CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Environment literally means surroundings and all those things that impacts
human being during the life time is collectively known as environment. A
working environment is the environment where people work together for
achieving organization objectives. It means systems, processes, structures and
tools and all those things which interact with employees and affect in positive or
negative ways on employees performance. It can also be defined as the location
where a task is completed. When studying place of environment, the work
environment involves the physical geographical location as well as immediate
surroundings of the work place such as construction building or office building.
It typically involves other factors relating to the place of environment such as
quality of air, noise level and additional perks and the benefits of employment
such as free child care or unlimited office or adequate parking.
The environment that the people are required to work in can have a
significant impact on their ability to undertake the tasks that they have been
asked to do. This can affect productivity and employee health and well being.
The key factors fall into two categories those that are driven by procedures,
protocols and management requirement and the factors that erase from
premises, office or factory designs. Management driven factors include the
development of organization plans such as the allocation of responsibilities at
all levels of the organization, the definition of job descriptions and degree of
access to the management and administrative supports needed to complete their
tasks; working patterns, shift working, break times, absents or holiday cover;
and health and safety policies, including the provision of training, development
of safe working practices and the adequate supply of protective and equipment.
In today’s competitive business environment, management cannot afford to

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waste the potential of their work force. The key factors in work place
environment impact greatly on employees level of motivation and their
performance. The work place environment set in place impacts employee
morale, productivity and performance-both positive and negative. If the
circumstance are not good it will be affecting the performance of the employees
in the form of delay in work completion, frustration affect on personal growth.
Stress is the “wear and tear “our bodies experience as we adjust to our
continually changing environment; it has physical and emotional effects on us
and create positive or negative feelings.
Stress is a part of day to day living of every individual. The college
students may experience stress in meeting the academic demands, people on the
job, business men may suffer stress to reach office in time and to complete the
projects on time and even the household ladies may experience stress in
managing the home affairs and to look for the maid servant. The reasons for the
stress differ from person to person. The stress people experiences should not be
necessarily treated as harmful. An optimum amount of stress can also act as an
energizer or motivator and propel people to apply the efforts and complete the
work in time.
But a high level of stress can be serious threat to the personality trails of
individual and can cause physiological and social problems. The Human
Resource Development with stress management improvement programs to the
employees that required for meeting the demand and challenges in the future.
The topic is very relevant to the today’s industrial world. The topic is to analyse
the present condition of the employees and also to identify whether the
company is using right kind of stress management methods to analyse the
employees and to examine whether they are satisfied with their current
positions. This project helps both the organisation and the researcher.

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1.2 Statement of the Problem
As discussed by Hammeed and Amjad, (2009), in Pakistan, the work
environment, its significance and its related issues are significantly ignored.
They further reported that there has been no or very less attention paid to the
work environment and moreover, workers and their employees and not aware of
the influence and hidden dynamics of work environment and such
circumstances are affecting the workers productivity and hence in the form of
delay in work completion, frustration, increases in absenteeism effect on
personal growth etc.

Some construction organization has made an attempt to tackle the problem of

influence of work environment on worker’s productivity and has been a long
standing concern to Nigerian construction industry. It is not in doubt that
Nigeria is richly an extra-ordinary endowed with all the three basic principle
factors needed for enhancement of productivity namely capital, human an
mineral resources, it has been unable to take advantage of these factors to obtain
at least a corresponding level of outputs consequent to which the country,
several years since it attained political independence, is yet poverty ridden. The
basic of a developing economy and associated standard of living, according of
Yesufu (2000) is rising efficiency which implied by productivity. It thus
becomes pertinent to ascertain the extent to which the organizational
environment accounts for the rather low productivity of workers.

1.3 Aim and Objectives of the Study

The aim of the study is to assess the impact of work environment on the
productivity of construction skilled workers in Imo State with the views of
identifying key factors and impacts of work environment on worker’s
productivity.

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The objectives are to:

1. Identify the various construction work environment in Imo state.

2. Identify Environmental factors affecting productivity in skilled workers in

the construction work project.

3. To determine the effect of this factors on skilled workers productivity in

construction work environment.

1.4 Research Questions.

The following research questions from the objectives of the study are expected
to provide solutions to the problem of this research.

1. What are the various construction environment in Imo state?

2. What are the environmental factors affecting productivity of skilled workers

in the construction work?

3. What are the effects of these environmental factors on skilled workers

productivity in construction work ?

1.5 Significance of the Study

The study would provide a road mark for the creating of work friendly
environment that has become the major concern of some construction
organization today. Globalization and increased use of technology has brought
tremendous change and created new demands for construction. The strategic
intention of the organizations today is to achieve innovation at lightning speed
and want worker’s to work better, smatter and faster. To realize the current
challenges of work environment to productivity and to make survival possible,
organization have started paying more emphasis on managing the performance
of worker’s, fulfilling their comforts needs by providing them and effective
workplace environment that also help them to attract and retain the talent.

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The research will also assist various construction work environment in the
construction industry to realize the need in practicing health and safety site
environment, healthy culture and increase construction productivity.

It will also bring the opportunity to use talents effectively to acquire new skills
and knowledge for advancement. The worker’s at all level must have occasions
to develop their capabilities through problem solving and planning.

1.6 Scope and Delimitation of the Study

The study focuses exclusively on the assessment of work environment on the
productivity of construction skilled worker and was carried out in some selected
construction companies in Imo State. The study area located its emphasis on
employers of all nature in the construction industry in managing their workforce
performance through revealing significant dynamics and influence of work
environment on worker’s productivity. It centers on the activities of some
craftsmen who are conversant with some trades. The study is delimited to
construction worker that are into Building and Road construction. It did not
cover all the companies of manufacturing and services sector in Ebonyi State.
Moreover, the respondent in this study are limited to workers in the construction
industry.
1.7 Limitation of Study
There is no human endeavor without its draw-backs. This research has its own
limit and problems, the most difficult task is the administering of
questionnaires’ to building professionals owing to the fact that there is little or
no well-known construction firms with offices within the state capital, this also
affected the collection of data from construction professionals who could not be
found at a particular place due to lack of offices and their tight schedules.

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1.8 Definition of Terms
Conceptual: Are mental representation, abstract object or abilities that makes
up the fundamental building blocks of thought and belief.
Communication: This is the impacting or exchanging of information by
speaking, writing, or using some other medium.

Construction Industry: This may be defined as the sector of national economy

engaged in preparation of land and construction, alteration and repair of
buildings, structures, and other real property. They Assemble product of others
industry to produced a building or structure. Construction industry is larger in
nature with many professional striving to attain a set goal.
Construction: This is the process of constructing a building or infrastructure.
Construction differs from manufacturing in that manufacturing typically
involves mass production of similar items without a designated purchaser, while
construction typically takes place on location for a known Client. Construction
starts with planning, design, and fencing; it continues until the project is built
and ready for use.

Employee Productivity: This is the heart and soul of any organization

Environmental: Means surrounding and all those things that impact human
being during life time

Jobs satisfaction: This is a feeling or fulfillment or enjoyment that a person

derived from the jobs.

Motivation: This is the reasons for acting or behaving in a particular way.

Productivity: this is the efficient use of resources, labour, capital, land,

materials, energy, information, in the production various goods and services.

Reward: This is something that is given in return for good and evil or received
or that is offered.

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Skilled Worker: it is also known as tradesmen, these are any worker who has
some special skills, knowledge or ability in their work especially in the
construction industry.

Work environment: the environment where people work together for

achieving the organizational objectives. It means system, process, structures,
and tools and all those things which interact with employees and affect in
positive or negative ways on employees performance.

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 CHAPTER TWO
REVIEW OF RELATED LITERATURE

2.1 OVER-VIEW OF CONSTRUCTION ENVIRONMENT

Based on literature review, the relationship between design and productivity
was conceptualized. The relationship is defined in such a way that the set of
factors impacting on an individual, who in turn determine the final outcome in
terms of increased or decreased productivity of that individual in the work
environment. These factors have different impact on different workers.

