Thesis

Site management teams and project performance in the UK construction industry

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Awarding institution
  • University of Strathclyde
Date of award
  • 2007
Thesis identifier
  • T11853
Qualification Level
Qualification Name
Department, School or Faculty
Abstract
  • Genuine team working is inextricability associated with good performance. Within the United Kingdom construction industry the need for team working is extensive. A proper understanding of teams and the advancement of construction team management capacity would have far-reaching benefits for the sector. The research programme investigates the empirical relationship between construction site management team efficiency and project performance. The adopted case study methodology employs various data gathering techniques. The team variable ratings are evaluated using an attitude statement questionnaire. The team member questionnaire addresses seven key variables identified from the team literature review as a precondition for enhanced team performance. The responses are collated, analysed and presented collectively as a team percentage rating. Project performance is evaluated using seven key performance indicators. The KPI's have been carefully selected to align with four business perspectives derived from Kaplan and Norton's Balanced Scorecard concept. The resultant customised balanced scorecard provides a holistic measure of project well-being. The responses are collated, analysed and presented collectively as a project percentage score. Various statistical techniques test the strength of relationship between the site team and project performance within a construction site setting. The research findings authenticate the team-performance relationship and demonstrate the potential significance of a diagnostic toolkit designed to assess the 'health' of the site team dynamic. The innovative performance management model provides a roadmap for positive team management intervention and subsequent employment of tailor-made team building programmes. The concept is transferable. Opportunities exist to develop the initiative not only within the confines of construction team management but also beyond industry boundaries. For example, project performance scorecards, reward management and team performance pay.
Resource Type
DOI
EThOS ID
  • uk.bl.ethos.441886
Date Created
  • 2007
Former identifier
  • 759674

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