Team commitment and performance of construction project in Nigerian construction industry
Abstract
Project success requires team commitment, which is a product of an encouraging culture of cooperation and teamwork among project team members. The research work aims to ascertain which components of team commitment affect the performance of construction projects in Nigeria. The research adopted a quantitative design where questionnaires were used for data collection. Out of 1233 questionnaires distributed, 975 were received with valid responses and used for data analysis. Data were analysed descriptively using percentage, mean score, and relative agreement index. The study showed the factors of team commitment having an effect on project performance, as rated by the respondents, to be: Normative component: “Project team members owe a great deal to this organisation”; “Members of the project team do not feel it is right to quit the project before completion”; “This organisation has a great deal of personal meaning for project team members”. Affective component: “This organisation deserves the loyalty of project team members”; “The project team considers the team’s problems as their own. Then, “One of the few negative consequences of leaving this organisation will be the scarcity of available alternatives” is for continuance. In conclusion, the emotional attachment of the team members and sense of obligation to the project team and construction organisation are the driving forces behind pushing for the successful outcome of projects within the Nigerian construction industry.
References
Abiola-Falemu, J. O. (2013). Organisational culture, job satisfaction and commitment of Lagos-based construction workers, IOSR Journal of Business and Management, 13(6), 108–120. https://doi.org/10.9790/487x-136108120
Aghimien, D. O., Awodele, O. A., & Maipompo, C. S. (2019). Organisational Commitment of Construction Skilled Workers in Selected Construction Firms in Nigeria. Journal of Construction Business and Management, 3(1), 8–17. https://doi.org/10.15641/jcbm.3.1.481
Akhtar, N., Hassan, S. S. (2021). Conflict management styles as predictors of organizational commitment in university teachers. Journal of Behavioural Sciences, 31(1), 98–32.
Akintayo, D. I. (2010). Worker family role conflict and organisation commitment among industrial workers in Nigeria. Journal of Psychological Counselling, 2(1), 1–8.
Allen, N., Meyer, J. (1990). Organisational socialization tactics: a longitudinal analysis of links to newcomers’ commitment and role orientation. The Academy of Management Journal, 33(4), 847–858. https://doi.org/10.2307/256294
Ankrah, N. A., Proverbs, D. A. (2005). Framework for Measuring Construction Project Performance: Overcoming Key Challenges of Performance Measurement. In: Proceedings of the 21st Annual ARCOM Conference; 7–9 September 2005; London, UK. Volume 2. pp. 959–969.
Armstrong, M., Baron, A. (1998). Performance Management: The New Realities. Institute of Personnel and Development.
Ayopo, B. A. (2011). Effects of Microfinancing on Micro and Small Enterprises (MSEs) in South-West Nigeria [PhD thesis]. Covenant University.
Balci, A. (2003). Organizational socialization theory, strategy and tactics (Turkish). Journal of Business Research, 26(1), 63–73.
Bass, B. M., Avolio, B. J. (1997). Full Range of Leadership Development: Manual for the Multifactor Leadership Questionnaire. Mindgarden.
Basu, V., Hartono, E., Lederer, A. L., & Sethi, V. (2002). The impact of organizational commitment, senior management involvement, and team involvement on strategic information systems planning. Information & Management, 39(6), 513–524. https://doi.org/10.1016/s0378-7206(01)00115-x
Becker, T. E., & Billings, R. S. (1993). Profiles of commitment: An empirical test. Journal of Organizational Behavior, 14(2), 177–190. https://doi.org/10.1002/job.4030140207
Bishop, J. W., & Scott, K. D. (2000). An examination of organizational and team commitment in a self-directed team environment. Journal of Applied Psychology, 85(3), 439–450. https://doi.org/10.1037/0021-9010.85.3.439
Chow, L. J, Then, D., Skitmore, M., et al. (2005). Characteristics of teamwork in Singapore construction projects. Journal of Construction Research, 6(1), 15–46. https://doi.org/10.1142/s1609945105000237
Cokins, G. (2006). Performance Management. In: Adkins, T. (editor). Case Study in Performance Management: A Guide from the Experts. John Wiley & Sons.
Corbetta, P. (2003). Social Research: Theory, Methods and Techniques. SAGE Publications. https://doi.org/10.4135/9781849209922
Creswell, J. W. (2009). Research Design: Qualitative, Quantitative and Mixed Methods Approach, 3rd ed. Sage Publications.
Dainty, A. (2008). Methodological pluralism in construction management research. In: Knight, A., Ruddock, L. (editors). Advanced Research Methods in the Built Environment. Wiley–Blackwell.
Fasola, O. S., Adeyemi, M. A., Olowe, F. T., et al. (2013). Exploring the relationship between transformational and transactional leadership style and organisational commitment among Nigerian bank employees. International Journal of Academic Research in Economics and Management Sciences, 2(6). https://doi.org/10.6007/ijarems/v2-i6/445
Gallagher, E. C., Mazur, A. K., Ashkanasy, N. M., et al. (2015). Rallying the troops or beating the horses? How project-related demands can lead to either high-performance or abusive supervision. International Journal of Project Management, 33(8), 1680–1691.
