Exploring Key Contractor Factors Influencing Client Satisfaction Level in Dealing with Construction Project: an Empirical Study in Jordan

Rahman, Abdul; Alzubi, Yazan

doi:10.6007/ijarbss/v5-i12/1935

Cited by 9 publications

(12 citation statements)

References 46 publications

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“…They highlighted the role of values such as trust, commitment, communication and other non-result-ordinated criteria in satisfying clients. Developing a management strategy that identifies the client values and ensures that the constructing services will effectively satisfy the client is essential for success of construction projects (Rahman and Alzubi, 2015;Jang et al, 2003) and achieving client-perceived value within the provided services. To help achieve this, the current research highlighted important construction client values.…”

Section: Discussionmentioning

confidence: 99%

Rethinking client value within construction contracting services

Aliakbarlou

Wilkinson

Costello

2018

IJMPB

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Purpose The purpose of this paper is to improve the understanding of what clients value from contractors’ services. Understanding client values and the way by which clients perceive value will contribute to client-perceived value within contracting services. Design/methodology/approach A literature review was conducted to understand how clients perceive value in the construction industry. In addition, conducting expert interviews and document analysis helped in achieving the research purpose. Findings The findings show that values associated with time, cost and quality can be considered as important client values, while they are not exclusive values for assessing contractor service anymore. Construction clients are concerned about health and safety, low rate of environmental impact, guarantees, creativity, technology transfer, value for money, reliability and tangibles of their contractors’ services. In addition, they value their contractors’ behaviour, attitude and professionalism. Research limitations/implications The study has disseminated different client values, through classified outcomes, to make the knowledge area more available to construction service providers. This study’s findings helped in understanding client values and how clients perceive value from contractors’ services. With this information, contractors are able to provide better services to clients. Satisfactory delivery of the values identified in this study is believed to have the greatest impact on client-perceived value within contracting services. Developing a management strategy that recognises, prioritises and satisfactorily delivers these values is essential to ensure that highest level of client-perceived value is achieved. Originality/value The construction literature is focussed on traditional values related to time, cost and quality, while this study highlighted the role of values such as trust, commitment, communication and other non-result-ordinated values essential for achieving client satisfaction. This study’s findings proposed a new practical assessment concept to value construction contractor services.

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Section: Discussionmentioning

confidence: 99%

Rethinking client value within construction contracting services

Aliakbarlou

Wilkinson

Costello

2018

IJMPB

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“…Similarly, a decrease in perceived value is normally followed by a decrease in satisfaction level related to a particular consumption experience. Measuring consumers' satisfaction is directly linked to many benefits for a company (Rahman and Alzubi, 2015), such as better understanding of problems and reporting of results, and improvement in communications.…”

Section: Fundamentals Of the Proposed Conceptual Frameworkmentioning

confidence: 99%

Risk and perceived value: antecedents of customer satisfaction and loyalty in a sustainable business model

Scridon

Achim

Pintea

et al. 2019

Economic Research-Ekonomska Istraživanja

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In the contemporary economic environment, each company that succeeds in creating and offering value to its clients/consumers will be able to survive in the market and even record profit for the medium and long timethus value represents a driving force for a sustainable business model. Considering the significant role of perceived value within strategic management, the main purpose of this research is to identify and test an adequate conceptual frame in order to study the value concept and its connections with satisfaction, loyalty and perceived risk in order to offer a proper management tool for monitoring the sustainability of an existing business. So, this study proposed and tested concepts in the context of the S.M.E. market in Romania. Results show that both risk and value play a significant role in influencing satisfaction and customer loyalty, thus, in the end, company bottom line. ARTICLE HISTORYare individuals in this study, we will refer to both enterprises and individuals without taking into consideration the differences between them. Some remarks on enterprises' acquisition process need to be pointed out: decision-makers from the acquisition department are usually involved in the purchase decision, along with other departments such as finance, production, etc.; therefore more people are involved in the supplier selection process, enterprises deal with budget constraints, and consultations between requirements, budget, and acquisition processes take place in order to improve the acquisition process.Many companies recognise the significant role of perceived value within strategic management (Spiteri and Dion, 2004). Slater (1997) stated that the existence of a successful company is driven by its own capacity to create and to offer real value for consumers.Following this idea, increasing value for consumers became a strategic point for companies to develop and maintain a competitive advantage. Both loyalty and the company's profitability are strongly related to the process of the creation and delivery of customer value. Customer value, defined by Woodruff as 'a customer perceived preference for and evaluation of those products attributes, attribute performances, and consequences arising from use that facilitate (or block) achieving the customer's goals and purposes in use situations', is considered to be 'a crucial strategic factor in gaining a competitive advantage' (Mele, 2007). We can assert that the consumers' increasing value plays a critical role in companies' strategies in the context of an increasingly competitive environment. In this context both loyalty and the company's profitability are strongly related to the process of the creation and delivery of customer value. The main purpose of our research is to identify and test an adequate conceptual frame in order to study the concept of value, and also the connections between value and other concepts such as satisfaction, loyalty and perceived risk. This study is conducted on the Romanian small to medium enterprise (S.M.E.) market, and the obtained...

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“…Rather, measurable attributes are used to measure the concepts indirectly. Such attributes were also identified from reviewed literature (Al-Damen, 2017;Dave, Parmar, Patel and Prajapati, 2017;Hajjat & Hajjat, 2014;Hatush, 1996;Khatun et al, 2014;Murphy et al, 1996;Myšková & Hájek, 2017;Rahman & Alzubi, 2015;Santos & Brito, 2012;Spacey, 2017)…”

Section: Dimensions Of Organizational Performancementioning

confidence: 99%

An Evaluation of the Organizational Performance of Local Contractors in Kenya.

2021

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Organizational performance is the ultimate measure of the success of any local contractor. It involves the analysis of a firm’s performance measured against its goals and objectives. Whilst it is generally agreed that the organizational performance of local contractors is insufficient, such a notion is arbitrary and most of the time based on anecdotal evidence. The purpose of this research was therefore to establish the level of organizational performance of local contractors here in Kenya. A survey research design was adopted. A questionnaire with the evaluation criteria of organizational performance was used to collect data. The sampling frame included all NCA1, NCA2 and NCA3 contractors. In order to avoid bias in the evaluation process, consultants were included in the survey to obtain an external perspective. The level of organizational performance in local contractors was established at three levels. First, 50 measurable indicators were used. The highest performing indicator was found to be the durability of projects executed by local contractors (mean=7.52). The lowest indicator was established to be the net profit margin of contractors (mean=5.34). The second level involved establishing the level of organizational performance based on the 10 dimensions identified from the literature review. This was achieved by calculating the means of the respective indicators. The best performing dimensions of organizational performance were found to be quality of products (mean=7.308) and client satisfaction (mean=6.923). The least performing dimensions were found to be profitability (mean=5.406) and employee satisfaction (mean=5.683). The final level involved establishing the overall organizational performance of local contractors. This was achieved by calculating the mean of the ten dimensions. The organizational performance of local contractors was established to have a percentage score of 63.74%. This was found to be moderately high meaning there was still plenty of room for improvement.

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Exploring Key Contractor Factors Influencing Client Satisfaction Level in Dealing with Construction Project: an Empirical Study in Jordan

Cited by 9 publications

References 46 publications

Rethinking client value within construction contracting services

Rethinking client value within construction contracting services

Risk and perceived value: antecedents of customer satisfaction and loyalty in a sustainable business model

An Evaluation of the Organizational Performance of Local Contractors in Kenya.

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