Impact of Human Capital Development On The Performance of Ethiopian Road Contractors

Impact of human capital development on the performance of Ethiopian road
contractors
ABSTRACT
The Construction industry provides infrastructure that supports the other sectors of the
economy. Unfortunately, the industry is saddled with numerous challenges varying from
internal weaknesses to external threats that affect and influence its performance. The success
of any organization and any industry depends on the human capital available. Human capital
is getting wider attention with increasing globalization and also the saturation of the job
market due to the recent downturn in the various economies of the world.
Developed and developing countries put emphases on a more human capital

development towards accelerating the economic growth by devoting necessary time and
efforts. Thus human capital development is one of the fundamental solutions to enter the
international arena. Specifically, firms must invest necessary resources in developing
human capital which tend to have a great impact on performance The surge of foreign
contractors further dictates that the local contractors need to raise their standards if they
need to remain in operation. This paper examines the extent to which human capitals
have direct impacts on firm performance from various critical perspectives. The research
focused on road and general contractors and Firm performance will be viewed in terms of
financial performance.
Construction Technology Management, Thesis proposal Page I

Impact of human capital development on the performance of Grade one contractors
ACKNOWLEDGEMENT
First, I would like to thank the Almighty God for guiding me throughout the period
of study, which has made it possible for me to reach this.
I would also like to express my gratitude to Prof. Dr. –Ing Abebe Dinku for tirelessly
supporting and guiding me during the course of writing this Proposal. May God bless
you!
Lastly, I would like to express my gratitude to my family for the immense love,
encouragement, and support.
Construction Technology Management, Thesis Proposal Page II

Table of Contents
ABSTRACT...........................................................................................................................................I
ACKNOWLEDGEMENT..................................................................................................................II
LIST OF FIGURES AND TABLES...................................................................................................V
Figures................................................................................................................................................V
Tables.................................................................................................................................................V
CHAPTER ONE: INTRODUCTION.................................................................................................1
1.1 Background of the study.........................................................................................................1
1.2 Statement of the problem........................................................................................................2
1.3 Research objective..................................................................................................................2
1.3.1 General objective............................................................................................................2
1.3.2 Specific Objectives.........................................................................................................2
1.4 Research Questions.................................................................................................................3
1.5 Significance of the study.........................................................................................................3
1.6 Scope of the Study..................................................................................................................3
CHAPTER TWO: LITERATURE REVIEW....................................................................................4
2.1 Meaning of Human Capital.....................................................................................................4
2.2 The Concept of Human Capital Development........................................................................5
2.3 Human Capital Development Mechanisms.............................................................................6
2.3.1 Training and Development..............................................................................................6
2.3.2 Job Rotation....................................................................................................................7
2.3.3 Career Planning and Development..................................................................................9
2.4 Challenges to Human Capital Development within the Construction Industry.....................12
2.4.1 Financial resources........................................................................................................12
2.4.2 Lack of appreciation of the role of human capital in organizational performance

12
2.4.3 Physical resources.........................................................................................................12
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2.4.4 Cost of human capital development..............................................................................13
2.4.5 Slowness to change.......................................................................................................13
2.4.6 High employee mobility................................................................................................13
2.4.7 Low level of education..................................................................................................13
2.4.8 Globalization and technological changes......................................................................14
2.4.9 Economic situation........................................................................................................14
2.4.10 Jobs market...................................................................................................................14
2.4.11 Macho-nature and low-tech of the industry...................................................................14
2.4.12 Fragmentation of the industry.......................................................................................15
2.5 Construction industry............................................................................................................15
2.6 Construction Industry in developing countries......................................................................16
2.7 Construction Industry in Ethiopia.........................................................................................17
2.8 The Relationship between Human Capital and Firm Performance........................................18
CHAPTER THREE: MATERIALS AND METHODS...................................................................20
3.1 Materials...............................................................................................................................20
3.2 Research approach................................................................................................................20
3.3 The research type and Flow chart.........................................................................................20
3.4 Data Sampling, Collection and Analysis...............................................................................22
3.4.1 Data sampling...............................................................................................................22
3.4.2 Data collection..............................................................................................................22
3.4.3 Data Analysis................................................................................................................22
CHAPTER FOUR: WORK PLAN....................................................................................................23
CHAPTER FIVE: BUDGET SCHEDULE.......................................................................................24
REFERENCES...................................................................................................................................25
LIST OF FIGURES AND TABLES
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Figures
Fig 1: conceptual frame work………………………………………………….…...8
Fig 2: flow chart…………………………………………………………………..21
Tables
Table 1: Work Plan ………………………………………………………………23
Table 2: Budget details…………….……………………………………….……..24
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Impact of human capital development on the performance of Ethiopian road contractors
CHAPTER ONE: INTRODUCTION
1.1 Background of the study

Construction plays an important role that goes beyond its share of national output in the
development strategy of any country. However, construction as an industry often faces
many difficulties ranging from internal weaknesses to external threats that affect and
influence its performance (Ofori, 2000). In both developing and developed countries, these
weaknesses and difficulties are usually compounded by the lack of skilled and qualified
operatives which often results in cost and time overruns, as well as quality shortfalls. Other
symptoms of the challenges be setting the industry that could stem from lack of quality
skilled operatives include unavoidable rework, waste, idle resources, accidents, claims,
disputes and. More so, Rowings et al., (1996) argued that many of the problems faced
by the industry arise from a need to maintain a skilled and competitive workforce. It is
also noted that productivity and quality levels are dependent on the performance of
construction workers at all levels. Upgrading the knowledge and skills of all the workers
in the industry, including crafts people are therefore required to improve productivity and
quality of work.
In current global market, companies are composed by competitors, regardless of

industry. To develop a competitive advantage, it is important that construction firms truly
leverage on the workforce as a competitive weapon. A strategy for improving workforce
productivity to drive higher value for the construction firms has become an important focus.
Construction Firms seek to optimize their workforce through comprehensive human capital
development programs not only to achieve business goals but most important is for a
long term survival and sustainability. To accomplish this undertaking, firms will need to
invest resources to ensure that employees have the knowledge, skills, and competencies
they need to work effectively in a rapidly changing and complex environment. In
response to the changes, most firms have embraced the notion of human capital has a
good competitive advantage that will enhance higher performance. Human capital development
becomes a part of an overall effort to achieve cost-effective and firm performance. Hence,
firms need to understand human capital that would enhance employee satisfaction and
improve performance.
Construction Technology Management, Thesis proposal Page 1

