR PGPACM 31st Batch 2017-2019

 Appendix

Response sheet:

Response sheets

CONTRACTOR/
CLIENT/CONSU
Email Address Orginization Experience LTANT
kolluri.murali@gmail.com Ivrcl limited 2 CONTRACTOR
srikanths0306@gmail.com JMC projects 1 CONTRACTOR
saicharan.jaladi@gmail.com Sew infra 1 CONTRACTOR
abdul.sk153@gmail.com Csr construction 5 CONTRACTOR
jarunsairam@gmail.com Bscpl 1 CONTRACTOR
shashank.kaushal1031@gmail.com ACE Group 1 CONTRACTOR
CBRE SOUTH ASIA
himanshu.sharma9984@gmail.com PVT. LTD 5 CONSULTANT
rama9653@gmail.com Soma 25 CONTRACTOR
Cybercity builders and
somarbabyu68@gmail.com developers 10 CLIENT
Cybercity builders and
s.venkatesh16@gmail.com developers 27 CLIENT
Cybercity builders and
sreenivasarao@cybercity.com developers 1 CLIENT
Cybercity builders and
yp.yashparmar95@gmail.com developers 5 CLIENT
Cybercity builders and
manasreddy2329@gmail.com developers 14 CLIENT
IL&FS
obendra1978@rediffmail.com ENGINEERING 24 CONSULTANT
IL&FS
vipin_pandey@ilfsengg.com ENGINEERING 8 CONSULTANT
IL&FS
vipinjanmeda@gmail.com ENGINEERING 2 CONSULTANT
tiwari.akarsh91@gmail.com ACE Group 12 CONTRACTOR
IL&FS
amitmavikalan@hotmail.com ENGINEERING 23 CONSULTANT
CYBERCITY
BUILDERS AND
pidugu.vk@gmail.com DEVELOPERS 15 CLIENT
CYBERCITY
BUILDERS AND
pavan@cybercity.in DEVELOPERS 1 CLIENT
CUSHMAN AND
krish.sai56@gmail.com WAKEFEILD 4 CONSULTANT
nishkarsharma@gmail.com HCC 3 CONTRACTOR
choubey.mukund@gmail.com GULF 2 CONTRACTOR

38 NICMAR PGPACM 31st Batch 2017-2019

 CONTRACTING
COMPANY
NARAYAN
ayush09dubey@gmail.com CONSTRUCTION 2 CONTRACTOR
utkarshmishra2011@gmail.com GANGA BUILDERS 18 CONTRACTOR
madhurendrasingh@yahoo.com IL&FS 19 CONSULTANT
gsw2014@gmail.com IL&FS 25 CONSULTANT
prasad_kalka@rediffmail.com IL&FS 11 CONSULTANT
CYBERCITY
BUILDERS AND
venkateshwarlu@cybercity.in DEVELOPERS 26 CONTRACTOR
Prithvi Unicon
Builders &
blsreedhar91@gmail.com Developers 1 CONTRACTOR
bobp179@gmail.com IL&FS 1 CONSULTANT
viswanadhunipramod@gmail.com Preca solution 2 CONTRACTOR
hdusu@gmail.com Dhsusu 5 CLIENT
vipul826@gmail.com L&t 8 CONTRACTOR
amlesh123@gmail.com Il&fs 1 CONSULTANT
Vijay nirman
krishnaprashanth86@gmail.com company ltd 2 CONTRACTOR
anuragyennam1995@gmail.com Planning engineer 2 CONSULTANT
anuragyennam1995@gmail.com Planning engineer 3 CONSULTANT
J KUMAR
INFRAPROJECT
Chinni.Sai106@gmail.com LIMITED 3 CONTRACTOR
avinashn59@gmail.com modi builders 3 CLIENT
gmanikantaswami@gmail.com BSPIL 1 CONTRACTOR
pritamgranada@gmail.com Icici Bank 8 CONSULTANT
fsshsh6@gmail.com Il&fs 2 CONSULTANT
rahul783@gmail.com Gril 3 CONTRACTOR
ashutosh641@gmail.com Ammar 8 CONTRACTOR
krishna512@gmail.com Afcons 1 CONTRACTOR
kunal23@gmail.com Afcons 1 CONTRACTOR
depu1990@gmail.com Afcons 10 CONTRACTOR
amit1972@gmail.com Il&fs 22 CONSULTANT
kalka@1968gmail.com Il&fs 11 CONSULTANT
singh1982@gmail.com Il&fs 13 CONSULTANT
amitlnt@ecc.in L&t 21 CONTRACTOR
goel@lnt.ecc.in L&t 7 CONTRACTOR
arindam@kec.in Kec 2 CONTRACTOR
PHOENIX
RESIDENSIS
sivaji.jayavarapu@gmail.com PVT.LTD 2 CLIENT
shivam206@gmail.com Il&fs 1 CONSULTANT
abhi2nit@gmail.com Rites LTD. 2 CONTRACTOR
iammainak786@gmail.com HCC 7 CONTRACTOR
nitithecooldude@gmail.com M3M 2 CONSULTANT
me.neha018@gmail.com SBI 3 CONSULTANT