Ghazinejad, M., Hussein, B., & Zidane, Y. (2018). Impact of Trust, Commitment, and Openness on Research Project Performance: Case Study in a Research Institute. Social Sciences, 7(2), 22. https://doi.org/10.3390/socsci7020022
Gulzar, M., Arshad, N., Mirza, E., Hafeez, M., & Ehsan, N. (2012). The impact of employees’ project commitment and its effect on IT industry of Pakistan. Procedia Technology, 1, 258–261. https://doi.org/10.1016/j.protcy.2012.02.052
Gwavuya, F. (2011). Leadership influences on turnover intention of academic staff in Zimbabwe. Academic Leadership Journal, 9(1), 1–5. https://doi.org/10.58809/ryfo4013
Haupt, T., & Fester, F. (2012). Women‐owned construction enterprises: a South African assessment. Journal of Engineering, Design and Technology, 10(1), 52–71. https://doi.org/10.1108/17260531211211881
Hinton, P., McMurray, I., & Brownlow, C. (2004). SPSS Explained. Routledge. https://doi.org/10.4324/9780203642597
Hussein, B. A., & Hafseld, K. H. (2016). Organisational influences impacting user involvement in a major information system project: a case study in a governmental organisation. International Journal of Project Organisation and Management, 8(1), 24. https://doi.org/10.1504/ijpom.2016.075786
Jarad, G. H. (2012). The Construction Manager Leading Characteristics for the Success of Construction Projects in the Gaza Strips’ [Master thesis]. The Islamic University of Gaza.
Johnson, D. W, Johnson, R. T. (1995). Social Interdependence—Cooperative Learning in Education. In: Bunker, B., Rubin, J. Z. (editors). Conflict, Cooperation, and Justice. Jossey-Bass Publishers. pp. 205–251.
Johnson, D. W., Johnson, R. T. (1999). Learning Together and Alone: Cooperative, competitive, and Individualistic Learning, 5th ed. Allyn and Bacon.
Kalyviotis, N., Rogers, C., Tight, M., Hewings, G. J. D., & Doloi, H. (2013). The environmental value of sustainable transport infrastructure. Available online: https://core.ac.uk/download/pdf/196176411.pdf (accessed on 6 February 2024).
Keenan, M., & Rostami, A. (2019). The impact of quality management systems on construction performance in the North West of England. International Journal of Construction Management, 21(9), 871–883. https://doi.org/10.1080/15623599.2019.1590974
Luca, J., Tarricone, P. (2001). Does emotional intelligence affect successful teamwork? In: Proceedings of the 18th Annual Conference of the Australasian Society for Computers in Learning in Tertiary Education (ASCILITE); 9–12 December 2001; Melbourne, Australia. pp. 367–376.
Luu, V. T., Kim, S. Y., & Huynh, T. A. (2008). Improving project management performance of large contractors using benchmarking approach. International Journal of Project Management, 26(7), 758–769. https://doi.org/10.1016/j.ijproman.2007.10.002
Mahdi, O. R., Mohd, E. S. B. G., & Almsafir, M. K. (2014). Empirical Study on the Impact of Leadership Behavior on Organizational Commitment in Plantation Companies in Malaysia. Procedia - Social and Behavioral Sciences, 109, 1076–1087. https://doi.org/10.1016/j.sbspro.2013.12.591
Malhotra, N. K., Birks, D. (2006). Marketing Research: An Applied Approach, 3rd ed. Prentice Hall, Upper Saddle River. 765p.
Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194. https://doi.org/10.1037/0033-2909.108.2.171
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-z
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538
Miller, K. (2003). Values, attitudes and job satisfaction. In: Robbins, S. P., Odendaal, A. & Roodt, G. (editors). Organisational Behavior: Global and Southern African Perspectives. Pearson Education South Africa.
Mowday, R. T. (1998). Reflections on the study and relevance of organizational commitment. Human Resource Management Review, 8(4), 387–401. https://doi.org/10.1016/s1053-4822(99)00006-6
Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee—Organization linkages: An introduction. In: Employee–Organization Linkages. Academic Press. pp. 1–17. https://doi.org/10.1016/b978-0-12-509370-5.50005-8
Nehmeh, R. (2009). What is Organizational Commitment, Why Should Managers Want It in Their Workforce and is There Any Cost-Effective Way to Secure It? SMC Working Paper. pp. 1–11.
Olasunkanmi, O. F., Dubem, I. K., Belonwu, C. C., et al. (2023). The factors of transformational leadership style for construction projects: a case of Nigerian construction industry. Journal of Emerging Technologies and Innovative Research, 10(8), 523–537.
Otokiti, S. O. (2015). Theoretical Concepts and Scope of Management (A Re-appraisal of Management Principles). Aimark Nigeria Limited.