1.2 Statement of the problem

Human capital is the backbone of the success in every organization. Lack of human
capital development makes it difficult for contractors to deliver the quality of products
that more discerning customers require. All problems in construction, time and cost overrun,
quality problem, fragmentation etc… indirectly results due to lack of human capital
development. Due to week competition of local contractors nowadays foreign contractors
dominate the construction sector. Therefore, assessing all the necessary information on human
capital development will improve our country construction industry, satisfy all the stakeholders
and increase competitiveness.
Currently in Ethiopia, the demand from clients for higher quality building is also causing
concern amongst contractors about lack of skills and should lead to a new interest in training.
Again, the influx of foreign contractors who are setting higher quality standards (with
many high-rise buildings and other complex roads and civil works) which means that
local contractors may have no choice but to raise their standards and quality of work. It is in
this regard that, this dissertation seeks to look into the impact of human capital
development among Ethiopian road contractors and challenges faced in the development of
human capital.
1.3 Research objective
1.3.1 General objective

The aim of the project is to assess the impact of human capital development on the
Performance of road contractors in Ethiopia.
1.3.2 Specific Objectives

The research is based on the following objectives.
1. To determine the link between human capital development and firm‘s success.
2. To evaluate human capital development among Ethiopian road contractors and its
impact on their performance.
3. To identify challenges to human capital development among road contractors in
Ethiopia.
4. To propose the future course of action.
Construction Technology Management, Thesis Proposal Page 2

1.4 Research Questions

 What are the main challenges of road contractors to human capital
development?
 To what extent does human capital create impact on firm performance?
1.5 Significance of the study

The study will present empirical evidence of the impact of human capital development on a
firm‘s performance in the construction industry. This will provide a profound opportunity for
road construction companies to develop the required strategy to improve on their
performance and clients will able to get a quality of work with fair cost and time . The findings
of the research will also equip construction companies in the area of challenges faced in
human capital development. Therefore, finally it will provide the framework and set the stage
for further empirical studies to be conducted into the human capital development in Ethiopian
construction industry.
1.6 Scope of the Study

This study will delve into human capital development of local construction organizations in
Ethiopia, and the research will focus on contractors, Engineering Associations and clients
engaged in Asphalt road construction. contractors is chosen because; the classification places
on them some responsibility to own some equipment as well as the employment of key
personnel during the execution of their construction contracts. Clients need quality of work
therefore human capital development is one method that helps clients to achieve the quality of
works.

CHAPTER TWO: LITERATURE REVIEW
2.1 Meaning of Human Capital

The topic human capital has been studied since the 18 th century Adam smith in his the wealth of
nations (1776) stated that productivity depends on the division of labour. The idea was later
developed by various scholars in different fields. In economic term human capital theory has
been analyzed in relation to the rate of return of investment in human capital, job mobility,
wages and expenditures on human assets. From the perspective of classic economic theory
human capital considers labour as a commodity that can be traded in terms of purchase and sale.
This theory focuses on the exploitation of labour by capital.
Human capital perceived by economists and researchers as a major pillar of a firm`s economy
growth. Human capitals also refer to processes that relate to training, education and other
professional initiatives in order to increase the levels of knowledge, skills, abilities, values, and
social assets of an employee which will lead to the employee’s satisfaction and
performance, and eventually on a firm performance. According to Annette (2014) and
Rastogi human capital is the knowledge, competencies, values, social and personal attributes
that are represented in the ability to perform labour so as produce economic value.in other
words, it can be defined as a measure of the economic value of an employee’s skill set. Annette
argues that human capital can also be in the form of health. As a company develops
economically the health of its employees improves. Improvement in health will have a
productive side as healthier people can work hard and longer. Therefore the better the well-
being of a company’s employee is the higher the performance it will be.
Human capital is also the knowledge, competencies, values, and social and personal attributes
that are represented in the ability to perform labour so as to produce economic value. In other
words, it can be defined as a measure of the economic value of an employee’s skill set. Some of
this is acquired through investment in education. The amount of investment a person places in
education will have an impact on the income that the person receives after his education. The
constantly changing business environment requires firms to strive for superior competitive
advantage via dynamic business plans which incorporate creativity and innovativeness, this is
essentially important for their long term sustainability. Human resource input plays a significant
role in enhancing firms’ competitiveness.

