Task Demands in Masonry Work: Sources, Performance Implications, and Management Strategies
Publication: Journal of Construction Engineering and Management
Volume 139, Issue 5
Abstract
Construction work involves significant physical, mental, and temporal demands. High task demands increase the likelihood of errors, with implications for rework, safety, and productivity. To ensure the safety and productive efficiency of workers, it is important to better understand the task demands and manage them effectively. This exploratory study investigated the task demands in masonry work, the factors that generate the demands, the influence of demands on performance, and the practices that field supervisors use to manage/regulate them. Data were collected on two masonry projects. The NASA Task Load Index (TLX) was used to measure the workers’ subjective assessment of task demands. The members of masonry crews perceived different type and level of task demands depending on their role—supervisor, masons, laborers, and operator. Interviews with the crew members identified design features and work practices that influenced the task demands. Extensive field observations identified three strategies that field supervisors use to manage task demands: (1) matching task demands with capabilities; (2) reducing temporal demands; and (3) shifting task demands between roles. Finally, data were collected on performance problems with emphasis on delays, mistakes, rework, and safety incidents. Rework often involved higher task demands and hazards than the normal tasks. The study contributes to practice by identifying factors that increase the task demands of masonry activities and that need to be managed to improve performance. In terms of research, the study identifies and measures the multiple task demands for the different masonry crew roles, identifies sources of task demands, and strategies to manage them.
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Acknowledgments
The authors greatly appreciate all the managers and field personnel of the participating companies for taking the time to explain their activities and task difficulties. The research described in this paper was conducted with the support of NSF and the CAREER Award Grant No. 0645139.
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Published In
Journal of Construction Engineering and Management
Volume 139 • Issue 5 • May 2013
Pages: 581 - 590
Copyright
© 2013 American Society of Civil Engineers.
History
Received: Apr 30, 2012
Accepted: Jul 17, 2012
Published online: Jul 26, 2012
Published in print: May 1, 2013
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