Oyaya, O. W. (2017). Influence of Leadership Style on Performance of Construction Projects: A Case of Housing Projects in Westlands Sub-Country, Nairobi, Kenya [Master’s thesis]. University of Nairobi; Unpublished work.
Oyewobi, L. O., Oke, A. E., Adeneye, T. D., & Jimoh, R. A. (2019). Influence of organizational commitment on work–life balance and organizational performance of female construction professionals. Engineering, Construction and Architectural Management, 26(10), 2243–2263. https://doi.org/10.1108/ecam-07-2018-0277
Oyewobi, L. O., Suleiman, B., & Muhammad-Jamil, A. (2012). Job Satisfaction and Job Commitment: A Study of Quantity Surveyors in Nigerian Public Service. International Journal of Business and Management, 7(5). https://doi.org/10.5539/ijbm.v7n5p179
Paolucci, N., Dimas, I. D., Zappalà, S., Lourenço, P. R., & Rebelo, T. (2018). Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment. Revista de Psicología Del Trabajo y de Las Organizaciones, 34(3), 135–144. https://doi.org/10.5093/jwop2018a16
Royal, M. O. (2012). The Enemy of Professional Engagement: Win the Commitment of Your Team and Eliminate Corporate Frustration (Turkish). Elsevier.
Senior, B., & Swailes, S. (2004). The dimensions of management team performance: a repertory grid study. International Journal of Productivity and Performance Management, 53(4), 317–333. https://doi.org/10.1108/17410400410533908
Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219–227. https://doi.org/10.1037/0021-9010.81.3.219
Soetanto, R. (2002). Modeling Satisfaction for Main Participants of the Construction Project Coalition: A Study of Mutual Performance Assessment [PhD thesis]. University of Wolverhampton.
Spatz, D. M. (2000). Team-Building in Construction. Practice Periodical on Structural Design and Construction, 5(3), 93–105. https://doi.org/10.1061/(asce)1084-0680(2000)5:3(93)
Steyn, J., & Stoker, P. (2014). Does Measurement Theory Impact Project Performance? Procedia—Social and Behavioral Sciences, 119, 635–644. https://doi.org/10.1016/j.sbspro.2014.03.071
Swensen, S., Gorringe, G., Caviness, J., & Peters, D. (2016). Leadership by design: intentional organization development of physician leaders. Journal of Management Development, 35(4), 549–570. https://doi.org/10.1108/jmd-08-2014-0080
Teddlie, C., & Yu, F. (2007). Mixed Methods Sampling. Journal of Mixed Methods Research, 1(1), 77–100. https://doi.org/10.1177/1558689806292430
Turner, J. R. (2008). The Handbook of Project—Based Management: Leading Strategic Change in Organizations, 3rd ed. McGraw-Hill.
Turner, J. R. (1999). The Handbook of Project—Based Management: Improving the Process for Achieving Strategic Objectives. McGraw-Hill.
Ujene, A. O., Idoro, G. I., Odesola, I. A., et al. Contractors’ perception of effects of projects overhead costs on building project performance in south-south of Nigeria. Civil Engineering Dimension, 15(2). https://doi.org/10.9744/ced.15.2.102-113
Verwey, I. (2008). Women helping women: outcomes of a South African pilot project. Journal of Engineering, Design and Technology, 6(2), 162–177. https://doi.org/10.1108/17260530810891298
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the U.S. small business sector. Journal of Management, 28(6), 765–785. https://doi.org/10.1177/014920630202800604
Widener, S. (2004). An empirical investigation of the relationship between the use of strategic human capital and the design of the management control system. Accounting, Organizations and Society, 32(7/8), 757–788.
Winch, G. M. (2009). Managing Construction Projects, 2nd ed. Wiley-Blackwell.
Witt, L. A., Kacmar, K. M., & Andrews, M. C. (2001). The interactive effects of procedural justice and exchange ideology on supervisor‐rated commitment. Journal of Organizational Behavior, 22(5), 505–515. https://doi.org/10.1002/job.99
Xiao, H., & Proverbs, D. (2003). Factors influencing contractor performance: an international investigation. Engineering, Construction and Architectural Management, 10(5), 322–332. https://doi.org/10.1108/09699980310502937
Zehir, C., Sehitoglu, Y., & Erdogan, E. (2012). The Effect of Leadership and Supervisory Commitment to Organizational Performance. Procedia—Social and Behavioral Sciences, 58, 207–216. https://doi.org/10.1016/j.sbspro.2012.09.994
Copyright (c) 2024 Femi-favour Olabode Olasunkanmi, Abimbola Abiodun Femi-favour, Udeme Jeremy Okon
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors contributing to this journal agree to publish their articles under the Creative Commons Attribution 4.0 International License, allowing third parties to share their work (copy, distribute, transmit) and to adapt it, under the condition that the authors are given credit, and that in the event of reuse or distribution, the terms of this license are made clear. With this license, the authors hold the copyright without restrictions and are allowed to retain publishing rights without restrictions as long as this journal is the original publisher of the articles.