To attain the objectives of this study, management of any organization must

identify those factors both in employment situation and in the psychology of the
workers that best motivate them and to see to the provision of such factors in
order to boost productivity. Work environment includes some factors, which
either contributes positively or negatively to achieving maximum employee
productivity. We cannot measure the effectiveness of a job design without the
knowledge of the working environment in which the design is placed it part of
total picture. The factors which wither contributes positively or negatively to
workers productivity are, temperature, humidity, and air flow, noise, lighting,
employee/workers personal aspects, contaminants and hazards in the working
environment, types of sub environments.

2.2 FACTORS AFFECTING PRODUCTIVTY

There are many barriers to productivity in the workplace. We’ve highlighted

some of the most common organizational barriers to productivity.

1. Work Environment

As you can imagine, no one enjoys working in a negative or toxic environment.

Make sure to create a workplace atmosphere that is based on your company's
values, where your employees feel supported, valued, and safe.

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Put honesty and co-operation first, remember to reward your employees when
they deserve it. Give your employees access to the right environment where
they can cooperate, compete, and emphasize with their co-workers. This type of
environment helps your employees develop healthy work habits, which
contributes to creating a productive workforce.

2. Training & Career Development Opportunities

Every employee wants to grow in their career, so it's essential that they feel like
their employer is invested in their professional development and provides them
with the relevant training opportunities throughout their journey in the
company.

If you don't have a training program yet, it might be time for you to develop
one. An untrained employee would not know what they need to do or how to do
it more efficiently, which can negatively affect productivity.

One good way of facilitating training programs is through microlearning. This

human resources tool gives your new employees the information they need and
the knowledge they need to thrive in the office.

Plus, make sure each team member has a chance to grow within the company
hierarchy, and won't end up feeling stuck in the same position for too long.

3. Processes

From recruiting to onboarding, compensation, performance management, task

delegation and more: establishing processes for your company will allow you to
provide your employees with positive experiences from the get-go.

Developing these processes can be time-consuming and it is very much a matter

of trial and error. However, once you have them, you'll be a lot more organized

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and efficient and so wills the rest of the team. Companies with high productivity
levels build processes for most of their recurring tasks and projects.

For example, many organizations often overlook employee surveys. This can
lead to workers feeling neglected and unseen, which can negatively affect
employee productivity. However, implementing a project management tool can
help your HR managers facilitate job satisfaction surveys easily.

Another example is employee off boarding. When a worker leaves, many

managers often forget to revoke the worker's platform access, which can lead to
data privacy issues. With an employee and project management tool, your HR
personnel can easily remove the outgoing employee's ability to access
confidential information and company tools with a few clicks. This makes it
easier for your HR department to offboard an employee, as well as increase
employee's productivity as it allows them to focus their time on another
particular task.

4. Pay Structure

Your employees have bills to pay, children to take care of, and goals to
accomplish, and the monetary benefits are obviously one of the reasons why
they took a job in your company.

Use this as a motivational tool, by explaining clearly and transparently how

your pay structure works and what you consider when deciding if an employee
deserves a promotion and raise.

5. Employee Wellness

Employee wellness has become a popular topic over the past few years, and it
refers to the physical and mental health of your team members.

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As an employer, you want to provide your employees with all the tools and
resources they might need whenever they don't feel their best, as doing so will
show them that you care and also prevent small problems from developing into
something more serious. Creating a wellness program, offering healthy food
options at the office cafeteria, and encouraging your workers to put their
welfare first help create a healthy and happy employee and could greatly boost
employee productivity.

Another way your company can have a positive impact on employees

productivity levels is by encouraging workers to lead a healthier lifestyle. This
can be done by giving them access to physical activities that encourage them to
get off their seats and move. You can also propose them to have a "walk to
work" day or give them more storage spaces to store their office equipment.

6. Diversity

Multi-culture is now more important than ever and it has certainly become an
important factor when it comes to employee engagement. Having diversity in
your workplace is one key factor in increasing employee productivity and
benefitting your company's success. Recruiting representatives with distinctive
qualities, religions, cultures and customs gives your employees a sense of
belonging in their working environment.

Another advantage of having workplace diversity is that it gives employees an

opportunity to learn and understand others' perspectives. This plays a vital role
in ensuring strong team dynamics.

Make sure you give everyone equal opportunities, no matter what their culture,
religion, ethnicity, gender, or sexuality are, and that will reflect on your
employee satisfaction and productivity. Plus, with such a varied pool of talent

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within your company, you'll have access to a wider range of skills, which can
lead your profits to increase significantly.

Do note that diversity in the workplace is not only limited to companies that
work in a physical location. Having diverse team members can also greatly
affect productivity and job satisfaction in remote teams. Giving your stressed
employees the chance to take a quick breather is vital in combatting low
productivity. Remember, a happy and healthy employee is more likely to have
enough physical and mental resources to achieve their desired outcomes.

2.2.1 Working Conditions

Construction workers are exposed to move health and safety risks than many
other industries. The variety of health and safety hazards that construction
workers are exposed to include noise, irritant or sensitive materials, dusts,
fumes and gases, and other hazard materials such as asbestos, which result in
adverse health risk.
Employers therefore have common law duty to ensure that working conditions
are healthy and safe and do not cause harm to the health and safety of workers
and third parties.

2.3 The Evolution of Motivational Concept:

Notions of motivation have their root in the philosophical principal of hedonism
namely that individuals tend to seek pleasure and avoid pain. Hedonism
assumes a certain degree of conscious behavior on the part of individuals
whereby they make intentional decisions or choices concerning future actions.
In theory people rationally consider the behavior alternatives available to them
and act to maximize positive results and to minimize negative results. These
assumptions were however not testable and with a spirit of inquiry, motivational
theory gradually moved from the realm of philosophy to the more empirically

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based sciences of philosophy. Even then, motivation is relatively a new concept
in philosophical theory it entered the discipline as “instinct” only to be
reformulated as “drive”.
There are basically four (4) theories of motivational concept and a brief
comment on each of them will enhance the understanding of the nature of
motivation. The theories are: Instinct theories; Drive theories; hedonic theories
and cognitive theories.

1. One of the greatest exponents of instincts theories was Mc Dougall and

he defined instinct as “as inherent or innate psychophysical disposition which
determines its possessor to perceive and to pay attention to, objects of a certain
class, to experience an emotional excitement of a particular quality upon
perceiving such an object and to act in regard to it in a particular manner, or at
least, to experience an impulse to such actions.

2. Drive theories: were concerned with two things, the mechanisms of

action, and the forces which energies the mechanism into action. We have many
potential acts or behaviors in our repertories but they do not reach expression
continuously or simultaneously in the typical case. They occur individually;
sporadically, or episodically, yet the mechanism that underline them when they
do appear are presumably always presents in our nervous systems.

3. Hedonic as the name implies means devoted to pleasure and there was
talk of positive and negative incentives. Incentives were thought to have two
functions:

1. To instigate approach towards it or avoidance (withdrawal) from it.

2. To evoke a state of arousal in the animal so that it will be moved
(motivated) to approach to withdrawal from the incentives.
Incentive thus became an alternative to drive as the major motivational
construct.

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4. Perhaps one of most scientific approaches to motivation was that
provided by proponents of cognitive theories. According to Mc Clelland, all
motives are considered to be learned and motivated behavior falls along appetite
or adaptability. Motivated behaviour takes the form of approach to a situation or
withdrawal from stimuli. A motive is defined as strong affective association
characterized by an anticipatory of certain cues with pleasure or pain. They saw
affective professions processed as fundamental to motivation and held that
direction and not arousal of behavior is the proper function of motivation. They
gave external stimuli a greater role in motivation than did drive theories.
Reinforcement has been proposed as an alternative to dive also to incentive
theory. It has been argued that the reinforcement account of motivational
phenomena is a non-motivational one.

