Engaging UK repair–maintain–improve practitioners in improved building performance

Murtagh, Niamh; Owen, Alice; Simpson, Kate

doi:10.1108/ijbpa-03-2021-0042

Cited by 3 publications

(6 citation statements)

References 35 publications

(45 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Similarly, Murtagh et al (2021) noted that prompt payment of subcontractors facilitates trust between the main contractor and subcontractor. Likewise, construction risk management and the health and safety of construction activities is hinged on trust built between the contractor and subcontractor (McArdle and Gunning, 2018; Oswald et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Conversely, the practice can be abused to make it unethical in which the values of other Contractors tenders are shared with the competition. This allows the chosen contractor to lower their price to suit, meaning they are more likely awarded the project or package, creating an unfair tender process (Degn and Miller, 2003; Murtagh et al , 2021). This approach may make subcontractors weary of entering a contract, as this would alter how the relationship will progress.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Subcontractor trust issues on payment and valuation practices in UK private projects

Omotayo

Danvers-Watson²,

Oyegoke

2022

JFMPC

View full text Add to dashboard Cite

Purpose Construction project delivery is hinged on the performance of the contractor and subcontractors. In many private construction projects in the UK, there are trust issues between the subcontractor and contractor, especially when there are no collateral warranties to protect the rights of the subcontractors. The purpose of this study is to investigate and identify the causations of distrust between subcontractors and contractors and proffered panaceas. Design/methodology/approach Qualitative open-ended questions were used. Twenty respondents, mainly supervisors, tradesmen, subcontractors and main contractors in the UK, were interviewed. The thematic analysis approach was used to identify the dominant themes. Findings The interview findings were presented descriptively, and the frequency approach identified more occurring themes from the interviewees’ responses. The six themes contributing to distrust between subcontractor and contractor are financial pressures, partnering approach, payment and trust, nature of trust, internal influence and unfair payment. Practical implications The findings of this study revealed that many subcontractors have limited knowledge of the clauses in contracts they are entering into. Thus, in addition to obtaining collateral warranties, subcontractors must carefully understand their contractual obligations and payment arrangements before agreeing to be part of a construction project. Originality/value Although this study aimed to shed light on the distrust between subcontractors and contractors in private UK construction projects, improvements in contract administration, subcontractors continued professional development and improved valuation processes can reduce distrust between subcontractors and contractors.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Subcontractor trust issues on payment and valuation practices in UK private projects

Omotayo

Danvers-Watson²,

Oyegoke

2022

JFMPC

View full text Add to dashboard Cite

show abstract

“…The construction industry in this regard, being responsible for 37% of global emissions, carries a considerable share of the burden (Hamilton et al , 2021). A radical transformation is required to decarbonise the sector and buildings (Murtagh et al ., 2023). The UK's Net Zero Strategy - “Build Back Greener” (HM Government, 2021), which sets out the polices and proposals for 2050 decarbonisation seeks to address the transition required from the major economic sectors.…”

Section: Unsustainable Return To Practicementioning

confidence: 99%

Guest editorial: Building performance and sustainable infrastructure: unsustainable return to practice

