BQS 610:

PROJECT
MANAGEMENT II

LECTURE 4: HUMAN MANAGEMENT

IN PROJECT & CONSTRUCTION
MANAGEMENT - MOTIVATION
Lecturer: Professor Sr Dr Fadzil Hassan
padzil037@uitm.edu.my

Centre Of Studied For Quantity Surveying

Faculty Of Architecture, Planning & Surveying (FSPU), UiTM Shah Alam
 Module Learning
Objectives:
 The aim of this lecture is to enable able students to learn
how motivation should be applied on project and
construction management.

 Upon completion the students are expected to be able to:

- identify and explain motivation and its features
- discuss how motivation applies in construction
organizations and project organizations
- contrast the different approaches to motivate
project/construction management teams
- explain the different processes of motivating teams
and working groups in project organizations.
 Project Objectives (Construction):
• Time
• Cost Objectives:

Recap:
• Quality Health & Safety  Competitiveness
• Environmental Requirements  Profit
 Sustainability
 Increased customer base

Management  More prestigious projects

and Managers in
Construction Organisation Managers:
 Top Manager :
CEO, Managing Director,

Organisations
General Managers, Chief
Operating Officer (COO)

 Middle Managers:
 Middle managers: Accountants, Human
Chief Architect, Senior QS, Senior Architect, Resource Managers,
etc. Managers, Procurement
& Contracts Manager,
 Line Managers:
QS, Architects, Engineers, Construction Site  Line Managers
Managers Supervisors,
Coordinators, Team
 Team Leaders: Leaders,
Site Supervisor, Clerk-of-Work, Trade
‘Kepalas’
 • Project objectives
• Process, activities
• Plan, monitor & control
• Resource management
• Performance measurement

• Analytical • Leadership
• Critical • Motivation
• Decision making • Communication
• Conceptualisation ability • Team management
• Conflict management
• Personality
• People management

Re-cap: Competencies on Project &

Construction Management
Re-cap: Scope of
Management
within a ‘Project
Life Cycle’
Motivation:
What does it
mean to
you?
 Motivation
 Motivation:
The willingness to put forward self.

 The goal:
- high performances and
productivity
- fewer ineffective performers to
improve

 The traditional approach in

construction
- REWARDS and PUNISHMENTS

 Motivation works best when

individual needs are compatible
with organizational goals
 Why Motivation?
Performance (P) = Competency (C) x Motivation (M)

 The job management or a manager (Top, Middle & Line

Managers)
- A MUST

 The challenge:
- Motivation practice and theory - difficult subjects,
touching on several disciplines.
- The ‘mechanistic’ thinking paradigm amongst
construction managers

 Problem:
- often not clearly understood
- more often poorly practiced.

 Basic of motivation: Understand the human nature itself

Human Resource
Approach
 Concept of the “whole person”
 Employees are complex and motivated by
many factors
 In construction - validity of manipulating
employees/people through economic or
social rewards?
Critical starting point:
 Assuming employees competent
 They are able to make major contributions to
performance
 Through them, manager can enhance
project and organizational performance
Re-cap: Definition Project Manager:

of Certified • “Project Manager is defined as the project

personnel employed to lead the construction

Construction project through the design and construction

stages of the project. He or she may be
employed either by a client, consultant or
Project Manager contractor organisation.”

(CPM) & Construction Manger:

Construction • “The Construction Manager is defined as the

individual employed by the contractor to lead
the construction implementation process at the
Manager (CCM) project site. He/she shall possess the
competency to plan, coordinate, monitor, and
controls the construction project activities at
the project site”
CIDB (2019)
Identify the stakeholders of the project that needs
to be motivated by the Project Manager
Identify the stakeholders of the project that needs to be
motivated by the Construction Manager
 Suppliers
Professionals

The Motivation
Third Parties Challenge Contractors
in Construction

Sub-Contractors

Office Workers
Workers
Reflection
(Scientific
Management)
Scientific Management
• Workers soon came to dislike
work
Workers do
• Boring, repetitive tasks
not naturally
• Humans little like machines. enjoy work • Increased productivity
levels and lower unit
costs
• Lay off workers as productivity
• Mass production
levels increased
• Autocratic
• Strikes and other forms of management style
industrial action by dissatisfied • Bureaucratic
workers management system
 Humanistic Management
• Workers see workplace
fulfilling their social needs Workers Improved workers welfare and
consideration for their interest
• Workers treated as people work not
• Workplace as extended
just for the
Workers work as teams
facility for workers needs money
• Mentally challenging and Contribution and involvement of
Productivity workers to work process
interesting work could be better
motivated by
• Humans little like people having their
social needs met Workers have intrinsic values to
whilst at work contribute to the organisation • Paternalistic style of management
• Avenue to harness workers
• Promotes lean management
talent for the benefit of the
organisation • Empowering the worker

• Workers as asset and important

management resource
 Hawthorn Experiment (Elton Mayo)
 Individual workers cannot be treated in isolation
but must be seen as members of a group.

 Monetary incentives and good working

condition are less important to the individual
than the need to belong to a group.

 Informal or unofficial groups formed at work

have a strong influence on the behaviour of
those workers in a group.