That the properties of behavior of interest can be explained in terms of the

conditions existing at the time of reinforcement e.g. that the one learned and
that no special process such as drive or arousal by incentives are necessary. This
may be a more scientific explanation of the process of behavior changes than
the concepts of instincts or drive. The basic concept of behavior modification or
reinforcement theory assumes that human behavior can be shaped or altered by
manipulating the reward structures of various forms of behavior. The process of
doing this is called “positive reinforcement” under this process performance
standards are clearly set and improvements are supposed to result from the
application of frequent “positive” feedback and form recognitions for
satisfactory behavior. Negative feedback is not used and it is assumed that an
employee’s desire for the rewards of positive feedback and recognition will, to a
large measure, motivate him or her to perform satisfactory in anticipation for
such rewards.

From the fore going we can say that motivational concepts have at least two
major functions with respect to behavior.

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 1. To energize response, either in regard or specifically and control their
vigor and efficiency.
2. To guide behavior to specific ends, i.e. to give directions to behavior.
We could also say that motivation provides the conditions for reinforcing
behavior or weakening it. Some learning psychologists have however raised
some theoretical problem, namely, that there are other mechanisms, especially
learning, which are available to guide behavior.

2.3.1 Origin of the Word Motivation

The word “motivation” was originally derived from the Latin word “movere”
which means ‘to move’ though this could be an inadequate description for what
is meant, “As a process governing choices made by persons or lower organisms
among alternative forms of voluntary activity” Atkinson, 1964 “the
contemporary (immediately) influence on the direction, vigor and persistence of
action. It has to do with a set of independent and dependent variables
relationships that explains the directions, amplitude and persistence of an
individual’s behaviors, holding constant the effects of aptitude, skill and
understanding of the task and the constants operating in the environment.
2.3.2 Meaning of Motivation:
Motivation is an art targeted to getting people work willingly, and art of
including one to behave in a particular manner to achieve a task. Mee-Edoiye
and Andawai (2002) viewed motivation as a human engineering approach being
triggered by the individual needs. Flippo (1982) defines motivation as a
psychological process initiated by the emergence of needs involving a goal
directed action and behavior aimed at satisfying a particular desire. It is the
inducement given to workers for higher output motivational behavior has three
basic characteristics:
1. It is sustained – It is maintained for a long time until satisfied.
2. It is goal directed – It seeks to achieve an objectives.

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 3. It results from a felt need – An urge directed towards a weed.
Several authors including Robert and Geneneuport (1995), Williams (1997) and
Cole (1999) have propounded theories to help to understand the human beings
and how to handle him to get goals achieved.

The theories propounded include;

2.3.3 The Maslow’s theory of Hierarchy of needs:

Abraham Maslow developed a need-based theory of motivation. People are
extraordinary complex creatures with many motives for behaviors on and off
the job. Maslow (1954) identified and analyzed five basic needs, which he
believed underlay all human behaviors, these needs relate to physiology (the
needs for food, water, air and sex), security (safety, the absence of illness),
society or affiliation (friendship, interaction, love), esteem (respect and
recognition) and self actualization (the ability to reach one’s potentials). These
are perceptions for high performance and productivity of individuals. Before
Maslow, most managers assumed that money primarily motivates people. With
Maslow’s work, managers can evaluate their own actions, their companies
conduct and their individual philosophies about people. Maslow’s needs theory
presented a workable motivation framework for managers.

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Maslow’s Hierarchy of needs model. (source. Schell 2008)

Abraham Maslow developed a need based theory of motivation. People are

extra ordinary complex creatures with many motives for behaviours on and off
the job Mascot (1954) identified and analyzed the basic needs, where he
believed underlay all human behaviours , these needs relates to:.

1. Physiological Needs
Physiological needs are the lowest level of Maslow’s hierarchy of needs. They
are the most essential things a person needs to survive. They include the need
for shelter, water, food, warmth, rest, and health. A person’s motivation at this
level derives from their instinct to survive.
2. Safety Needs
The second level of Maslow’s hierarchy of needs consists of safety needs.
Safety, or security needs, relate to a person’s need to feel safe and secure in

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their life and surroundings. Motivation comes from the need for law, order, and
protection from unpredictable and dangerous conditions.
There are many examples of safety needs in modern society. To find stability
and security, a person must consider their physical safety. This means seeking
protection from the elements, violent conditions, or health threats and sickness.
Additionally, an individual needs economic safety to live and thrive in modern
societies. This refers to the need for job security, stable income, and savings.
One method of achieving economic safety is to learn proper investment
strategies.

3. Love and Belonging Needs

The third level of Maslow’s hierarchy of needs is love and belonging needs.
Humans are social creatures that crave interaction with others. This level of the
hierarchy outlines the need for friendship, intimacy, family, and love. Humans
have the need to give and receive love; to feel like they belong in a group.
When deprived of these needs, individuals may experience loneliness or
depression.

4. Esteem Needs
The fourth level of Maslow’s hierarchy of needs is esteem needs. Esteem needs
are related to a person’s need to gain recognition, status, and feel respected.
Once someone has fulfilled their love and belonging needs, they seek to fulfill
their esteem needs.
Maslow broke up esteem needs into two categories: the need for respect from
others and the need for respect from oneself. Respect from others relates to
achieving fame, prestige, and recognition. Respect from oneself relates to
dignity, confidence, competence, independence, and freedom.

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5. Self-Actualization Needs
The fifth and final level of Maslow’s hierarchy of needs is self-actualization
needs. Self-actualization relates to the realization of an individual’s full
potential. At this level, people strive to become the best that they possibly can
be.
The need for self-actualization can manifest in different ways, such as

a. Obtaining skills (e.g., financial modeling skills)

b. Continued education (e.g., online training courses).

c. Utilizing skills, knowledge, and talents.

d. Pursuing life dreams

e. Seeking happiness.

2.3.4 McGregor’s Hygiene Theories X and Y

An unmet need can frustrate an employee and make him unproductive. Douglas
McGregor published the human side of enterprise in 1960. In it, he explained
that managers operate from one or two basic assumptions about human
behavior. Theory X and theory Y. The first theory, the view traditionally held
about labour, portrayed workers in industry as being lazy and needing to be
coerced, controlled and directed. The second described people as McGregor
thought them to be; responsible, willing to learn and given the proper incentives
inherently motivated to exercise ingenuity and creativity. McGregor holds the
view that the traditional way of treating people regarding them as unthinking,
uncaring robots-must change. Indeed, McGregor stressed that only by changing
these assumptions could managers tap workers or labourers vast talents. He
emphasized that what matters was how people were treated and valued in their
work settings. He went further by advising managers to give employees a

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chance to contribute, take control and responsibility. Table shows the
assumptions of theories X and Y.
With these theories, managers could discover what employees want from
workplace how to enlist their cooperation and commitment and how to unleash
their talents, energy and creativity for their ultimate goal, which in most cases is
high level of productivity.

Familiarity with theories of motivation allows a manager an educated view

point from which to consider how to develop workers, capture commitment and
develop a positive work environment.

Table 1: Assumption about workers according to theory X and theory Y

Theory X Theory Y

People basically dislike work and avoid it Most people find work as natural as play or rest and
whenever possible because most people develop an attitude towards work based on their do
dislike work, they have to be closely not need to be threatened with punishment; they
supervised and threatened with punishment will work voluntarily towards organizational
to reach objectives. objectives to which they are committed.

Most people have little creativity. They are Most people possess a high degree of imagination
not capable of solving problems. Rather, ingenuity and creativity with which to solve
they must be directed. organizational problems.

Most people have limited intellectual Although people have intellectual potential, modern
potential. Contributions above basic job, industrial life utilizes only part of it.
performance should not be expected.

Source: Plunkett and Altener (1994)

The cone of theories X and Y is that a management philosophy influences the

type of work climate the manager endeavors to create and ultimately, how the
manager treats people. Frederick Herzberg’s two factor theory developed in
1975) also called hygiene motivation. One set of the theory defines factors that
lead to job satisfaction; these factors are called hygiene factors.

1. Salary: To prevent job dissatisfaction, a manager should provide adequate

wages salaries and fringe benefits.