An internet search of the term human capital returns a fairly conclusive definition as the relative
stock of skills and knowledge an individual have which contribute to or have some form of
economic value. Alternatively these skills can be thought of as those that which make an
individual more productive. However According Schultz (1993), the term “human capital”
has been defined as a key element in improving a firm assets and employees in order to
increase productive as well as sustain competitive advantage. To sustain competitiveness in
the organization human capital becomes an instrument used to increase productivity.
As stated above, human capital is also the competencies and knowledge that are embodied in a
person. People work with their minds as well with their bodies. Indeed, in developed
economies, intellectual ability is far more important than physical ability in determining a
person’s wage. Therefore, investment in improving people’s intellect has become the most
important form of investment in human capital.
2.2 The Concept of Human Capital Development

Human capital development is the process of helping people to acquire expertise. In an
organizational context, it is the process by which organizations help their employees in a
continuous and planned way in order to: acquire or sharpen the abilities required to
perform various functions associated with their present or expected future roles; develop their
general skills as individuals, discover and utilize their inner potential for their own and/or
organizational development purposes; develop an organizational culture in which supervisor
subordinate relationships, teamwork and collaboration among sub-units are strong and
contribute to the professional well-being, motivation, and pride of employees.
There are three main components of `human capital` ---- early ability (whether acquired or
innate); qualifications and knowledge acquired through formal education; and skills,
competencies and expertise acquired through training on the job. The concept of human capital
arose from a recognition that an individual‘s or a firm‘s decision to invest in human capital (i.e.
undertake or finance more education or training) is similar to decisions about other types
of investments undertaken by individuals or firms.
Human capital investment is any activity which improves the quality or productivity of worker.
It involves an initial cost (tuition and training course fees, forgone earnings while at
school and reduced wages and productivity during the training period) which the individual or
firm hopes to gain a return on in the future (for example, through increased earnings or higher
firm productivity).
2.3 Human Capital Development Mechanisms
2.3.1 Training and Development

Training is a learning process that aims to permanently improve the ability and behavior of the
employees by enabling them to acquire new skill, knowledge and attitude for more efficient
performance. Which includes: identification of training needs; developing suitable training
programs; providing requisite job skills and knowledge to employees; evaluating the
effectiveness of training programs. Training is considered fundamentally important to human
capital development. It could be described as the vehicle that takes organization to their
destination within a stipulated time frame.
Development is the growth or realization of a person‘s ability, through conscious or

unconscious learning. Development programs usually include phases of planned study and
experience, and are usually supported by a coaching or counseling facility. Development
occurs when a gain in experience is effectively combined with the conceptual
understanding that can illustrate it, giving increased confidence both to act and to
perceive how such action relates to its context. Some of the benefits of training employees for
an organization are as follows:
(i) Economy in Operations: Trained personnel will be able to make better and economical use
of materials and equipment’s. Wastage will be low.
(ii) Increase productivity: A well trained employee usually shows greater productivity and
higher quality of work out put than untrained employee. Training increases the skill of the
employees in the performance of particular job. An increase in the skill usually helps to increase
both quantity and quality of
(iii) Uniformity of procedures: Training is the best available methods of work can be
standardized and made available to all employees. Standardization will make high level of
performance.
(iv) Less supervision: If the employees took a proper training, the responsibility of supervision
will became less. Training doesn’t eliminate the need for supervision but it reduces the need for
detailed and constant supervision.

(v) Systematic imparting skills: Training helps to reduce the learning time to reach the
acceptable level of performances. The employees need not learn by trial and error or by
observing others and waste time if the formal training program exists in organization.
(vi) Creation of inventory skills: When new skills are required by the organization, it has to
face great difficulties in employment. Therefore training can be used in spotting out promising
men and in removing defects in selection process. It is better to select and train employees from
within the organization rather than seek the skilled employees from the outside sources.
(vii) Higher Morale: The morale of employees is increase if they are given proper training. A
good training program will improve employees’ attitude to achieve support for organizational
activities and to obtain greater cooperation and loyalty. With the help of training,
dissatisfaction, complaints, absenteeism can be reduced among the employees
2.3.2 Job Rotation

The distribution of responsibilities it is suggested will result in specialization. However, to be
able to utilize their specialization in the best possible way, the work-tasks should be rotated
among the employees so as to broaden their field of specialization as well as their knowledge
about the organization’s operation as a whole. Therefore, once a year the work-tasks should
be rotated among the various employees depending upon their qualifications and suitability
to perform the new work-task.
Job rotation is a human resources strategy where companies move employees around to various
jobs within the organization. Intended to provide benefits to both employees and the employer,
job rotation is supposed to increase employee interest level and motivation. There are two main
types of rotations.
Task rotation usually takes place in jobs that involve a high degree of physical demands on the
body or a high degree of repetitive tasks that can become extremely tedious. Employees are
periodically removed from these mentally stressful or physically demanding tasks to a less
demanding task for a while to give them a break. Task rotation has some distinct advantages. It
can increase job satisfaction because workers will be exposed to various work tasks that will
reduce constant physical or mental stress, which may create more motivation to continue in the
position and reduce turnover. Another advantage is the additional effect of cross-training

employees for different tasks, which will increase the flexibility and adaptability of the
organization.
Position rotation is the process of laterally moving an employee to different positions,

departments or geographic locations for the purposes of professionally developing the employee
by exposing them to new knowledge, skills and perspectives. Position rotation can be further
broken down into within-function rotation and cross-functional rotation. Within-function
rotation is where an employee rotates between jobs with similar levels of responsibility and in
the same functional or operational areas. Cross-functional rotation, on the other hand, usually
involves a sequence of positions, often with increasing levels of job responsibilities. Position
rotation has some distinct advantages. Position rotation can be used to prepare promising
employees for future leadership positions by increasing their knowledge, skills and perspective.
It can also assist an organization in creating members with a broad base of organizational
knowledge. Position rotation may also facilitate new personal relationships across the
organization that may help develop a sense of cohesion and loyalty. Job rotation has many
benefits for:
 Increasing motivation and productivity

 Decreasing monotony
 Creating training opportunity
 Supporting career development
 Easing adaption to change etc…
Fig 1 conceptual frame work (business and economics research journal, 2010)
Job rotation in an organization contains three elements namely; individual learning, knowledge
from outside resources and reciprocal action between employees and therefore it is regarded as
an excellent catalyst of improving utility of outside learning resources. It is therefore, a strategy
conducted by organizations to improve employee performance and productivity. (International
journal of business and management, 2014)
2.3.3 Career Planning and Development