39 NICMAR PGPACM 31st Batch 2017-2019

suryakanta.bhagat@gmail.com SBI 2 CONSULTANT
manjulawasthi7@gmail.com SBI 3 CONSULTANT
sonu.bhagat@gmail.com Sbi 1 CONSULTANT
PHOENIX
RESIDENSIS
ramsita@gmail.com PVT.LTD 1 CLIENT
PHOENIX
RESIDENSIS
ramsita@gmail.com PVT.LTD 2 CLIENT
PHOENIX
RESIDENSIS
Hunuman@gmail.com PVT.LTD 3 CLIENT
Sitaravaan@gmail.com Hotel 1 CLIENT
Laxman@yahoo.com L&t 6 CONTRACTOR
sushant086@gmail.com L&t 10 CONTRACTOR
singh_prashant076@gmail.com Dlf 6 CLIENT
Roopesh.yadav@gmail.com Il&fs 5 CONSULTANT
me.ravi@gmail.com L&t 5 CONTRACTOR
pragyaprmt@gmail.com Sbi 3 CONSULTANT
Shikhar.prakash@gmail.com Dlf 3 CLIENT
Bahubali@gmail.com Civil 2 CLIENT
susmita.roy@gmail.com Gammon 2 CONTRACTOR
Kattapa@gmail.com Construction 2 CLIENT
harsh1992@gmail.com Kec 8 CONTRACTOR
jasbir431@gamil.com L&t 3 CONTRACTOR
Information
Rajmata@gmail.com Technology 3 CONSULTANT
Utkarsh_Mishra@gmail.com Dlf 2 CONTRACTOR
darsan1993@gmail.com L&t 7 CONTRACTOR
himanshutyagi@gmail.com Jindal 2 CLIENT
Sachan.bighnesh@gmail.com L&t 5 CONTRACTOR
mogli@gamil.com Jll 2 CONSULTANT
Deepak@gmail.com L&t 3 CONTRACTOR
me.dubayayush@gmail.com L&t 5 CONTRACTOR
yashwant.singh@gmail.com Il&fs 4 CONSULTANT
surendra.ch6@gmail.com karven infra Pvt ltd 3 CONTRACTOR
gnanieswar194@gmail.com Spcl 10 CONTRACTOR
srinevassrisribathula@gmail.com gvr 10 CONTRACTOR
vhkishore@yahoo.com modi builders 4 CONTRACTOR
kondrumalli@gnail.com bvsr construction 6 CONTRACTOR
civilsiva.n@gmail.com Csr construction 3 CONTRACTOR
Sudheerkumar.Kunku@gmail.com modi builders 3 CONTRACTOR
Muralidhanunjay150@gmail.com DESIGN 4 CONSULTANT
Prithvi Unicon
Builders &
thota.manikanta155@gmail.com Developers 8 CONTRACTOR
KARVEN INFRA
madhu.roshan99@gmail.com PVT LTD 5 CONTRACTOR
nitinmanmohan1@gmail.com PHOENIX INFRA 2 CONTRACTOR

40 NICMAR PGPACM 31st Batch 2017-2019

 PVT LTD
JAGARLAMUDICHAITANYAS
AI@GMAIL.COM HARICONS 2 CONTRACTOR
pavankumar0149@gmail.com Tata Projects limited 3 CONTRACTOR

41 NICMAR PGPACM 31st Batch 2017-2019