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2. Job security: Company grievance procedure and seniority privileges
contribute to high quality hygiene.
3. Working conditions: Managers should ensure adequate heat, light,
ventilation and hours of work to prevent dissatisfaction.
4. Status: Managers who are mindful of the importance of hygiene factors
provide privileges, job titles and other symbols of rank and position.
5. Company policies: To prevent job dissatisfaction, managers should provide
policies as guidelines for behaviors and administer the policies fairly.
6. Quality of technical supervision: When employees are not able to receive
answers to job related questions, they become frustrated. Providing high quality
technical supervision for employees prevents frustration.
7. Quality of interpersonal relations among peers, supervisions and
subordinates: In an organization with high quality hygiene factors, the
workplace provides social opportunities as well as the chance to enjoy
comfortable work related relationships.
The other set of factors theory defines is that which produces job satisfaction
and motivation called motivators.

a. Achievements: The opportunity to accomplish something or contribute

something of value can serve as a source of job satisfaction.
b. Recognition: Wise managers let employees know that their efforts have
worthwhile and that management notes and appreciates them.
c. Responsibility: The potential for acquiring new duties and responsibilities,
through either job expansion or delegation, can be a powerful motivation for
some workers.
d. Advancement: The opportunity to improve one’s positions because of job
performance gives employees a clear reason for high productivity.

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e. The work itself; when a task offers the opportunity for self expression,
personal satisfaction and meaningful challenges, employees are likely to
undertake the task with enthusiasm.
f. Possibility of growth: The opportunity to increase knowledge and personal
development is likely to lead to job satisfaction.
2.3.5 Types of Motivation
Motivation can be classified into two categories. There are no financial and
financial incentives schemes. Non-financial motivation is intangible; it includes
advancement that works itself, responsibility recognition, relations with co-
workers company policy and working institution.
Financial incentive scheme: There are two areas into which financial incentive
scheme fall; those operatives and those of managers. According to Cole (1997)
incentives scheme for managers includes extra payments or incense in salaries,
fringe benefits covering such items as car, sickness benefits, free education for
manager’s children, and free holidays. Others are free lunches, free travel
abroad with wife and family access to newspapers and journals free interest loan
and free medical scheme (Pigros 1981)
Financial incentive schemes to operative: Cole (1997) gave a list of financial
incentives to operative which include good holiday pay, extra pay for shift work
and uncomfortable, dirty and unhealthy conditions, profit, sharing, long service
allowances overtime availability operatives requires it, pension fund
contribution by the company, death benefit and dependents, employee’s liability
insurance and medical facility to operatives family
2.3.6 What Is Employee Motivation?
Motivations are an employee’s intrinsic enthusiasm about and drive to
accomplish activities related to work. Motivation is that interior drive that
causes a person to decide to take action. An individual motivation is influenced
by biological, intellectual, social and emotional factors. Motivation is a
multifaceted; we can easily define to motivation, intrinsic driving force that can

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also be influence by external factors. Every person has activities, events, people
and goals in her or his life that she or he finds motivating by using intrinsic
satisfaction and extrinsic factor organization can inspire employee’s motivation
at work. Fulfilling the employee’s needs and expectations from work and the
workplace factors that enable employee motivation or not. These variables
make employee’s challenging.

Sometimes employers fail to understand the importance of motivation in

accomplishing their mission and visions. Even when they understand the
significance of motivation, they lack the skill and knowledge to provide a work
environment that foster employee motivation.

Here are thoughts about encouraging and inspiring employee motivation at

work.

2.3.7 Factors that Encourage Motivation

i. Management and leadership actions that allow employees.
ii..Believe about your employees’ strength.
iii. Inquire employees about what they want
iv. Teach employees to measure their own success
v. Crystal clear and regular communication about factors important to
employees.
vi.Treating workers (employees) with respect.
vii. Providing regular employee respect.
viii. Feedback and training from managers and leaders
ix. Industry-average benefits and recompense.
x. Carry an ideal note book.
Xi. Explain your reward systems.
xii. Inquire employees for information about their performance.
xiii. Communication.

23
xiv. Stop distracting employees (workers).
2.3.8 Importance of Motivation
Motivation is the most important factor influential in an organizational
efficiency. All facilities organizational will go to waste in lack of motivated
worker to utilize these facilities efficiently. Every superior in the organization
must motivate its subordinates for the right type of behavior. The presentation
of human beings in the organization is dependent on the capability in the
motivation. Motivation is a helpful instrument in the hands of management in
exciting the workforce. Motivation increases the willingness of the workers to
work, thus increasing effectiveness of the organization.
 Best utilization of resources.
 Reduction in labour problem.
 Sizeable increase in production and productivity
 Basis of co-operation.
 Better image.
The human resources manager purpose should be to help the general manager in
keeping the employees satisfied with their job. One more goal in organization is
the goal for the services manager is to develop motivated employees and
support their moral regarding their respective works. The performance will be
poor if the employee is not satisfied and happy. Workplace dissatisfaction
frequently leads organization and it employees’ poor performance.

2.4 Effects of Motivation on Productivity

Productivity in general has been defined in the Cambridge International and
Oxford Advance Learner’s dictionaries as the rate at which goods are produced
with reference to number of people and amount of materials necessary to
produced it. On the other hand, productivity has been defined as the utilization
of resources in producing a product or services.

24
It has further been defined as the ratio of the output (good and services) and
input (Labour, capital or management). The definition of productivity is utilized
by economists at the industrial level to determine the economy’s health, trends
and growth rate whiles at the project level, it applies to areas of planning, cost
estimating, accounting and cost control (Mojahed, 2005).

Several factors affect labour productivity and prominent among them is the
basic education for any effective labour force. In addition to the above is the
diet of the labour force and social overhead such as transportation and sanitation
(Heizer and Render, 1999). Furthermore, motivation, team building, training
and job security have a significant bearing on the labour productivity. Coupled
with the afore-stated factors, labour productivity cannot be achieved without
maintaining and enhancing the skills of labour and human resource strategies.
Better utilized labour with stronger commitment and working on safe jobs also
contribute to affect workers’ productivity.

2.4.1 The Effect of Motivation on Workers Productivity

Motivated worker are inclined to be more productive than non-motivated
workers. Most construction companies make some pains to motivate workers
but this is normally easier said than done. Workers are all individuals with
different likes, dislikes and needs, and different things will motivate each.
Motivated workers are more productivity: If an employee (worker) will be
satisfied and happy then he/she will do his/her work in a very impressive way,
and then the result will be good, on the other hand motivated employee will
motivate other employees in office.

Decision-making and practical expectations: It is important to engage

employees in the decision making process, but create realistic expectation in the
process.

25
Job description, work environment and flexibility: Employee doing the right
work for his personality and skill set, and performing well at the job greatly
increases employee motivation and satisfaction. A safe and non-threatening
work environment is necessary to maintain a high level of employee motivation.
Flexible human resource policies, flexible time, work from home, childcare also
be liable to have happier and more motivated workers.

Pay and benefits: Keeping employees (workers) motivated with good benefit is
easy. Where to draw the line at generous benefit that motivate all employees,
versus raises and larger salaries and keep them happy and motivated to be
working for you, are more difficult.

Company Culture: Creating a positive and employee-friendly company culture

is a great motivational tool.

2.5 Effects of Motivation on Performance

The performance of employees will make or break a company; this is why it is
important to find a variety of methods of motivating employees. "Motivation is
the willingness to do something," wrote Stephen Robbins and David A.
DeCenzo in their book "Supervision Today." "It is conditioned by this action's
ability to satisfy some need for the individual." The most obvious form of
motivation for an employee is money; however, there are other motivating
factors that must be considered. Every employee within a company is different
and, therefore, is motivated to perform well for different reasons. Due to the
differences within an organization, it is important for a manager to get to know
her employees and understand what motivates their performance. "If you're
going to be successful in motivating people, you have to begin by accepting and
trying to understand individual differences," Robbins and DeCenzo report in
their book "Supervision Today."

26
Money is the most important motivator for wokers performance but it is
important for companies to find other ways to motivate. This involves getting to
know their employees and what drives them, then making sure managers utilize
appropriate motivational techniques with each employee. When appropriate
motivation techniques are used, employee performance will improve.