Career planning is the continuous process of managing career. It involves gathering information
and knowledge that help to make informed decisions about the future training and career
choices. It also helps to assess employees’ skills and interests in order to find jobs and career
paths that are right for the company.
The concept of career planning encourage employees to analyze and assess their ambitions and
provide them with the information about a company‘s career opportunities. It focuses on
generating an awareness of strengths and weaknesses among employees and at
organization. Without development of people in the organization, the organization cannot
prosper.
Career planning and development helps to:
 Manage career pathway, work towards the target and monitor if we are on track
 Identify short-term and long-term career goals
 Identify skills, strengths and weaknesses of employees as well as possible areas where
training may be required
 Discover suitable and appropriate career options
 Keep abreast of current industry trends, developments and changes
 take action to update individual skills if required.(career planning, April 2015)
Career development programs are most effective when they are integrated with the
organization’s ongoing training and development strategies. For being able to do this, an
organization must have a carefully designed career development system especially designed to
meet its own unique needs and requirements. An automated and well-designed career
management system not only benefits organizations but also help employees and managers or
supervisors in establishing effective communication with each other. All the parties gain
different benefits and combining which they can together set an organizational culture that
supports such types of activities in an organization.

Benefits of a Career Development System to Organization
 Once organization has a fair idea about employee’s strengths and weaknesses, attitude
and behavior, values and future aspirations and skills and competencies, they are able to
make better use of employee skills and put them at the right place.
 The organization can disseminate all important details and information at all
organizational levels in order to ensure effective communication at all levels. It fosters
and lays emphasis on better communication within the organization as a whole.
 It also helps organization retain valued employees by providing them what they want.
Since the organization is able to collect all necessary information about a specific
individual, it can make efforts to retain them.
 It establishes a reputation of the organization in the market. More and more working
professionals see it as a people developer and get attracted towards it.
Benefits of a Career Development System to Employees
 The major benefit of career development system to employees is that they get helpful
assistance and guidance with their career decisions. They get to know about their own
aspirations, objectives and desires and understand how to shape their career.
 By using this system, they can set more realistic goals and objectives that are feasible to
be accomplished over the span of one’s life.
 It fosters better communication between the employee and the manager as well as at all
levels of the organization.
 The best part is that they can get feedback on their performance. This helps them
improve their working style and compels them to upgrade their skills.
 The process leads to job enrichment and enhanced job satisfaction.
Benefits of a Career Development System to Managers/Supervisors
 A career development system helps managers and supervisors in improving and

upgrading their skills in order to manage their own career. Even they get to where they
are heading to and what their aspirations are.
 It fosters better communication between managers and employees.
 It helps them in retaining valued employees as they get to know about their skills and
competencies and future aspirations as well.

 It helps in discussing productive performance appraisal of employees and planning their

promotions as well as their career graph.
 It leads to greater understanding of the organization as a whole and cultivate a
supportive and conducive culture in the organization.
 It helps managers in understanding the hidden aspects of employees and guides them to
allocate employees the right job that matches to their skills and competencies.
A career development system includes a variety of components for use in the organizations. In
order to increase the efficiency of the system. To achieve greater efficiency, most organizations
use:
Self-Assessment Tools: This is the first technique that is widely used by organizations in their
efforts to career management of their employees. This is a career exploration tool where
individuals complete self-assessment exercises and fill information about their skills, interests,
competencies, work attitudes and preferences, long and short term goals and obstacles and
opportunities. The whole exercise helps them understand their own desires and aspirations and
likes and dislikes.
Career Planning Workshops: Once employees are through their self-assessment, they share
their findings with other individuals and their supervisors in career-planning workshops. It
allows them to receive feedback from others and check the reality of their plans and aspirations.
They may change their plans if they find them unrealistic and move in new direction.
Individual Counseling: It is one of the most common activities that are undertaken by almost
all people developing organizations. Generally, individual counseling is provided by career
development specialists, HR specialists or life skills development trainers. Some organizations
hire them from outside while some have their own full-fledged departments where they recruit
and hire trainers for full time. It helps employees in understanding their own goals, making a
change in them if required and working on improving their skills and competencies.
Organizational Assessment Programs: Organizational assessment programs include tools and

methods for evaluating employees’ potential for growth within the organization. The most
popular programs under this category include assessment centers, psychological testing,
portability forecasts and succession planning.

Developmental Programs: Developmental programs are used by an organization to develop

their employees for future positions. They can be internal as well as external and can be
performed under the supervision of human resource staff or trainers and specialists from
outside. These programs include assessment centers, job rotation programs, tuition refund plans,
internal training programs, external training seminars and formal mentoring program
2.4 Challenges to Human Capital Development within the Construction Industry

A firms ability to provide and organize human capital development program is limited by its
own internal situations, internal constraints and by factors outside the firm, external constraints.
Internal constraints include financial resources, physical resources and staff skills and external
resources include the economic situation, legislation, competition and the job market.
2.4.1 Financial resources

The construction industry is rife with a lot of problems. For example loss making organizations
will spend less on human capital development program than more profitable organizations. The
loss making firms will tend to spend money on activities that it feels will have immediate
impact on improving its financial position. This predicament creates foreign the idea of
embarking on human capital.
2.4.2 Lack of appreciation of the role of human capital in organizational

performance
Some managers do not place value on the importance of human capital development as the
means for reinventing organizations to be competitive and proactive in a highly
competitive and ever-changing economic environment (Fugar et al., 2013). In such
environment, human capital development is not factored into the policy and structure of the
company. This has somewhat contributed to the non-sustainability and non-effectiveness of
such local enterprises.
2.4.3 Physical resources

Firms that wish to undertake human capital development program may be limited by the
physical resource they have. Growing firms may have to use all their available space for the
productive process and the necessary administration. This may mean that there is no space to
provide a training room. Some firms may lack sufficient physical resources to provide computer
for staff undertaking the program where computer applications can be used to support the
program.

