Abstract
This research is aimed to identify and comparatively assess the motivation factors influencing labor productivity from the construction employees’ perception. Based on results of a filled-in and returned questionnaire distributed among 350 workers and managers from 25 construction companies throughout the Republic of Azerbaijan, motivation and demotivation factors were identified. The statistical analysis of motivation drivers showed that most important ones for all construction employees are remuneration (including its timely payment), job security, bonuses, and fringe benefits. Among top demotivators for all types of employees are unsafe work conditions, underpayment, and colleagues’ aggressive management style. Workers are also affected by bad treatment by managers and changing on workmates. While workers are more concerned with quality of site management and good relations with colleagues, managers are more motivated by responsible job and challenging tasks and demotivated by chaos and incompetent colleagues. Thus, according to the study, both economic and non-economic motivation and demotivation drivers occurred to be important for construction employees, and must be accounted by human resource (HR) officers. The results of the research would assist construction companies’ management in developing more precise and employee-oriented human resources strategies and policies.
Highlights
Employees’ skills and background, socio-psychological climate in the team, and labor efficiency affect labor quality, the effectiveness of management decisions, and as a consequence, the final business performance of a company [1,2]
To create an effective human resource (HR) system, management of the company needs to have a clear understanding of factors affecting labor productivity, and personal motivators and demotivators are most important among them
According to the Organisation for Economic Co-operation and Development (OECD), the global construction industry growth is projected to be 3.9% per year, with the market segment growing 85% by 2030, up to 17.5 trillion dollars, which is almost 1% higher compared to the global economy
Summary
Employees’ skills and background, socio-psychological climate in the team, and labor efficiency affect labor quality, the effectiveness of management decisions, and as a consequence, the final business performance of a company [1,2]. The World Bank predicts that the global economy will grow 3% or more per year, thereby pointing to the stress that will be laid on the infrastructure [3,4]. According to the Organisation for Economic Co-operation and Development (OECD), the global construction industry growth is projected to be 3.9% per year, with the market segment growing 85% by 2030, up to 17.5 trillion dollars, which is almost 1% higher compared to the global economy. In India, the construction market is projected to grow almost twofold faster than in China, which will lead to the fall of Japan in the world ranking. The European construction market will grow at a restrained pace, the UK may slide into the sixth place position in the world ranking, overstepping Germany, the largest player in Europe [3]
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