2.6 Workers Morale, Attitude and Job Satisfaction In Relation to

Motivation:
What do you mean by worker morale? Among other things moral is the amount
of confidence, enthusiasm, and determination etc a person or a group has at a
particular time. Oxford advance learners dictionary. (Special edition 1998, page
755). While, motivation has been described as the direction and persistence of
action. It is concerned with why people choose a particular course of action in
preference to other, why they continue with a choose action, often over a long
period, and in the face of difficulties and problems.
The relationship between the workers morale, attitude and motivation is
governed by what motivates individual to work and the fulfillments they derive
from it which in effect lead to high productivity. The organization should
redouble her effort to provide an enabling environment for the worker to
improve their productivity.

Clearly, Nigeria is still living in a pre-computer age. Now virtually everything is

networking in most countries. With this, organizational activities are more
visible, constantly processing and giving out needed information. A system
where the organization is invisible and unapproachable is no longer acceptable.
For this organization should stroll out of their office often, communication with
and gather information form subordinates, and solve problem as they arise. In
other words, they should crawl out of their cocoon, stop playing gods, and
becomes more sensitive to the needs of their subordinates. This can boost the
workers morale, attitude to work, motivation and productivity.

27
2.7 Motivation and Money
Money in the form of pay or some other sort of remuneration is in the most
obvious intrinsic reward. Money provides the carrot that most people want.
Doubts has been cost by Hertzberg et al (1957) on the effectiveness of money
because they claimed, while the lack of it can cause dissatisfaction, its provision
does not result in lasting satisfaction. Money may in itself have no intrinsic
because it acquires significant motivating power because it comes to symbolize
so many intangible goals. It acts as a symbol in different ways for different
people and for the same persons at different times. As noted by Goldthorpe et al
(1968) from their research into the affluent worker, pay is the dominant factor in
the choice of the employer and consideration of pay seem most powerful in
building people to their present job. Money can therefore provide positive
motivation in the right circumstance, not only because people need and want
money but also because it serves as a highly tangible means of recognition. But
badly designed and managed pay systems can de-motivate. Another researcher
in this area was Jaques (1961), who emphasized the need for such systems to be
perceived as being fair and equitable. In other words, the reward should be
clearly related to effort or level of responsibilities and people should not receive
less money than they deserve compared with their fellow workers, Jaques called
this “Felt-fair” principle. Although this study focuses on the appraisal of the
impact of motivation on workers’ productivity in an organizational factor other
than money, it is necessary perhaps to review the concept of money as a
motivator. This may affect help in bringing out the issue in focus in this study.

I think it is necessary to examine the motivational power of money in order to

be able to assess the value and importance of other motivators. Money is the
means by which employees are directly rewarded for their contributions towards
the achievements of organizational goals. I believe however that the extent to

28
which money can act, as a motivator will depend upon the individuals, the types
of job they are engaged in and the culture.

Finally, money can serve as an instrument for gaining other desired out comes
such as building, or buying a new house, a car or even vacation; this accords
with the expectancy/valence theory. Here money acquires value for an
individual to the extent that it can help to fulfill these desires and needs. Money
therefore could be an instrumental reward for someone wanting a new car but
may not be either an instrumental reward or a motivator for someone seeking
escape from the pressures of a routine, dead-end job. For such a person only job
enrichment can motivate. I accept that money could be a motivating factor or
instrument of motivation but within some limited context.

2.8 Productivity
Production and productivity are affected by variables such as site conditions, the
weather, organization factors, health and safety and personal problems, which
should be considered when completing the activity and calculating productivity
as they may adversely affect production and productivity.
Construction productivity can be improved through, inter alia, health and safety
interventions, positive worker relations and supervision, and hygienic welfare
facilities. Lastly, various personal factors can influence construction
productivity which includes the health and safety of employee/workers,
domestic relations, nutrition’s, over exertions and wages. Others factors such as
poor health and safety procedures and culture, poor site conditions,
unsatisfactory working conditions, inadequate supervision, organization factors,
personal factors, and climatic factors may also lead to a loss in construction
productivity.

29
2.8.1 Factors Affecting the Productivity
Henry et al (2007) pointed out about 36 factors that affect the productivity in
various countries respect to time, cost, and quality. He also pointed out the term
most significant problem affecting labour productivity which are incompetent
supervisor, lack of skill from the workers, rework, lack of tools, poor
construction method, poor communication, inaccurate drawing and stoppage
because of work being rejected by consultant , political insecurity, tools,
equipment breakdown and harsh weather condition.
The needs to provide incentives on construction site in order to increase
productivity.
If it is established that the provision on incentives on a construction site has any
effect on workers output. It means that productivity is equally affected.

According to EDMEADES in his own contribution on the effect of motivation

on productive construction site workers made the following assertion.

1. One of the main advantage of having means and break on the site is that
the men are kept on the site these enabling a prompt start each interval.

2. Purpose of safety measure is to remove that year of injury from the

employee during production operation, if workers operate in a relaxed
atmosphere devoid from the year of injury. They tend to perform better
and maintain a high level of perform better and maintain a high level of
productivity.

3. Motivation is ascertain by a service, it is not directly productive, put a

cost and production.

4. The attitude of workers to their employer to bound to be influenced by

the degree and quality of the incentive provided and thus indirectly is
productivity affected.

30
5. The employer could probably find the provision of full transport to his
entire work from residence to work both economics and reliable in so far
as can be assured of their punctuality and their readiness for work on
arrivals.

2.8.2 Employee/Workers Productivity

Every employee/worker in an organization has his/her own work place
environment, they have their own style of working and there are different sets of
factors which influences them and their productivity. As a manager one has to
deal with each of them in a different manner and bring the best out of them
Douglas McGregor in his book, “the human side of enterprise” published in
1960 has examined theories on behavior of individuals at work, and he has
formulated two models which he calls theory X and theory Y. according to
McGregor, theory X is for the employees/workers who are lazy, don’t want to
work, but are talented. Theory Y for the employee/workers which want to work
for self fulfillment, given the right guidance they will perform well. In the first
scenario, theory X, it is very important for a manager to create a structured
environment, so as to get the work done from the employee/workers. There may
be lack of trust in this situation therefore the manager would keep a close track
on the employee’s activity.
However, in the second scenario, theory Y, a manager just needs to show the
right direction to the employee and they will automatically perform well. This
actually boosts the level of trust between the manager and his team. McGregor
proposed that a manager’s outlook impacts the productivity and performance of
employee/workers. Their intervention will shape the employee/workers working
style. The managers get access to individual work visibility in form of objective
work facts and workers get a mirror image of their daily activities. The
managers act upon the data they receive and can intervene whenever it is
required for Y type of employee/workers. Similarly X type of

31
employee/workers can analyze their daily work and set goals for self
improvement.

The overarching objective of human resource management is to contribute to

the achievement of high level of organizational performance. The integration of
human resources and business strategies should generally focus on this.
Intangible assets such as motivation, skill rewarding, competence, human
resources approaches, appraisal systems, employee relations and social
interaction between people including team building forms are increasingly seen
as a key sources of strength in those organizations that combine people and
processes. This echoes the resources based view of the firm, which states that,
distinctive human resources practices help to create the unique competencies
that determine how firms compete (Capelli and Crocker – Hefer, 1996).

Taylor (1998) found that four key principles could be applied to dramatically
improve workplace productivity. Taylor’s principle advised managers to
systematically design each job, scientifically select and train the workers,
cooperate closely with the workers and divide the work and responsibility
equally between the worker and management. Other studies focused on the
premise that the quality of leadership directly affects productivity. Productive
and performance related human resource practices can only work if they
positively induce discretionary behavior once basic staffing requirements have
been met. This discretionary behavior is more likely to occur when the feel
motivated to do so and/or when the gain high levels of job satisfaction. This is
to say even if the employee/workers have been given freedom to make their
own decision without any interference; they may not if their attitude to work is
negative.