2.4.4 Cost of human capital development

Fisher et al., (2003) advanced that besides being one of the most important human
resource management functions, Human capital development is also one of the most
costly. Arguably it involves investment of time and financial resources with long-term
benefits. Most owners of construction firms are more interested in immediate benefits
than long-term returns. Thus, such enterprises are not normally inclined to invest in
human capital development
2.4.5 Slowness to change

The construction industry is slow to transformation; old construction procedures and
materials are still been used therefore making human capital development apparently
inappropriate.
2.4.6 High employee mobility

High mobility of construction employees is a major impediment for training and
development. Trained workforces are easily poached by other companies through the use of
attractive wages and other benefits. Consequently, no employer is willing to train
employees who become easy preys‘ for their competitors. It is unappealing for
contractors to train employees because with a better motivation a contractor can attract
trained personnel from other companies. The consequence of this, according to Loosemore et
al., (2003) is a training stalemate. Furthermore, these itinerant employees fail to cultivate any
loyalty to their companies thus further negating the need to provide training to staff.
Paradoxically, many research studies have concluded that one of the ways to reduce
mobility is by training the employees. Because training engenders commitment of
employees and committed employees remain in the organizations for longer periods.
2.4.7 Low level of education

Most Ethiopian construction site employees have low level of education. Studies in the
industry especially in the area of job satisfaction and motivation have revealed a
relatively high percentage of employees whose educational level is not above Junior
High School or its equivalent. Indeed, some artisans were found not to have had any formal
education (Fugar 2007). As a result, any human capital development strategy must include
general skill training, such as, reading and writing. But it is unlikely that employers would
be willing to invest their training budgets in general training which may not have direct impact
to their current jobs.

2.4.8 Globalization and technological changes

Labor markets around the world are going beyond countries’ borders, calling for individuals to
have speciﬁc technology-based skills. However, recent studies found that those educated in the
developing countries are ill prepared to enter the world of work in a global economy. For
example, the project’s study of English language found that despite English being the language
of technology, students in the developing countries especially in Ethiopia were not receiving the
amounts and kinds of English instruction needed to communicate eﬀectively and to keep up
with advances in information technology. Given that the human capital needs of countries
change over time with the introduction of new technology, improving the quality of education
now constitutes a main challenge for the developing countries.
2.4.9 Economic situation

The economic situation business operates in will impact on its ability to provide human capital
development program. High interest rates or high rate of taxation on business for example will
increase business costs and reduce the amount of money available for training.
2.4.10 Jobs market

The jobs market will impact on the level and type of training activity. High levels of
unemployment indicate a surplus of labour in most sectors of the economy and firms may
choose to recruit new staff rather than train existing employees. Low unemployment may result
in shortage of staff that causes a firm to train its employees in the new skills and knowledge
needed. Sometimes these trained employees may be lured to other employers or poached by
offers of better pay and conditions. This may lead to firms reducing training and resorting to
poaching to meet skills need. This approach will create long term problems for the economy or
business sector as skills supply will never meet skills needs. The resulting shortfalls will stop
firms
2.4.11 Macho-nature and low-tech of the industry

According to Fugar construction industry in developing countries, is labour intensive and
many of the activities on construction projects are physical in nature and cannot be
effectively learned in the classroom. This has contributed to the less value placed on
formal training or education by some managers (Loosemore et al., 2003).

2.4.12 Fragmentation of the industry

According to Byrne (1999), most small scale firms are not well structured and therefore do not
provide training and development to employees. Broadwell (1996) noted that smaller firms
have the same training needs such as larger firms. Black and Lynch (1996) also found that
larger firms are more likely to provide formal training programs for their employees than
smaller firms. However Rowden (1995) explains that relative small firms still integrate
human resource development strategies into their business although they are small.
2.5 Construction industry

The Construction Industry can be described as the sum of all economic activities related to civil
and building works: their conception, planning, execution, and maintenance. Such works
normally comprise capital investment in the form of roads, railways, airports, ports and
maritime structures, dams, power generating stations, irrigation schemes, health centers
and hospitals, educational institutions, warehouses, factories, offices and residential
premises.
The construction industry includes all companies primarily engaged in construction such
as general contractors, heavy construction (airports, highways, and utility systems), and
construction by specialist trades. Also included are companies that engage in the
preparation of sites for new construction and in subdividing land for building sites.
Construction work may include new work, additions, alterations, or maintenance and repairs.
The construction sector represents, for many countries, a core economic activity. It not only
provides the infrastructure for all other industries, but also constitutes one of the largest
single sectors in the economy on its own. Closely linked with public works,
governments have relied on the construction sector as a strategically important industry
for creating employment and sustaining growth. For the developing economies, the
construction sector carries particular importance because of its link to the development of
basic infrastructure, training of local personnel, transfer of technologies, and improved
access to information channels (International Investment and Services Directorate Industry,
1999).
The contribution of the industrial sector to the overall economic development of a

country is significant. One of the main indicators of socio-economic and technological
development of a country is the level of the progress scored in this sector. In this respect, the
present industrial development level of Ethiopia, compared to other developing countries,
is low. Industry plays a leading role in the realization of the Agricultural Development
Lead Industrialization Strategy of the country. This is because of its economic and
technological contribution in supplying inputs such as raw materials, machinery, hand
tools, spare parts, components, construction materials as well as in expanding
infrastructure and providing materials and technical services for agriculture, and other
economic sectors. In addition to this, the sector has got a decisive role in the economic
development process of the country in strengthening linkages, interdependence and in attaining
a balanced regional development.
According Miles, D and Neale One of the most important resources is people, and in particular,
the personnel of the agency. Even more important is leadership, Third, the agency should be in
close contact with the industry, and have complete control over all its aspects. Fourth, as
mentioned above, the construction industry should, preferably, have a role to play in the work of
the agency in formulating and implementing its plans. Finally, the agency should be
continuously relevant. This implies that its plans, policies, initiatives, procedures and
communication channels should be continually reviewed and fine-tuned or radically
restructured where necessary.
2.6 Construction Industry in developing countries

