Job Behavior of Construction Project Managers: Determinants and Assessment
Publication: Journal of Construction Engineering and Management
Volume 125, Issue 4
Abstract
The paper reports the findings of an investigation into the psychosocial aspects of the work of construction project managers (PMs) in the United Kingdom. A theoretical model, which identified the different variables that may influence the behavior and effectiveness of PMs was developed. This study has used an adapted form of the behaviorally anchored rating scales (BARS) to measure a PM's effectiveness. The technique yielded five behavioral dimensions by which a PM's role may be described, and it was used in a survey involving 62 PMs. Analysis of the data suggests that a PM's effectiveness was influenced by situational and personal variables. The results strongly suggest that by understanding the complexity of such relationships, construction firms can influence the direction and behavior of PMs. The results also suggest that the behavior of PMs and project performance varied independently.
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 125 • Issue 4 • August 1999
Pages: 256 - 264
History
Received: Oct 8, 1997
Published online: Aug 1, 1999
Published in print: Aug 1999
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