According to Vineet Nayar in his book “employee/workers first, client/customer

second” (Havard Business Press, 2010) valuing employees by management is

32
another very important practice that should not be overlooked. This enhances
motivation and commitment by introducing policies and processes that ensure
people are recognized, valued and rewarded for what they do and achieve, and
for the levels of skill and competence the reach. Employee/workers relations
creates a climate in which productive and harmonious relationships can be
maintained through partnerships between management, and workers so that
team work can flourish valuing employee/workers make them endeavor to add
value to clients and thus contribute to the productivity of the construction
organization.

2.8.3 Factors Influencing Workers Productivity

Knowing what factors influences productivity is a prerequisite to improving
performance. Over the years, researchers have found that productivity is
affected by relatively few influencers, and workers are generally aware of what
those influences are (Armstrong 2006; Clawson and Newburg, 2005; Hankin,
2004; Newstrom and Bittel, 2002; Williams, 2003) identification of the specific
productivity limiters operative in a workplace or work environment can yield
opportunities for significant productivity gains in the organizations.
2.8.4 Reward and Motivation
Reward for workers act as a source of motivation, motivated employee/workers
work harder. These rewards could be in form of good package, favorable
working conditions, review of wages and salaries to promote efficiency.
Worker/employee who lack promotion prospects tend to feel unvalued by the
organization which leads to frustrations and eventually low output.
According to Armstrong and Murliz (2004) reward management is concerned
with the formulation and implementation of strategies and policies that aim to
reward people fairly, equitably and consistently in accordance with their value
to the organization. It deals with implementation and maintenance of reward
processes and practices that are geared to the improvement of organizational,

33
team and individual performance. According to Koretz (1995), it is good to
create total reward processes that are based on beliefs about what the
organization values and wants to achieve, reward staff/workers for the value
they create, support the development of performance culture, develop a positive
employment of a performance and facilitates the attraction and retention of the
skilled and competent staff/workers of the organization needs, thus develop a
positive employment relationship and psychological contract.

Reward does not only mean monetary but also non-finical rewards like words of
affirmation, incentives scheme, recognition, increased responsibility and the
opportunity to achieve and grow.

All organizations are concerned with what should be done to achieve sustained
high levels of performance through the efforts of people.

This means giving close attention to how individuals can best be motivated
through such means as incentives, rewards, leadership and importantly the work
they do and the organization context within which the carry out that work
(working environment).

The aim is to develop motivation process and a work environment that will help
to ensure that workers deliver results in accordance with the expectations of
management. Motivation theories explain not only why workers, behave the
way they do in their work places in terms of their efforts and the directions they
are taking but also describes what organizations can do to encourage people to
apply their efforts and abilities in ways that will further the achievement of the
organization’s goals as well as satisfying their own needs. However, it is
absolutely wrong for an organization to assume that one approach to motivation
fits all the workers. This is because people have different needs and establish
different goals to satisfy those needs. According to Arnold, Robertson and
Cooper (1991), there are three component of motivation. Direction what a

34
worker is trying to do, effort on how hand a worker is trying and persistence –
how long a worker keeps on trying.

Motivating other people is about getting them move in the direction you want
them to go in order to achieve a result. Motivation according to Michael
Armstrong (2002), can be described as a goal – directed behavior. According to
McGraw (2003) motivation is a set of attitudes that predisposes a person to act
in an inner state that categorizes, channels and sustains human behavior towards
work and away from recreation or other areas of life. The motivation to work is
likely to change as other life activities changes.

A number of theories have attempted to explain work motivation. The theories

differ in their assumptions about how rational workers are and about the degree
to which the conscious and unconscious mind direct behavior. Most of these
memories have received some research support, but none has been
overwhelmingly substantiated.

In the construction industry of Nigeria, workers sometimes complain of delayed

salary payment, lack of essential benefits like medical cover and lack of
overtime compensation. This makes the workers concerned to be less efficient
hence low productivity. It also contributes to lack of commitment strategy by
the entire workers fraternity. According to Author (1990, 1992, 1994) firms
with a high commitment strategy have significant higher levels of both
productivity and quality than those with a control strategy.

2.8.5 Communication to Workers

According to McGraw (2003) communication is the transfer of information
from a sender to a receiver, with the information being understood by the
receiver. Communication is important in the function of leading. The purpose of
communication in the construction industry is to effect changes to influence
action toward the welfare of the organization. Communication is needed to

35
establish and disseminate the goals of an organization to develop plans for their
achievements, to develop human and other resources in the most effective and
efficient way, to select, develop and appraise members of the organization, to
lead, direct, motivate and create a climate in which workers want to contribute
and to control performance managers in the work environment need information
for carrying out management functions and activities. Good communication in
the work environment seldom happens by chance, selecting the most
appropriate channel, and choosing proper timing can greatly improve
understanding and reduce resistance to change. Construction organizations are
subject to the influence of continuous change which affects the work employees
do, their well-being and their security. Change can be managed only by
ensuring that reasons for and their implications of change are communicated to
those affected in terms which they can understand and accept. Huselid (1995)
concluded that productivity is influenced by employees, motivation; financial
performance is influenced by employee skill motivation and organizational
structures. This is true but you may find that some highly skilled workers may
fail to be efficient and hence less productive by lack of motivation in what they
are doing. Sometimes it is also important for the management of any
construction organization to effectively communicate with workers so that they
hear what bothers the workers.
Lack of effective communication and role ambiguity in the work environment
may impair efficiency because the workers can be unsure of their scope when it
comes to handling tasks. One of the human resource strategies is workers
relations can only be realized by having in place appropriate communication
strategies in the work environment.

According to Michael (2002), good communications are required to achieve

coordinated results. Good two-way communications are required so that
management can keep employee/workers informed of the policies and plans

36
affecting them, and employee/workers can react promptly with their views
about management’s proposals and actions.

2.8.6 Participation in Decision Making

An environment that lacks workers voice is not very healthy for the workers.
This is when they are given an opportunity to have a say in management
decisions that affect them and their working conditions. A saying goes, if you
do it for us without us, then you are doing it against us”. If you implement a
change without the input of the employee/workers, no matter how beneficial it
is to them, they are likely to feel that you don’t mean well of their welfare. Role
ambiguity, lack of involvement in decision is making. Role ambiguity fails to
restrict respective employee/workers in their specific assignment therefore gives
birth to abnormal idle time hence how efficiency, low efficiency subsequently
censes low productivity in the long run. Koretz (1995) cited three key
productivity factors “inadequate supervision and workers involvement in
decision – making, too much work, and insufficient rewards, and chances to
advance” Leonard (2000) noted surveys indicating that less organizational
bureaucracy, a greater sense of purpose, clear goals, and being able to see
results were essential to productivity.
It is always humanly normal to feel “outside” when implementing something
that one has not been part of or shared in the planning of the same. When
employee/workers receive information of major changes in the work
environment as a surprise, they can resist such changes and in the process
become less productive, health and safety is an issue that affects workers
productivity in the work place environment directly. Heather workers and/or
those who know they are medically covered will be more efficient than those
without any medical insurance cover. This is because they will live in
apprehension of possible sickness or disease. Their safety should be guaranteed
like provision of risk allowance as they walk in unsafe environment like slums

37
during filed work. Recreational facilities for the workers can work miracles if
incorporated in the human resource planning. It can help to give workers an
opportunity to interact with the management hence good employee/worker
relation. This will make workers feel valued an also free to say their views to
the management.

2.8.7 Job Satisfaction

According to Michael Armstrong (2006), the term “job satisfaction” refers to
the attitude and feeling workers have about their work positive and favorable
attitude towards his job indicates job satisfaction. Negative and unfavorable
attitudes towards the job indicate job dissatisfaction. The level of job
satisfaction is affected by intrinsic and extrinsic motivation factors, the quality
of supervision, social relationships with the work group and the degree to which
individual succeed or fail in their work.
2.8.8 Conceptual Frame Work
The performance of the organization in question will depend on how favorable
the working environment will be. The figure below supports this argument.
Figure 2.1: Conceptual frame work

Independent variable Dependent Variable

Reward and motivation

Communication
Affect Workers productivity

Participation in decision making

Job satisfaction

Source: (Developed by researcher from literature review 2023)

38
2.8.9 Interpretations
The above framework (Figure 2.1) shows how independent variable affects the
dependent variables.
2.8.10 Reward and Motivation
The figure above clearly show it is the working environment that will determine
how well motivated or demotivated will the worker be. If workers are well
rewarded by being provided with essential benefits, they will feel cared for and
that their well-being is a priority hence high morale to work and produce good
results. Training opportunities gives specific skills for handling specific tasks
and increase the capabilities and potential by providing learning and continuous
development opportunities.