The economies of many developing countries are currently confronted by severe difficulties
owing to a combination of lower commodity prices, higher energy costs, falling exchange rates
and rising inflation Ofori (1993). At the same time, the countries face immense social problems
(including a rising urban population and unemployment) which are putting pressure on the
nation’s resources and capabilities. The construction industry in developing country is facing
reduced levels of demand as a result of adjustment programs which invariably involve cuts in
governments’ capital investment.
Corporate development is of crucial importance. Construction industries need companies which

take a long-term view, and are prepared to invest in human resource, equipment and research
and development in order to improve their performance. However, the construction enterprises
in developing countries are known for their lack of knowledge, short-term orientation and lack
of focus on construction (ofori 1991). They are also unable to employ qualified personnel, and
unwilling to appoint them to positions of responsibility. Management development should be a
key concern in the construction firms of the developing countries.

Most developing countries (including Botswana and South Africa in Southern Africa and
Trinidad & Tobago in the Americas), the construction industry has failed to provide the
pre-requisites for development and safeguarding better living conditions. Barriers to the
sector’s performance remain widespread, decreasing the chance to transform the construction
industry into “the engine of growth” World Bank (1984)
Despite the potential of the construction industry for fostering structural transformation and
economic development, international experiences in the construction sector have not always
been successful, as the World Bank (1984) documents. Developing countries are lagging behind
because the degree of trust is low; the institutional framework is still evolving behind a
background of a weak judiciary system. In such an environment, market segmentation is the
dominant feature Well, J. (1986).
According to the study of Ofori in most developing countries there is significant scarcity of
qualified manpower, access to materials and machines for hire is limited, and the
technology base is low. Therefore to improve the problems of construction industry in
developing countries working on human resource has high value.
2.7 Construction Industry in Ethiopia

Ethiopia is a country located in the Horn of Africa. Ethiopia is home to a large population
of inhabitants, According to Alem T. (1999), the majority of the Ethiopian population lives in
the rural areas of the country and only a few live in the urban areas. From the above
statements it can be observed that the construction industry is only confined within a
small portion of the country since majority of construction is undertaken in urban areas.
The rural area, where majority of the population live, is uncivilized.
Population growth and urbanization in Ethiopia led to an increasing need for shelter
developments, and focused attention on the importance of local building materials and
techniques. Accordingly, the construction industry in many parts of the world started to grow
with an increasing demand. In line with this, construction companies are growing at a fast pace
all over the world. With this growth of the construction industry and subsequent growth of
construction companies, contractual relationships related to construction are increasing.
The construction industry is being given special focus in the policies of the country. The
construction industry is one of the three sectors of the economy identified by the Ethiopia
Government for special consideration to foster the country’s economic development. However,

the general state of the domestic construction industry in Ethiopia is still characterized by
inadequate capital base, old and limited numbers of equipment, low levels of equipment
availability and utilization, deficiencies in technical, managerial, financial and entrepreneurial
skills, limited experience and participation of the private sectors in construction and
consultation works, and insufficient and ineffective use of labor-based road construction and
maintenance technology.
Currently, construction is one of the sectors leading the way towards modernization and
industrialization in Ethiopia. In the past history of Ethiopia, the construction industry was not
considered as an independent sector of the national economy. It was rather considered as
incapable of generating national wealth. As a result, no comprehensive strategy for its
development was considered. This, in turn, has led to the undesirable features of the current
construction sector. These features include lack of clear developmental objectives for the
industry; inadequate co-ordination of planning between the industry and infrastructure programs
in the various sectors of the economy, heavy dependence on foreign resources such as materials,
equipment and expertise representation of the role players in the construction sector by
inadequate numbers of suitably qualified and experienced personnel at all levels that include
engineers, technicians, mechanics, operators and foremen, etc. inadequate relevant local
construction regulations and standards. Similar to the developing countries working on human
capital development will improve the appearance of construction industry in Ethiopia.
2.8 The Relationship between Human Capital and Firm Performance

The human capital focuses on two main components which are individuals and
organizations. This concept have further been described by Garavan et al., (2001) that
human capitals have four key attributes as follows: (1) flexibility and adaptability (2)
enhancement of individual competencies (3) the development of organizational
competencies and (4) individual employability. It shows that these attributes in turn
generate and add values to individual and organizational outcomes.
From the individual level, Collis and Montgomery (1995) point out that the importance of
human capital depends on the degree to which it contributes to the creation of a
competitive advantage. From an economic point of view, transaction-costs indicate that firm
gains a competitive advantage when they own firm-specific resources that cannot be
copied by rivals. Thus, as the uniqueness of human capital increases, firm have incentives to
invest resources into its management and the aim to reduce risks and capitalize on
productive potentials. Hence, individuals need to enhance their competency skills in order
to be competitive in their organizations.
The human capital theory has undergone a rapid development. Within its development,
greater attention has been paid to training related aspects. This is much related to the
individual perspective. Human capital investment is any activity which improves the
quality (productivity) of the worker. Therefore, training is an important component of
human capital investment. This refers to the knowledge and training required and
undergone by a person that increases his or her capabilities in performing activities of
economic values..
From the organizational level, human capital plays an important role in the strategic planning on
how to create competitive advantages. Firm indicates that resources are valuable when they
allow improving effectiveness, capitalizing on opportunities and neutralizing threats. In
the context of effective management, value focuses on increasing profits in comparison
with the associated costs. In this sense, firm‘s human capital can add value if it
contributes to lower costs, provide increased performances. Another study found that the
human capital indicators had a positive association on organizational performances. These
indicators such as training attended and team-work practices, tended to result in superstar
performers where more productivity could be translated to organizational performances.
Admittedly, human capital development and enhancement in organizations tend to create a

significant contribution on organizational competencies and this in turn becomes a great
boost for further enhancing innovativeness and the current literature to a large extent
supports the fact that firm performance is positively impacted by the presence of human capital
practices. Some even endorsed that human capital development is a prerequisite to good
financial performance (Delaney & Huselid, 1996). In addition, evidence shows that the
relevance of human capital to firm performance has also become prevalent among the
technology-based new ventures, and it seems that the use of human capital tool (emphasizing
quality of employees) per say in small technology based new ventures tends to have a
great impact on the firms‘ success.

