Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/26225
Title: Job performance dimensions for improving final project outcomes
Authors: Cheng, EWL
Li, H 
Fox, PW 
Keywords: Construction management
Organizations
Personnel management
Project management
Statistics
Issue Date: 2007
Publisher: American Society of Civil Engineers
Source: Journal of construction engineering and management, 2007, v. 133, no. 8, p. 592-599 How to cite?
Journal: Journal of construction engineering and management 
Abstract: Job performance is argued to be substantially influential to project performance. However, existing construction management literature pays less attention to job performance issues, not to mention exploring the relationship between job performance and project performance. This study therefore aims at examining the effects of job performance on project performance. Four categories (task, behavior, management, and self) of job performance dimensions were extracted by means of an exploratory factor analysis. A hypothesized model is developed, which specifies the relationships between the four job performance categories (independent variables) and overall project performance (the dependent variable). The model was tested using path analysis. Results indicate that the task category of job performance (consisting of nine dimensions) is significantly related to final project outcomes. Specifically, for the success of a project, a construction company must consider how to ensure employees are equipped with such attributes as responsibility, quality of work, ability, job knowledge, experience, efficiency, accuracy, judgment, and initiative.
URI: http://hdl.handle.net/10397/26225
ISSN: 0733-9364
EISSN: 1943-7862
DOI: 10.1061/(ASCE)0733-9364(2007)133:8(592)
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