Improving clients’ satisfaction in construction projects: the case of Saudi Arabia

Abstract

PurposeClients’ satisfaction is often associated with performance in the construction industry. Organisations that achieve very high ratings of clients’ satisfaction improve their positions in the marketplace. Many clients are often dissatisfied with their project outcomes. Hence, a research study was carried out to examine the ways project managers and/or contractors perceive the subject of clients’ satisfaction.Design/methodology/approachThe study applied qualitative research methods and followed the interpretivist paradigm and inductive research approach. A total of 30 interviews were conducted with construction project managers and evaluated by a thematic analysis.FindingsThe study identified five prominent factors which the project managers perceived to impact on clients’ satisfaction, which are as follows: effective financial management; use of skilled workers; use of advanced technology; customer relation and time management. Other contributors to clients’ satisfaction include effective team leadership, project monitoring, communication and adequate knowledge and skills.Research limitations/implicationsData collection was limited to Saudi Arabia, but the general methodology used and some of the findings may be applicable beyond this country.Practical implicationsThe findings provide a more informed basis of attaining greater clients’ satisfaction by contractors, especially within and possibly beyond Saudi Arabia. Also, contractors can directly enquire from clients about their satisfaction following project completion.Originality/valueA project manager's perspective and Saudi Arabian orientation of clients’ satisfaction are presented. Also, insight into the multifaceted nature of the factors influencing clients’ satisfaction is provided.

Lessons Learned Framework for Efficient Delivery of Construction Projects in Saudi Arabia

“…"They do not consult us", a former college Dean complained. This resulted in lack of ownership or exaggerations in showing ownership by imposing changes to designs and construction sites that were costly and exposed the projects to overruns from the very beginning, as can be read in the case studies, and in line with Mitra and Wee Kwan Tan (2012) and Alshihre, et al (2020).…”

“…They found that project efficiency is 60% correlated with stakeholder satisfaction and 56% with overall project success. To contribute to improving clients' satisfaction in construction projects in Saudi Arabia, Alshihre, et al (2020) identified prominent factors that impact clients' satisfaction: effective financial management, use of skilled workers, use of advanced technology, customer relation, and time management. Effective team leadership, project monitoring, communication and adequate knowledge and skills contribute to clients' satisfaction.…”

“…Some contractors used to develop suitable time schedules and update them frequently using planning software. They recruited skilled workers that contributed to timely project completion and led to owner satisfaction (Alshihre, et al, 2020). On the other hand, others just utilized a very simple tool, Gantt chart with bulk activities.…”

Building Construction Clients’ Design Consultant and Contractor Selection Criteria Versus Post-Occupancy Satisfaction Levels

“…When the results about client satisfaction are compared with the previous studies’ findings, many similarities exist. In the previous studies, cost management was identified as a factor with high significance on client satisfaction (Alshihre et al, 2020; Soetanto et al, 2001). The same factor was identified as one of the major factors predicting post-occupancy overall satisfaction in the current study as well.…”

“…Azimi and Esmaeilzadeh (2017) investigated the relationship between house type and residential satisfaction via a survey using a questionnaire and found that a significant relationship existed between house type and residential satisfaction. Alshihre et al (2020) identified five main factors that the project managers perceived to have a significant impact on clients' satisfaction. These factors were effective financial management, use of advanced technology, having skilled workers, time management, and customer relation.…”