CHAPTER THREE: MATERIALS AND METHODS
3.1 Materials
The materials which will be used to conduct this research are computer, printer, scanner,
analytical software, flush, Rewritable CD, file box and stationaries.
3.2 Research approach

The research will start as two stage study. Problem identification will be done through a
preliminary unstructured literature review and informal discussion with colleagues and
Professionals in the sector. As an output of this initial phase impact and challenges of human
capital development on the performance of Ethiopian road contractors will identified as a
proposed problem to be studied where research questions will be developed in lieu of
investigating this problem.
Contextual and conceptual literature reviews will be reviewed once the problem is identified to
have an in depth understanding on the research topic. The review includes books, journal
articles, and internet sources.
3.3 The research type and Flow chart
The research is a practical problem developed from the observation of construction projects and
the research questions are oriented to investigate the impact and challenges of human capital
development on the performance of Ethiopian road contractors. This research can be
categorized as applied, exploratory, descriptive and co-relational type. It is applied and
exploratory because the research will be initiated from practical problems and finds whether
human capital development has impact on company performance or not. It is also descriptive
and co-relational because it will try to describe the actual challenges of human capital
development.

Literature review
Includes: Conceptual review and Contextual:
- Main challenges of human capital development
- Concept of human capital
- human capital development on developed countries
- Relation between human capital development and firm
Data collection
performance etc.
Data Collection techniques:
(1). Questionnaire
(2). Interviews
(3) Desk study
Data Analysis and
Discussion
Analysis Techniques:
- SPSS software, Microsoft excel
Conclusion and
Recommendation
- Conclusion of research finding
- Recommendation:
- Better way to improve company performance and
competitiveness
- For future study
Fig 3.3: Research Flow Chart

3.4 Data Sampling, Collection and Analysis
3.4.1 Data sampling
The research samples will be taken from stakeholders in the construction industry which are
employers and employees, that will be selected on their direct exposure to Asphalt road
construction activities. For the questioner purpose simple random sampling technique will be
used for selecting the contractors, associations and clients.
3.4.2 Data collection
The data collection will include both primary and secondary data, the primary data will consist
of questionnaire and desk study and the secondary data will be collected from internet, journals,
brochure and supporting evidences.
The primary data sources for the study to produce the following basic documents: respondents’
documents. The respondents’ documents will be collected using questionnaires from
contractors, clients and engineering associations.
3.4.3 Data Analysis

In this part, data analysis will be conducted based the information gathered from desk study
and questionnaire survey. The survey includes structured interviews and questionnaire survey
will be conducted with all stakeholders to obtain views from contractors, clients and
associations. It will include the contractor performance on project time cost and quality, main
challenges of human capital development, and impact of human capital on company
performance and the desk study includes assessment of the other researchers work, Journals and
books
The questionnaire will have three sections. The first section will ask about the socio
demographic characteristics of the respondent the second one will asks about the level of
human capital development in the Ethiopian road construction industry and the last section of
the questioner will be about identifying challenges to human capital Development. . I will use
the SPSS Software for analyzing the data.

Impact of human capital development on the performance of Ethiopian road contractors
CHAPTER FOUR: WORK PLAN

    



                       

                      
1 Literature Review
2 Questionnaire Preparation
Questionaries’ distribution
3
and collection
4 Data Analysis
5 Discussion on finding
6 Report preparation
Report writing and First
7
draft submission
Report editing, Compiling
8
and final submission
W1: Week 1 Table 1: Work Plan

W2: Week 2
W3: Week 3
W4: Week
Construction Technology Management, Thesis proposal Page 23

CHAPTER FIVE: BUDGET SCHEDULE

Unit price Total Price
No Item Unit Quantity
(birr) (birr)
1 Stationary
A4 paper Pac 3.00 150.00 450.00
CD Pcs 5.00 9.46 47.28
Pen Pcs 6.00 5.00 30.00
Photo copy Page 2,000.00 1.00 2,000.00
Flash disk (8GB) Pcs 3.00 200.00 600.00
Printing Page 3,000.00 1.00 3,000.00
Binding No 6.00 350.00 2,100.00
2 Internet service hr 5,000.00
3 Transport 6,000.00
4 For communication 3,500.00
22,727.2
Total
8
2,272.7
Contingency (10%)
3
25,000.0
Grand Total
0
Table 2: Budget details

REFERENCES
1. Black, S. and L. Lynch, (1997), How to Compete: The Impact of Workplace
Practices and Information Technology on Productivity, working paper 6120, National
Bureau of Economic Research, Cambridge.
2. Broadwell, M.M. (1996). Small-business training. In R.L. Craig (Ed.), The ASTD
training and development handbook; A guide to human resource development (pp.
885-899). New York: McGraw-Hill.
3. Buisness and Economics research journal, Volume 1, Number 3, 2010, page 69-85
4. Byrne, S. M., (1999). ―The Value of Human Resource Development to an Organization