Gorse

Booth

Scott

2023

IJBPA

View full text Add to dashboard Cite

Unsustainable return to practiceThe abrupt decline in global carbon emissions experienced during the pandemic was not sustainable. Overwhelmingly, this is evidenced by the advanced economies' swift return to close to pre-pandemic levels and, of greater concern, the total global use of fossil fuels has rebounded to their highest level in history (IEA, 2021;Jackson et al., 2022). Unfortunately, post-pandemic, the anthropic life threating activities have resumed.Although the International Panel on Climate Change (IPCC) galvanised a global response with Net Zero pledges, the United Nations implementation data presents a sobering picture (UN, 2022). The impact data report reveals that the 2030 Agenda for Sustainable Development is in grave danger (UN, 2022). Many of the sectors in the major economies remain outdated and carbon intensive, with initial commitments not matched by action (Marteau et al., 2021; UN Environment Programme, 2020). The construction industry in this regard, being responsible for 37% of global emissions, carries a considerable share of the burden (Hamilton et al., 2021). A radical transformation is required to decarbonise the sector and buildings (Murtagh et al., 2023). The UK's Net Zero Strategy -"Build Back Greener" (HM Government, 2021), which sets out the polices and proposals for 2050 decarbonisation seeks to address the transition required from the major economic sectors. However, in a recent High Court legal challenge from environmental groups it was held that the Strategy provided insufficient information on how the carbon budgets would be met (Friends of the Earth Ltd., Client Earth, Good Law Project and Janna Wheatly and Secretary of State for Business Energy and Industrial Strategy, 2022). Although early decarbonation of sections of energy supply show progress, other sectors present a sizeable hurdle. This is especially so in the construction sector, which is not maintaining pace towards Net Zero (Hamilton et al., 2021). The Royal Academy of Engineering notes that much more needs to be done (Mitchell et al., 2021). The Academy calls for better design and specification, major developments in construction and reuse of buildings and materials, as well as significant changes to procurement if the sector is to achieve Net Zero by 2050.The research reported in this special issue of the International Journal of Building Pathology and Adaptation, which focusses on building performance and infrastructure, affirms just how wide and varied the challenge is and how critical research is to the solution.Here, even where research is advancing, there are still knowledge gaps.The contributing academic papers clearly identify transformational challenges both with current practice, existing methodologies and measurement tools. Bruce-Konuah et al. (2023) found that all domestic building occupants in their study of heating behaviour manually override their heating system, undermining the use of the thermostat set point. Agyekum et al. (2023) showed that even when buildings were sustainably certified using ...

show abstract

“…It is also the extent to which workers use their skills, knowledge, and attitudes to achieve desired results and meet particular goals. Murtagh, Owen and Simpson (2021), employee performance is frequently measured indirectly through aspects of worker behavior at work like speed, courtesy, etiquette, precision, time management, consistency, and impact on other workers.…”

Section: Background Of the Studymentioning

confidence: 99%

“…Organizations compete globally to maintain their market share and apply good reward systems to attract, retain, and encourage their workers (Hussain, Khaliq, Nisar, Kamboh & Ali, 2019). Employee performance in an organization can be stimulated by increasing the rewards (Hussain, Khaliq, Nisar, Kamboh & Ali, 2019;Murtagh, Owen & Simpson, 2021;Yong, Yusliza, Ramayah, Chiappetta Jabbour, Sehnem & Mani, 2020). Rewards are among the key tools applied by organizations to attract, retain, and encourage their employees.…”

Section: Background Of the Studymentioning

confidence: 99%

Reward Management and Employee Performance in Keystone Foods LLC, USA

2022

JHRL

View full text Add to dashboard Cite

Reward management has become a particular source of concern for human resource managers, with particular emphasis on its impact on employee performance. Hence, the study examined the effect of reward management on employee performance in the case of Keystone Foods LLC in the USA. The study was literature-based and the analysis was based on the findings from previous studies. The study found a strong relationship between reward and employee performance. Reward management is primarily about managing expectations, which are what workers expect from their employers in exchange for their contributions. Rewards are among organizations' key tools to attract, retain and encourage their employees. Reward management analyzes and controls employee remuneration, compensation and other employee benefits. Firms use a combination of financial and non-financial reward management to motivate employees. The study concluded that reward management positively affects employee performance in keystone foods LLC in the USA. Any firm that does not care about its employees' well-being is said to be working toward failure. The issue of reward management is a critical factor in employee performance. Employee performance is seen to be highly influenced by reward management, such that the more effectively a firm manages its rewards, the better the workers perform. The rewards of the employees need to be included as one of the key strategic management aimed to increase the performance level of the employees. It is recommended that keystone foods LLC in the USA should continue rewarding the employees. For high performance from employees, organizations should pay employees on time and provide the required equipment and physical working conditions in the workplace. The firms should provide adequate tools for employees who work for different organizations in order for them to concentrate on their duties. The rewards of the employees have to be included as one of the key strategic management aimed to increase the performance level of the employees.

show abstract

Engaging UK repair–maintain–improve practitioners in improved building performance

Cited by 3 publications

References 35 publications

Subcontractor trust issues on payment and valuation practices in UK private projects

Subcontractor trust issues on payment and valuation practices in UK private projects

Guest editorial: Building performance and sustainable infrastructure: unsustainable return to practice

Reward Management and Employee Performance in Keystone Foods LLC, USA

Contact Info

Product

Resources

About