Identifying Motivational and Demotivational Productivity Factors in Qatar Construction Projects

Abstract

Motivation is one of the factors that influence productivity. Project management plays a vital role in the success of projects in Qatar construction industry (QCI). It relies profoundly on the team’s active participation and effective performance. Hence it is important to assess the impact of motivation and demotivation on performance. The main objective of this paper is to identify the key factors that cause motivation and de-motivation in QCI. Literature review, surveys with experts and semi-structured interviews were conducted to identify these factors. Using these factors to conduct specific motivational programs will help improve productivity in QCI. Research on motivational factors impacting productivity has not been conducted in Qatar before, so this work will provide insight on how to deal with productivity issues that QCI faces ahead of a major world event that Qatar will host in 2022.

Motivational Factors Affecting Construction Labor Productivity: A Review

“…The factor of rewards is one of the motivational factors influencing CLP, so it is not surprising that the factor was identified by 21 different publications as a determinant impacting labor productivity in the construction industry. The finding shows that being rewarded, while not being financially exclusive is key motivational factors that improved the construction workforce's productivity (Al-Abbadi & Agyekum-Mensah, 2019), which was further supported by the results from previous studies (Aghayeva & Ślusarczyk, 2019;Al-Abbadi & Agyekum-Mensah, 2019;Doloi, 2007;Funso et al, 2016b;Ghoddousi et al, 2015;Hai & Van Tam, 2019;Hewage, 2007;Jarkas & Radosavljevic, 2013;Jarkas et al, 2014;Khan et al, 2011;McFillen & Maloney, 1988;Momade & Hainin, 2019;Shroff & Sridhar, 2011). In this regard, the study was conducted by (Zakeri et al, 1997) explained that it is improtant to promote and reward employees as a means of increasing their motivation and job satisfaction in order to ehance productivity in the workplace Furthermore, it is recognized the significance of being recognized for their abilities by being rewarded.…”

“…Step 4: Data analysis -the collected data were analyzed, evaluated and ranked by several methods such as simple proportion (Doloi, 2007;Hewage & Ruwanpura, 2006;Kazaz et al, 2008;Ng et al, 2004;Parkin et al, 2009;Rivas et al, 2011;Ugulu et al, 2016), mean score and standard deviation (Al-Abbadi & Agyekum-Mensah, 2019; Funso et al, 2016aFunso et al, , 2016bGhoddousi et al, 2015;Hewage & Ruwanpura, 2006;Jarkas & Radosavljevic, 2013;Jarkas et al, 2014;McFillen & Maloney, 1988;Shin et al, 2013;Shroff & Sridhar, 2011;Zakeri et al, 1996), reliability (Doloi, 2007;Jarkas et al, 2014;Ohueri et al, 2018), factor analysis (Doloi, 2007;Dwivedula & Bredillet, 2010;Funso et al, 2016a), relative importance index (Al-Abbadi & Agyekum-Mensah, 2019; Hemanta Doloi, 2007;Enshassi et al, 2007;Ghoddousi et al, 2015;Gunduz & Abdi, 2020;Jarkas & Radosavljevic, 2013;Jarkas et al, 2014;Kazaz et al, 2008;Khan et al, 2011;Momade & Hainin, 2019;Ohueri et al, 2018;Van Tam et al, 2018), regression analysis (Hemanta Doloi, 2007;Gunduz & Abdi, 2020;Hai & Van Tam, 2019;Olomolaiye, 1990), structural equat...…”

“…In the Asia continent, numerous researchers stated that the primary motivational factors affecting CLP include: Good salary (Al-Abbadi & Agyekum-Mensah, 2019; Ghoddousi et al, 2015;Jarkas & Radosavljevic, 2013;Jarkas et al, 2014;Khan et al, 2011;Nasirzadeh & Nojedehi, 2013;Ohueri et al, 2018;Shroff & Sridhar, 2011) Ghoddousi et al, 2015;Jarkas & Radosavljevic, 2013;Khan et al, 2011;Momade & Hainin, 2019;Ohueri et al, 2018;Shin, Kim et al, 2013;Van Tam, et al, 2018); Recognition (Al-Abbadi & Agyekum-Mensah, 2019; Enshassi et al, 2007;Momade & Hainin, 2019;Nasirzadeh & Nojedehi, 2013;Ruthankoon & Ogunlana, 2003;Shroff & Sridhar, 2011); Supervision (Jarkas & Radosavljevic, 2013;Ng et al, 2004;Ohueri et al, 2018).…”

“…Consequently, a promotion at regular intervals of time has an optimistic approach behind and they are generally given to satisfy the psychological needs of laborers in their workplace (Koch & Nafziger, 2012). Likewise the (Hewage, 2007); 2= (Doloi, 2007); 3= (Dwivedula & Bredillet, 2010); 4= (Hewage & Ruwanpura, 2006); 5= (Funso et al, 2016b); 6= (Jarkas et al, 2014); 7=(Al-Abbadi & Agyekum-Mensah, 2019); 8= (Olomolaiye, 1990); 9= (Shin et al, 2013); 10= (Khan et al, 2011); 11= (Kazaz et al, 2008); 12= (Parkin et al, 2009); 13= (Zakeri et al, 1997); 14= (Ghoddousi et al, 2015); 15= (Nasirzadeh & Nojedehi, 2013); 16= (Momade & Hainin, 2019); 17= (Gunduz & Abdi, 2020); 18= (Ohueri et al, 2018); 19= (Jarkas and Radosavljevic, 2013); 20= (Shroff & Sridhar, 2011); 21= (Ugulu et al, 2016); 22= (Van Tam et al, 2018); 23= (Enshassi et al, 2007); 24= (Rivas et al, 2011);25=(McFillen & Maloney 1988); 26= (Ruthankoon & Ogunlana, 2003); 27= (Aghayeva & Ślusarczyk, 2019) (continued)…”

Critical factors affecting construction labor productivity: A comparison between perceptions of project managers and contractors

“…Enhancing work motivation of the construction workforce: The studies were conducted by (Doloi, 2007;Ghoddousi et al, 2015;Khan et al, 2011;Zakeri et al, 1997) indicated that it is necessary to promote and reward construction laborers as a way of enhancing motivation and work satisfaction to improve labor productivity in the work environment. Besides, the majority of construction practitioners acknowledged the importance of being recognized for their abilities by being rewarded (Momade & Hainin, 2019;Ohueri et al, 2018). Therefore, construction enterprises should provide rewards as a means of demonstrating appreciation for the employees which shows that the managers valued their tasks.…”