Job Behavior of Construction Project Managers: Determinants and Assessment

Abstract

The paper reports the findings of an investigation into the psychosocial aspects of the work of construction project managers (PMs) in the United Kingdom. A theoretical model, which identified the different variables that may influence the behavior and effectiveness of PMs was developed. This study has used an adapted form of the behaviorally anchored rating scales (BARS) to measure a PM's effectiveness. The technique yielded five behavioral dimensions by which a PM's role may be described, and it was used in a survey involving 62 PMs. Analysis of the data suggests that a PM's effectiveness was influenced by situational and personal variables. The results strongly suggest that by understanding the complexity of such relationships, construction firms can influence the direction and behavior of PMs. The results also suggest that the behavior of PMs and project performance varied independently.