A competency model for project construction team and project control team

Abstract

This study focuses on developing a competency model for project construction team and project control team service, which are the essential responsibilities of construction companies, in order to provide a basic framework for manpower development including employment, education, performance measurement, and organizational ability improvement. Together, these attributes comprise the basics of human resource management and reflect the key characteristics of construction companies. This study analyzed several previous competency model studies, and derived job competency items from a questionnaire-based survey of corresponding job performers centering on various existing competency items established with respect to the characteristics of construction companies. In addition, through interviews with a specialist group, this study derived weights for setting competency levels and facilitating competency evaluation and formulated a project construction team and project control team affair competency model for construction companies. This study tested the validity of the formulated model by analyzing its correlation with the performance of actual construction projects.

Compiling a Model of Managers' Professional Meritocracy Based on Islamic and Iranian Teachings

“…Managers' competencies have been identified in the five main clusters of intellectual abilities, functional and executive characteristics, knowledge and awareness, communication and interpersonal skills, and personality traits and titles; adherence to principles, values and strategic thinking, responsibility, creativity in pursuit and consequentialism, team management, problem solving, networking, analytical-systemic thinking, flexibility, and financial understanding. The results of the above findings are consistent and in line with the results of Blasco, Matuska, Rosac (Shah Pasand, 2008) and (Armstrong, 2006) and (Lee et al, 2011) and (Sundberg & Wallin, 2005) the results of (Loghmani Shahmiri et al, 2015).…”

Project Managers’ Competencies in Collaborative Construction Projects

“…Specifically, the project managers' competencies needed in construction projects have been studied in different countries. In the results of these studies, some new competencies, such as contract management and conflict management, were identified [17,[41][42][43][44][45][46][47][48][49][50]. The more recent studies conducted between 2015 and 2019 suggest that the focus on investigating and identifying project managers' competencies in construction projects has been continued [13,18,[51][52][53][54][55][56][57].…”

Influence of Internal Organizational Factors and Institutional Pressures on Construction Firms' Performance

“…Some scholars in construction firms have explored the causes of performance heterogeneity based on adopted internal organizational factors (Geraldi, Lee and Kutsch, 2010;Zuhairy, et al, 2013). Many studies conclude that the effects of internal organizational factors on firms' performance are heterogeneous as some of the studies present positive impacts, while the other show negative impact (Lee, Kim and Lee, 2011;Yidizs, Basturk and Boz, 2014;Leje, Kasimu and Kolawole, 2019). These factors vary from study to study without being clear about why some studies emphasize some of them over others, though the findings are heterogeneous regarding whether the impact is direct or indirect (Ortega, Azorin and Cortes, 2010).…”

“…Toor and Ofori (2008) view leadership style in construction firms as the way project managers execute their responsibilities in line with construction activities; hence we developed the first hypothesis, which is: H1: Leadership Style has a positive relationship with a construction firm's performance outcomes. Furthermore, Lee, Kim and Lee (2011) view team competency and skills as a reflection of a firm's vital intangible assets, such as the additional skills an employee deploy during a construction project which this was making us develop the second hypothesis, which is: H2: Team Competency and Skills has a positive relationship with a construction firm's performance outcomes.…”