2.8.11 Communication
It is the working environment that will determine how effective the
communication will be not only from the workers to the management, but also
from the management to the workers.

2.8.12 Decision Making

Does the working environment give room for workers to take parts in decision
making, get feedback and get satisfied with their jobs? If yes, then workers will
be involved in decision making. The first and major reason is good relationship
between the management and the workers. These will make them deliver as
they are ought to because they will feel valued and especially when they are part
of any anticipated change in the organization.

39
2.9 Factors Constituting Working Environment and Their Impact on
Productivity
There factors that constitute working environment and their impact on
productivity are:
A. Site supervisors: It means the role played by the supervisor in equipping
knowledge with job knowledge. It also means the extent of value give by
supervisor to worker contribution and care about worker well being.
B. Good relation with coworkers: Relation with coworkers includes
relation with workers who are at the same hierarchical level and have no
authority over one another.
C. Training and development: Training means the planned and systematic
modification of behavior through learning events, activities and
programme which result in the participants achieving he levels of
knowledge, skills competencies and abilities to carry out their work
effectively.
D. Incentive and recognition plan: Monetary and non0monetary benefits
plans developed as the result of workers achievement of specific
objectives.
E. Adequate work load: It is intensity of work assignment or the amount of
work performed by the workers.

Figures 2.2: Factors constituting work environment and their impact on

productivity sps

40
 Good relation with coworkers
Training and Development
Incentives and recognition plans

Supervisor support Employee/workers productivity

Adequate workload

Source: field survey 2023

2.10 Construction Image
Reports of buildings collapsing due to poor construction techniques, and an
increase in large scale collusion and corruption have resulted in a negative
image of the construction industry as a whole. The negative is mirrored by the
workforce due to the dangerous nature of construction work and the fact that
workers are often exposed to unsatisfactory working conditions on construction
sites

2.10.1 Construction Workers Morale and Dissatisfaction

The various factors that can lower morale and attitude are increased conflict,
disputes, excessive hazards, overtime, over-inspection, multiple contract
changes, disruption of work rhythm, poor site conditions, absenteeism and
untidy site conditions.
Productivity and morale can be improved through the following incentive
programmes’ incentives for achieving mile stones on schedule; bonus schemes
across all work groups;; performance based incentives; recognition for quality
work and reaching milestones; health and safety awards/rewards for no lost time
accidents or incidents and health and safety competitions to promote healthy

41
and safe competition between trades. Optimum labour management can further
improve job satisfaction and productivity, and improved labour relations results
in increased job performance.

2.11 Effect of Physical Workplace Design

A fundamental aspect of the workplace that contributes each employee behavior
is the layout of the office space or site space. Conventional workplace designs
tend to provide close private offices or site for workers. In contrast, the more
contemporary open plan design is characterized by an absence of poor, to
ceiling walls and internal boundaries, as cubicles or portioned workplaces. Due
to low costs and convenience, the concept of open – plan office or site uses
continues increase. As mentioned by Smith – Jackson, and Klein (2008), open
plan designs refers to offices or site with individual workstations placed within
an open space; sometimes divided by panels, but also include conventional
showed offices with several workers in an office space. When introduced, open
site or office plans are presumed to provide an environment that would increase
work efficiency and facilitate communication, while reducing construction and
equipment costs.
2.12 Labor Productivity
Productivity in construction is often broadly defined as output per labor hour.
Since labor constitutes a large part of the construction cost and the quantity of
labor hours in performing a task in construction is more susceptible to the
influence of management than are materials or capital, this productivity measure
is often referred to as labor productivity. However, it is important to note that
labor productivity is a measure of the overall effectiveness of an operating
system in utilizing labor, equipment and capital to convert labor efforts into
useful output, and is not a measure of the capabilities of labor alone. For
example, by investing in a piece of new equipment to perform certain tasks in
construction, output may be increased for the same number of labor hours, thus

42
resulting in higher labor productivity. Construction output may be expressed in
terms of functional units or constant dollars. In the former case, labor
productivity is associated with units of product per labor hour, such as cubic
yards of concrete placed per hour or miles of highway paved per hour. In the
latter case, labor productivity is identified with value of construction (in
constant dollars) per labor hour. The value of construction in this regard is not
measured by the benefit of constructed facilities, but by construction cost. Labor
productivity measured in this way requires considerable care in interpretation.
For example, wage rates in construction have been declining in the US during
the period 1970 to 1990, and since wages are an important component in
construction costs, the value of construction put in place per hour of work will
decline as a result, suggesting lower productivity.
2.12.1 Productivity at the Job Site
Contractors and owners are often concerned with the labor activity at job sites.
For this purpose, it is convenient to express labor productivity as functional
units per labor hour for each type of construction task. However, even for such
specific purposes, different levels of measure may be used. For example, cubic
yards of concrete placed per hour is a lower level of measure than miles of
highway paved per hour. Lower-level measures are more useful for monitoring
individual activities, while higher-level measures may be more convenient for
developing industry-wide standards of performance. While each contractor or
owner is free to use its own system to measure labor productivity at a site, it is a
good practice to set up a system which can be used to track productivity trends
over time and in varied locations. Considerable efforts are required to collect
information regionally or nationally over a number of years to produce such
results. The productivity indices compiled from statistical data should include
parameters such as the performance of major crafts, effects of project size, type
and location, and other major project influences.

43
In order to develop industry-wide standards of performance, there must be a
general agreement on the measures to be useful for compiling data. Then, the
job site productivity data collected by various contractors and owners can be
correlated and analyzed to develop certain measures for each of the major
segment of the construction industry. Thus, a contractor or owner can compare
its performance with that of the industry average.

2.12.2 Factors Affecting Job-Site Productivity

Job-site productivity is influenced by many factors which can be characterized
either as labor characteristics, project work conditions or as non-productive
activities. The labor characteristics include:
 Age, skill and experience of workforce
 Leadership and motivation of workforce
The project work conditions include among other factors:

 Job size and complexity.

 Job site accessibility.
 Labor availability.
 Equipment utilization.
 Contractual agreements.
 Local climate.
The non-productive activities associated with a project may or may not be paid
by the owner, but they nevertheless take up potential labor resources which can
otherwise be directed to the project. The non-productive activities include
among other factors:

 Indirect labor required to maintain the progress of the project

 Rework for correcting unsatisfactory work
 Temporary work stoppage due to inclement weather or material shortage
 Time off for union activities

44
  Absentee time, including late start and early quits
 Non-working holidays
 Strikes
Each category of factors affects the productive labor available to a project as
well as the on-site labor efficiency.

Labor Characteristics Performance analysis is a common tool for assessing

worker quality and contribution. Factors that might be evaluated include:

Quality of Work - caliber of work produced or accomplished.

 Quantity of Work - volume of acceptable work

 Job Knowledge - demonstrated knowledge of requirements, methods,
techniques and skills involved in doing the job and in applying these to
increase productivity.
 Related Work Knowledge - knowledge of effects of work upon other
areas and knowledge of related areas which have influence on assigned
work.
 Judgment - soundness of conclusions, decisions and actions.
 Initiative - ability to take effective action without being told.
 Resource Utilization - ability to delineate project needs and locate, plan
and effectively use all resources available.
 Dependability - reliability in assuming and carrying out commitments and
obligations.
 Analytical Ability - effectiveness in thinking through a problem and
reaching sound conclusions.
 Communicative Ability - effectiveness in using oral and written
communications and in keeping subordinates, associates, superiors and
others adequately informed.

