Resource Planning and Leveling are two critical areas of resource management which need to be implemented by contractors to aid in construction project execution. However, in the process of undertaking these processes in their projects, contractors meet a number of challenges which discourage them from implementing Resource Planning and Leveling. Nonetheless, Resource Planning and Leveling has a number of benefits which may not be known by some contractors. The purpose of this research therefore was to establish and evaluate the challenges and benefits associated with Resource Planning and Leveling. A survey design was adopted by the researcher. A sample of 106 respondents was selected randomly and a response rate of 76% was achieved. Quantitative data was analysed using descriptive statistics and relative importance index analysis while qualitative data was analysed thematically. Contractors were found to experience serious challenges in their quest to execute Resource Planning and Leveling in their projects. The three most pressing challenges experienced by contractors were found to be: project delays (RII=0.8597); technical incompetence (RII=0.8564); materials shortages or late delivery (RII=0.8390). A number of benefits were found to entice contractors to carry out Resource Planning and Leveling in their projects. The three most significant benefits were: establishing plans for material delivery (RII=0.9215); balanced resources, reducing over allocations or overtime (RII=0.9165) and determining or predicts resources needed (RII=0.9139).

The organizational performance of local contractors in Kenya remain poor. Little or no research has been done to improve this. The purpose of this research was to establish the bivariate relationships among the dimensions and determinants of organizational performance of local contractors in Kenya. A quantitative research strategy and a survey research design were adopted. The unit of observation comprised of contractors and consultants while the unit of analysis was the contractor. The sampling frame consisted of all NCA1 contractors, NCA2 contractors, NCA3 contractors, and consultants who had professionally interacted with these contractors in recent projects. A sample size of 604 was adopted. Simple random sampling was used to select the contractors. Questionnaires were administered both physically and online. Study variables have been measured perceptually. A response rate of 63% was achieved. All the 45 relationships among the dimensions of organizational performance were positive and significant at 0.01. All the 45 relationships among the determinants of organizational performance were positive and significant at 0.01. All the 100 relationships between the ten dimensions and ten determinants of organizational performance were positive and significant at 0.01 level. The three most dominant determinants of organizational performance were quality of service, organizational structure of the firm and suppliers effectiveness. Improved organizational performance of local contractors can be achieved by enhancing their internal and external environment.

The successful completion and performance of a construction process is pegged on three basic performance parameters which have evolved to be regarded as the three pillars of any successful construction project. These include finishing the project within budget and schedule without compromising on the desired quality. It is however important to note that these factors are all affected by the level of resource management within the project. Questionnaires were used to collect both quantitative and qualitative data from contractors who were chosen randomly. Out of 106 questionnaires distributed, 81 were received back by the researcher. This represented a response rate of 76%. An overwhelming majority of contractors in the country shared a similar opinion that Resource Planning and Leveling (RP&L) contributes to reduced cost of a project, reduced completion period of a project and improved quality of a project. This means that RP&L generally contributes to the improved performance of construction projects. Qualitative data obtained from open-ended questions were analysed thematically. A total of 97 possible solutions were suggested by respondents as solutions to overcoming challenges associated with RP&L. These solutions were grouped into a number of themes namely: technical (52%); financial, (3%); resource management, (7%); project planning and control, (14%); top management involvement, (7%); communication, (3%) and others, (13%). 98% of the contractors suggested that RP&L was a contributor to project success. The remaining 2% claimed that it could both be a contributor and hindrance depending on how it was carried out. Contractors proposed different ways in which RP&L could contribute to project success. These were also analysed thematically under the following topical areas: scope management (6%); schedule management (28%); cost management (14%); quality management (3%); integration management (1%); stakeholder management (1%); risk management (7%); resource management (23%) and others (16%).

Organizational performance is the ultimate measure of the success of any local contractor. It involves the analysis of a firm’s performance measured against its goals and objectives. Whilst it is generally agreed that the organizational performance of local contractors is insufficient, such a notion is arbitrary and most of the time based on anecdotal evidence. The purpose of this research was therefore to establish the level of organizational performance of local contractors here in Kenya. A survey research design was adopted. A questionnaire with the evaluation criteria of organizational performance was used to collect data. The sampling frame included all NCA1, NCA2 and NCA3 contractors. In order to avoid bias in the evaluation process, consultants were included in the survey to obtain an external perspective. The level of organizational performance in local contractors was established at three levels. First, 50 measurable indicators were used. The highest performing indicator was found to be the durability of projects executed by local contractors (mean=7.52). The lowest indicator was established to be the net profit margin of contractors (mean=5.34). The second level involved establishing the level of organizational performance based on the 10 dimensions identified from the literature review. This was achieved by calculating the means of the respective indicators. The best performing dimensions of organizational performance were found to be quality of products (mean=7.308) and client satisfaction (mean=6.923). The least performing dimensions were found to be profitability (mean=5.406) and employee satisfaction (mean=5.683). The final level involved establishing the overall organizational performance of local contractors. This was achieved by calculating the mean of the ten dimensions. The organizational performance of local contractors was established to have a percentage score of 63.74%. This was found to be moderately high meaning there was still plenty of room for improvement.

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