 Managers must be aware of these 'social needs'

and cater for them to ensure that employees
collaborate with the official organisation rather
than work against it.
Motivation Theories
Motivation results from the individual’s
attempts to satisfy needs:
 Theory X & Theory Y (Mac
Gregor’s)
 Hierarchy of Needs Theory
Proper management of (Maslow)
reinforcement can change the  Hertzberg “Two-Factor Theory”
 ERG Theory (Alderfer)
direction, level, and persistence
 Acquired Needs Theory
of an individual’s behavior: (McClelland).
 Self Fulfilling Theory
 Reinforcement Theory
 Expectancy theory
 Maturity Theory
 Reward System

Focus on the thought processes through which people choose

among alternative courses of action:
 Equity theory.
 Expectancy theory.
Theory X & Theory Y (McGregor) Positive
Negative  Assumes employees
may be ambitious, self-
motivated, anxious to
accept greater
 Employees have little responsibility, self-
ambition; without an direction and
enticing incentive program empowerment.
and will avoid responsibility
whenever they can.  Believe - employees
enjoy their mental and
 Believes that his or her physical work duties
employees do not really
want to work, would rather
avoid responsibility  Employees have the
desire to be creative and
forward thinking in the
 It is the manager's job to workplace.
structure the work and
energize the employee.  Productivity by giving
employees the freedom
 Productivity through strict to perform at the best of
rules, procedures and their abilities without
needs to be closely being bogged down by
monitored rules.
 Motivating Factor

Hertzberg
“Two-Factor
Theory”

Hygiene Factor
Maslow’s Hierarchy of Needs
Alderfer’s ERG Needs

Growth needs.
Desire for continued
personal growth and
development.

Relatedness needs.
Desire for satisfying
interpersonal relationships.

Existence needs:
Desire for physiological
and material well-being
Acquired Needs Theory
(McClelland)  Human needs go on changing, needs change
over time as they mature.
 When humans grow economically, their needs
also grow proportionately.
 Needs are changed with time according to our
experiences of life.
 These needs can be basically classified into
three categories.
a. Achievement - want to excel and would
prefer timely recognition of their efforts
b. Affiliation - want peaceful relationships with
their surrounding people
c. Power - may require power to exercise
control over others in their surrounding
Equity Theory (Stacy Adams)

 When people feel fairly or

advantageously treated, they are more
likely to be motivated

 When they feel unfairly treated, they

are highly prone to feelings of
disaffection and demotivation.

 The way that people measure this

sense of fairness is at the heart of
Equity Theory.
 Self-Fulfilling
Prophecy
 People react to the situations they are in and
the way they perceive the situations

 Once convinced, they will take very real

actions in consequence.

 A manager expectations of employees and

the way the manager treats them largely
determines their motivation level
(performance and career progress).

 Effective managers, able to create belief of

high-performance expectations that
subordinates are willing to fulfill
Expectancy
Theory
(Victor H.
Vroom )
 Maturity Theory (Chris
 Agryis believed that managers who
treat people positively, and are
Argyris)
responsible adults, will achieve the
highest productivity.
Motivation – need to considers changes that take place in the
 He thought that common problems of personality of individuals:
employee avoiding work, lack of - First (passive)
interest, alienation and low morale - Second (dependency)
may be signs of mismatch between - Third (as people matures, they are capable of behaving in
management practice and mature many ways)
adult personality. - Fourth (individuals develop deeper and stronger interests
as adults)
- Fifth, (time perspective of children is very short, involving
 His solution to the problem is to only the present, but as they mature, their time perspective
expand job responsibilities; allow increases to include the past and the future)
more task variety and adjust - Sixth (individuals as infants are subordinate to everyone,
supervisory styles to allow more but they move to equal or superior positions with others as adults)
participation and promote better - Seventh (as children, individuals lack an awareness of a
human relations. "self," but as adults they are not only aware of, but they are able to
control "self.“)
 Reinforcement
Theory (BF Skinner)
• Human behavior determined by the previous
positive or negative outcomes of the behavior

• People tend to repeat behaviors that they have

learned will produce pleasant outcomes.

• Behavior that is reinforced will be repeated;

behavior that is not reinforced will no be repeated.

• Rewards increase a behavior.

• Punishments decrease a behavior.

• Consequences which give neither Rewards nor

Punishments extinguish a behavior.
 Performance awards
a. Example : worker of the month
Motivation & The b. The awards can be in terms of certificate, cash
Reward System prizes, etc.
c. Publicity is given through in-house journal,
photographs and write-up a on the company
notice-boards
• The wage & benefits package
offered to employees in return Letter of appreciation
for their services, can attract
and help to retain good workers d. Good worker may be rewarded with a letter of
appreciation, signed by the higher-ranking
manager

• However, to motivate workers, e. Sponsorship to seminars, conferences an d

special schemes such as overseas
rewards have to be devised.
Financial rewards:
a. Salary increase
• Rewards, both financial and
b. Bonus
non-financial, to motivate
employees.
Exercise Question
1. En. Ahmad is the Construction Manager for
ABC Construction Sdn. Bhd. Suggest to En
Ahmad how he should motivate the
following parties in his project team at the
construction site:
• His site QS, Engineers and Site
Managers
• The sub-contractors working on his
project site
• The daily general laborers
 Exercise Question
2. Scientific management approach is the best
approach to manage the project team.

3. Humanistic management approach is the best

approach for management the staff in a
housing development company.

4. Discuss why Construction Project Managers

(CPMs) and Construction Managers (CMs)
need to consider Equity Theory when
motivating their project team.
Thank
You