Competency-Based Model for Predicting Construction Project Managers’ Performance

Dainty, Andrew R.J.; Cheng, Mei‐I; Moore, David

doi:10.1061/(asce)0742-597x(2005)21:1(2)

Cited by 135 publications

(104 citation statements)

References 17 publications

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“…For example, these studies (e.g. Ahadzie et al, 2008;Cheng et al, 2007;Dainty et al, 2005) identify job knowledge, self-facilitation and self-regulation as competencies that are the most predictive of project managers' performance. While functional to the effectiveness of collective action, such perspectives, by operationalizing performance as profiency, downplay the role of the individually and situationally based variables at play in project settings.…”

Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

“…Cheng et al, 2005;Dainty et al, 2005;Ahadzie et al, 2008;Cheng et al, 2007). Generally, these studies focus on the identification or development of attributes, traits and characteristics considered to be associated with or predictive of -that is, critical success factors for -construction project managers' performance.…”

Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

“…Eriksson and Pesämaa, 2007;Pesämaa et al, 2009) or competency (e.g. Ahadzie et al, 2008;Cox, et al, 2005;Dainty et al, 2005) approach. The former focuses mainly on the identification and implementation of effective strategies for improving the pattern and quality of project work group interactions, activities and social relations and the latter, on the identification of skill sets and dispositional factors that are the most predictive of project managers' performance.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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The cooperation construct in construction lacks conceptual-definitional clarity. A multi-dimensional model of cooperation is proposed in which the construct is conceptualized as comprising four related yet conceptually distinct behaviors: in-role, extra-role, compliance, and deference behavior. The construct validity of this model is assessed using confirmatory factor analysis and a sample of 140 professional managers in Hong Kong. Structural equation modeling is then used to test specific predictions linking the four cooperative behaviors with two extrinsic (incentives and sanctions) and intrinsic (intrinsic job satisfaction and legitimacy) job cognition variables. Findings confirm the convergent, discriminant, and nomological validity of the proposed model. Between them, the two intrinsic job cognition variables predict all four behavior dimensions: intrinsic job satisfaction predicts inrole and extra-role behaviors; and legitimacy predicts compliance and deference behaviors. In contrast, the influence of the extrinsic job cognition variables on cooperative behavior is imprecise and weaker.The research suggests that initiatives aimed at improving the level of cooperation in construction project settings should focus more attention on stimulating the internal motivations (enhancing 'personal causality') of project actors.

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Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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“…less accidental, more consistent and sustainable) strategies for increasing the engagement of project actors with their TMO workgroups. TMO workgroup members are boundary spanners (Cherns and Bryant, 1984) whose decisions and actions have profound impacts on project outcomes (Dainty, Cheng, et al, 2005). Yet, project actors' self--concepts are often closely linked to their professional or functional role affiliations, which has been shown to result in limited cooperation in construction projects (e.g.…”

Section: Practical Implicationsmentioning

confidence: 99%

Perceptions of status and TMO workgroup cooperation: implications for project governance

Anvuur

Kumaraswamy

Fellows

2012

Construction Management and Economics

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Achieving and sustaining the cooperation of individuals with their temporary multi--organisation (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self--respect to each of four dimensions of cooperative behaviour -in--role, compliance, extra--role, and deference -is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self--respect fully mediates the influences of pride on in--role behaviour and compliance behaviour, and partially mediates the influence of pride on extra--role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self--respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction.

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“…There are two main approaches for the assessment of competency of managers, one originated from USA and the other from UK [3], [4]. The former approach deals with the personal qualities of the managers that means input-oriented and a macro level approach.…”

Section: Competency Development Of Project Managersmentioning

confidence: 99%

An Ontology-Based Knowledge Management Framework for Performance Improvement of Construction Project Managers

Charlesraj¹,

Kalidindi²

2006

Proceedings of the International Symposium on Automation and Robotics in Construction (IAARC)

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'Knowledge Management' (KM) is a promising business management concept that is gaining wide acceptance and is being implemented in various sectors to achieve improved level of performance and competence. Project management competence is one of the most significant criteria upon which the project performance is dependent on. Further, effective project management relies on the project manager's competency and authority. Construction Project Managers (CPManagers) play a key role in the success of a construction project. Assessment and improvement of the Skill, Knowledge, and Competency (SKC) levels of CPManagers will be valuable to CPManagers as well as the organisation. Selection and allocation of suitable CPManagers to projects is a challenging issue. An ontology-based KM framework for performance improvement of CPManagers has been proposed. Ontology of SKC of CPManagers, Construction Projects, and KM Tools constitute the knowledge component. Various elements of competence that are required for CPManagers have been identified.

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Competency-Based Model for Predicting Construction Project Managers’ Performance

Cited by 135 publications

References 17 publications

Measurement and Antecedents of Cooperation in Construction

Measurement and Antecedents of Cooperation in Construction

Perceptions of status and TMO workgroup cooperation: implications for project governance

An Ontology-Based Knowledge Management Framework for Performance Improvement of Construction Project Managers

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