Impacts of Effective Communication towards Performance of Construction Organization

Abstract

The purpose of this study is to examine the significant impacts of effective communication towards the performance of the construction organization. The objectives of the study include to identify impacts of effective communication and evaluate the degree of agreement to which effective communication influence construction organization from construction contractors and consultants' viewpoint. A sample of 200 construction contractors and consultants were randomly selected from the Bureau of Public Procurement (BPP) database, out of which the responses rates received were 160 (80 %). Data analysis include Relative Importance Index (RII) for ranking comparison among the construction professionals on a scale range from 1-5 for rating their responses. Kendall's coefficient of concordance was used to evaluate the degree of agreement between construction professionals related to the ranking of each group of the practices. The results of RII revealed that improve productivity in the organization, reduce project delay, better safety precautions on construction sites, better use of materials and equipment and improve professional commitment to the organization are the top five impacts of effective communication towards the performance of construction organization. The results of Kendall's coefficient of concordance revealed that a high agreement between construction professionals occurred in the ranking of the impacts of effective communication towards the performance of the construction organization. The findings revealed that effective communication help to facilitate better understanding among all parties in the construction organization. It was recommended that stakeholders in the construction organization should adopt the use of effective communication tools and instruments for organizational performance.

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Influence of Internal Organizational Factors and Institutional Pressures on Construction Firms' Performance

“…Some scholars in construction firms have explored the causes of performance heterogeneity based on adopted internal organizational factors (Geraldi, Lee and Kutsch, 2010;Zuhairy, et al, 2013). Many studies conclude that the effects of internal organizational factors on firms' performance are heterogeneous as some of the studies present positive impacts, while the other show negative impact (Lee, Kim and Lee, 2011;Yidizs, Basturk and Boz, 2014;Leje, Kasimu and Kolawole, 2019). These factors vary from study to study without being clear about why some studies emphasize some of them over others, though the findings are heterogeneous regarding whether the impact is direct or indirect (Ortega, Azorin and Cortes, 2010).…”