Job performance dimensions for improving final project outcomes

Eddie W.L. Cheng, Heng Li, Paul Fox

Research output: Journal article publicationJournal articleAcademic researchpeer-review

20 Citations (Scopus)

Abstract

Job performance is argued to be substantially influential to project performance. However, existing construction management literature pays less attention to job performance issues, not to mention exploring the relationship between job performance and project performance. This study therefore aims at examining the effects of job performance on project performance. Four categories (task, behavior, management, and self) of job performance dimensions were extracted by means of an exploratory factor analysis. A hypothesized model is developed, which specifies the relationships between the four job performance categories (independent variables) and overall project performance (the dependent variable). The model was tested using path analysis. Results indicate that the task category of job performance (consisting of nine dimensions) is significantly related to final project outcomes. Specifically, for the success of a project, a construction company must consider how to ensure employees are equipped with such attributes as responsibility, quality of work, ability, job knowledge, experience, efficiency, accuracy, judgment, and initiative.
Original languageEnglish
Pages (from-to)592-599
Number of pages8
JournalJournal of Construction Engineering and Management
Volume133
Issue number8
DOIs
Publication statusPublished - 1 Aug 2007

Keywords

  • Construction management
  • Organizations
  • Personnel management
  • Project management
  • Statistics

ASJC Scopus subject areas

  • Civil and Structural Engineering
  • Building and Construction
  • Industrial relations
  • Strategy and Management

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