5. Career planning, Productive ageing center, National seniors Australia, April 2015
6. Collis, D.J. and Montgomery, C.A. (1995). Competing on resources: Strategy in the
1990s. Harvard Business Review. July & August, pp.118-28.
7. Delaney, J. T., &Huselid, M. A. (1996). The impact of human resource management
practices on perceptions of organizational performance. Academy of Management
Journal, 949–969
8. Dr. Philip Stiles & Mr. Somboon Kulvisaechana, university of Cambridge”Human capital
and performance:”
9. Fadi abdulmoein al sakka, human capital development in special economic zones: the case
of dubai, phd thesis ,2014
10. Fisher, C.D, Schoenfeldt, L.F. and Shaw J.B. (2003).Human resource management (5th
edition). Houghton Mifflin Co., New York.
11. Fugar, F.D.K., Ashiboe-Mensah, N.A and Adinyira, E. (2013) Human capital theory:
implications for Ghanaian construction industry development.
12. Garavan, T. N., Morley, M., Gunnigle, P., & Collins, E. (2001). Human Capital
accumulation: The role of human resource development. Journal of European
Industrial Training, 48-68.
13. Godfred Deku, Impact of human capital development on firm performance, September
2014

14. International Journal of Business and Management; Vol. 9, No. 11; 2014, Published by
Canadian Center of Science and Education.
15. Kidanemariam Gidey Gebrehiwot,the impact of human capital development on economic

growth in Ethiopia: June 2013
16. Loosemore, M., Dainty, A. and Lingard, H. (2003) Human resource management in
construction projects: Strategic and operational approaches.Spon Press, New York.
17. Ofori, G. (2000), "The knowledge-based economy and construction industries in
developing countries", CIB W107 1st International Conference Proceedings: Creating
a Sustainable Construction Industry in Developing Countries, Stellenbosch, 11-13
November.
18. Rastogi, PN 2000, Sustaining enterprise competitiveness- is human capital the answer?,
Human system management, Vol 19, pp193-203
19. Rowings, J.E., Federle, M.O., Birkland, S.A. (1996), "Characteristics of the craft
workforce", Journal of Construction Engineering and Management, Vol. 122 No.1,
pp.83-90.
20. Suzana Ariff Azizan, university of Wollongong,2011 “Enhancing human capital for
technological development.”
21. Wells, J. (2001), "Construction and capital formation in less developed economies:
unravelling the informal sector in an African city", Construction Management and
Economics, Vol. 19 pp.267-74.
22. http://www.managementstudyguide.com/benefits-of-career-development-system.htm
23. http://www.abyssinialaw.com/about-us/item/413-historical-background-of-the-
construction-industry

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Developed and developing countries put emphases on a more human capital

Construction Technology Management, Thesis proposal Page I

Construction Technology Management, Thesis Proposal Page II

LIST OF FIGURES AND TABLES...................................................................................................V

CHAPTER ONE: INTRODUCTION.................................................................................................1

1.1 Background of the study.........................................................................................................1

1.2 Statement of the problem........................................................................................................2

1.3 Research objective..................................................................................................................2

1.3.1 General objective............................................................................................................2

1.3.2 Specific Objectives.........................................................................................................2

1.4 Research Questions.................................................................................................................3

1.5 Significance of the study.........................................................................................................3

1.6 Scope of the Study..................................................................................................................3

CHAPTER TWO: LITERATURE REVIEW....................................................................................4

2.1 Meaning of Human Capital.....................................................................................................4

2.2 The Concept of Human Capital Development........................................................................5

2.3 Human Capital Development Mechanisms.............................................................................6

2.3.1 Training and Development..............................................................................................6

2.3.2 Job Rotation....................................................................................................................7

2.3.3 Career Planning and Development..................................................................................9

2.4 Challenges to Human Capital Development within the Construction Industry.....................12

2.4.1 Financial resources........................................................................................................12

2.4.2 Lack of appreciation of the role of human capital in organizational performance

2.4.3 Physical resources.........................................................................................................12

Construction Technology Management, Thesis Proposal Page III

2.4.4 Cost of human capital development..............................................................................13

2.4.5 Slowness to change.......................................................................................................13

2.4.6 High employee mobility................................................................................................13

2.4.7 Low level of education..................................................................................................13

2.4.8 Globalization and technological changes......................................................................14

2.4.9 Economic situation........................................................................................................14

2.4.10 Jobs market...................................................................................................................14

2.4.11 Macho-nature and low-tech of the industry...................................................................14

2.4.12 Fragmentation of the industry.......................................................................................15

2.5 Construction industry............................................................................................................15

2.6 Construction Industry in developing countries......................................................................16

2.7 Construction Industry in Ethiopia.........................................................................................17

2.8 The Relationship between Human Capital and Firm Performance........................................18

CHAPTER THREE: MATERIALS AND METHODS...................................................................20

3.2 Research approach................................................................................................................20

3.3 The research type and Flow chart.........................................................................................20

3.4 Data Sampling, Collection and Analysis...............................................................................22

3.4.1 Data sampling...............................................................................................................22

3.4.2 Data collection..............................................................................................................22

3.4.3 Data Analysis................................................................................................................22

CHAPTER FOUR: WORK PLAN....................................................................................................23

CHAPTER FIVE: BUDGET SCHEDULE.......................................................................................24

LIST OF FIGURES AND TABLES

Construction Technology Management, Thesis Proposal Page IV

Fig 1: conceptual frame work………………………………………………….…...8

Fig 2: flow chart…………………………………………………………………..21

Table 1: Work Plan ………………………………………………………………23

Table 2: Budget details…………….……………………………………….……..24

Construction Technology Management, Thesis Proposal Page V

CHAPTER ONE: INTRODUCTION

1.1 Background of the study

In current global market, companies are composed by competitors, regardless of

Construction Technology Management, Thesis proposal Page 1