Assessing the Capability of Women Construction Project Managers Based on Liberal Feminist Theory

Abstract

Studies on the involvement and capability of women in the construction industry are rare in developing countries. Although a minority in the industry, women construction project managers have the same level of importance as men. In a construction organization, the position of a project manager is the most challenging task. This study aims to explore the capabilities of women construction project managers in the Malaysian construction industry in comparison with their male counterparts. Liberal feminist theory is applied as an underpinning theory to explain the concept of "equal capability of women." This study adopts the mixed methods approach. It covers Grade 7 construction companies listed in the Construction Industry Development Board (CIDB) directory in Peninsular Malaysia. From a sample of 48 companies known to have women project managers, only 15 responses were received. Based on the responses, only five agreed to be interviewed. Descriptive analysis reveals that the employment of female project managers is based on merit, which is closely associated (in ranking) with their experience, skills, personal attributes, and level of education. Moreover, male and female project managers in the construction industry are assumed to possess equal capability. This study contributes to the extension of knowledge on the equal employment opportunity practiced in construction companies in Malaysia.

The Obstacles and Challenges of Women Workers in the Construction Industry

“…So unlike men, women workers when they just enter the workforce must show that they are truly competent in order to be considered. Having certain competencies or skills can facilitate women to get equal work and help avoid some tedious tasks (Choudhury, 2013), (Jaafar & Othman, 2013).…”

Factors Affecting the Work Motivation of the Construction Project Manager

“…Project management organizations are aware of the importance of project managers or leaders, the human capital, as a leading source of capital (Anantatmula, 2010;Jaafar & Othman, 2013;Jazebi & Rashidi, 2013;Nguyen, Mai, & Huynh, 2019;Nguyen & Ngo, 2020). Whether the project has modern machines, good service quality, a solid infrastructure, but no project manager capable of effective work and commitment, then the project is not likely to succeed.…”