45
  Interpersonal Skills - effectiveness in relating in an appropriate and
productive manner to others.
 Ability to Work under Pressure - ability to meet tight deadlines and adapt
to changes.
 Security Sensitivity - ability to handle confidential information
appropriately and to exercise care in safeguarding sensitive information.
 Safety Consciousness - has knowledge of good safety practices and
demonstrates awareness of own personal safety and the safety of others.
 Profit and Cost Sensitivity - ability to seek out, generate and implement
profit-making ideas.
 Planning Effectiveness - ability to anticipate needs, forecast conditions,
set goals and standards, plan and schedule work and measure results.
 Leadership - ability to develop in others the willingness and desire to
work towards common objectives.
 Delegating - effectiveness in delegating work appropriately.
 Development People - ability to select, train and appraise personnel, set
standards of performance, and provide motivation to grow in their
capacity. These different factors could each be assessed on a three point
scale: (1) recognized strength, (2) meets expectations, (3) area needing
improvement. Examples of work performance in these areas might also
be provided.
 Project Work Conditions
Job-site labor productivity can be estimated

2.13 The Definition Concept of Production

According to Ibuchi (1994) says that economist define productivity as the ratio
between total input of resources and output, these input include labour, material,
equipment, management expenses, and technological improvement. Butier
(2007) says that productivity is the ration between input and output or in other

46
words the amount produced against the amount of the resource used in the
course of production.
According to Chitkara (2008) defines productivity as dollars of output per man
hour of input.

1. Work productivity

= quantity of work done per man power

Work unit
Man hour

2. Material productivity

=quantity of work done per unit of material

Work unit
Material quantity

2.13.1 Productivity in the Construction Industry

Because of the diversity of the construction industry, a single index for the
entire industry is neither meaningful nor reliable. Productivity indices may be
developed for major segments of the construction industry nationwide if reliable
statistical data can be obtained for separate industrial segments. For this general
type of productivity measure, it is more convenient to express labor productivity
as constant dollars per labor hours since dollar values are more easily
aggregated from a large amount of data collected from different sources. The
use of constant dollars allows meaningful approximations of the changes in
construction output from one year to another when price deflators are applied to
current dollars to obtain the corresponding values in constant dollars. However,
since most construction price deflators are obtained from a combination of price
indices for material and labor inputs, they reflect only the change of price levels
and do not capture any savings arising from improved labor productivity. Such

47
deflators tend to overstate increases in construction costs over a long period of
time, and consequently understate the physical volume or value of construction
work in years subsequent to the base year for the indices.
2.14 Historical background of craftsmen in a construction site.
The earliest handmade object were clipped flint and bone cutting tools and
weapon used by prehistoric people, these are succession object baskets leather
garments pottery woven material wooden object jewelry and metal work mark.
The earliest simple craft object evolve through advancing technology for more
complex work by Islamic world and in china, India and Jordan, craft people
excelled in many ways, in some cases, preceding the west in technical and
aesthetic sophisticated and through trade influence western idea's and crafts
practices. At a point in history when the machine can supply all people's
physical needs and craft might seen anachronism, except when thought of as a
means of sustaining traditional countering the uniformly of mass production and
provide an outlet for artistic self expression. All these roles define the place of
craft in the 20th century.

2.14.1 Concept of Craft/Skilled Workers

Craftsmen which can also be called the skilled workers are handmade object
which is created for utility, for decoration or as a vehicle for the maker's
imagination. At their best craft are the linking of skills and substances, the
products of the craft person training and mastering of tools and techniques
couples with an understanding of such nature material as day fiber glass metal,
wood and synthetic materials. The craft are categorized within visual art which
in did sculpture and painting and other graphic art. The term decorative art is
used interchangeable with that of crafts. The maker of craft may be the craft
person artisan, design crafts person, artisan craft person or fiber artistic studio
poster.

48
2.14.2 Attributes Of These Craftsmen And Their Guides.
The craftsmen of the past were proud men within a period, tightly into
brotherhood; the source of that pride was their small build up through tradition
in and through the work itself.
The traditional crafting was a master of the job and skill and adaptive capacity
to trace any part of it in consequences, he was highly motivated of interference
from anybody, outside his craft through this local guides he was at within
identifiable markets constraints to prescribe the proper rate of work, he
performed. To a significant extent he was a master of his craft and his own
destiny. The competences of craftsman were highly regarded in the community.
In the real sense modern technology has been built upon the adaptive ability
of the early craftsmen.

In a related development, Akindoyemi.A (2004) on a technical paper

presentation at craft workshop yaba tech. identified fifteen (15) trade groups of
craftsmen in the building construction industry namely

1. Excavator
2. Concreter
3. Steel Bender
4. Structure Steel Workers
5. Carpenter
6. Jointer Asphalt
7. Bricked
8. Block Layer
9. Natural Stone Mason
10. Iron Merger
11. Metal Work Plumber
12. Drainers

49
13. Electrician
14. Plaster
15. Pavement Decorator.
It is obvious from the listing that virtually all the basic requirement of a
building are directly or indirectly impacted by the activities of these trade
groups (craftsmen). Furthermore, each trade group derives. Its name directly
from the nature of the contribution role it performs towards the actualization of
building project delivery. These therefore, follows the input of these craftsmen
is essential or sin-qua-non and a must for the successful delivery of building
project.

2.14.3 Craftsman/Tradesman/Skilled Worker is defines as a person male or

female who has been instructed in the fundamental theory of a particular craft,
and trained for an adequate period in a intricate practice of that craft.
AKINDOYEN (2005).

A tradesmen is a skilled workers in a particular trade of craft economically and

socially a tradesmen/craftsmen which are construction skilled workers. Their
status is considered between a labour and a professional with a high degree of
both practical and theoretical knowledge of the trades.

In cultures were professional career are highly priced there can be a shortage of
skills manual works leading to lucrative null market in the traders. The training
of the trade I European culture has been a formal tradition for many centuries. A
tradesman typically began a master, and after a number of years he is released
from his master and himself.

Eventually taking on his own apprentice since the 20th century the process has
been change in many ways.

50
A tradesman still being an apprentice but the apprenticeship is carried out partly
through working for qualified tradesmen and partly through a credible trade
school for a definite period of time (usually around four years). After which
he/she fully qualified starting one's own business is purely a financial matter,
rather than being dependant on status, few trades still make a destination
between and qualified tradesmen term form someone who held some degree, 17
skill qualification is more than on trade but has been largely eliminated by
social or technological change and skilled workers have found employment in
similar trade.

Example of Tradesmen / Craftsmen

1. Butcher
2 Carpenter
3. Masonry (Bricklayers)
4. Tillers
5. Cobber
6. Haber Classer
7. Joinery Man
8. Labourers
9. Jeweler
10. Line Worker
11. Painters
12. Plaster Jack
13. Steeple Jack
14. Stone Mason
15. Welder
16. Roofers

51
2.14.4. Classification of Construction Craftsmen.
A. Structure Craftsmen: Craftsmen principally concerned with structural
work are carpenters, bricklayers, blocklayers, stone/cement masonry,
construction iron workers, ornamental iron workers, boiler marketers’ rigger,
reinforcing iron worker (iron bender) equipment operators, aluminum
fabricators etc.

B. Finishing Craftsmen: Those chiefly concerned with finishing work are

plaster, marble setters, tillers, terrazzo’s work, painter, glazers, roller, floor
layer, asbestos worker, pop worker, etc

C. Mechanical/ Electrical Craftsmen: Mechanical craftsmen are mainly

plumber, pipe fitter, refrigerator and air conditional worker, sheet metal work,
elevation and lift constructor, Electrician, telecommunication workers.

D. Building Craftsmen: The people who directly apply their skills and
experience to achieve the desired work in construction work are the craftsmen.
These men of skills, physical vigor, residence dexterity and ingenuity. The
employ many type of tools and mechanical equipment to achieve a number of
pests that provide men with dignity of the Nigeria institute of building has
define building. Craftsmen as a person who has attained a standard of
vocational education and training in building trade either.

Formally or informally and work on a building project such as person must hold
a certificate of apprenticeship from a master craftsmen on a certificate of
craftsmanship from a vocational training center.

2.15 Building Artisan

A building artisan is a tradesman who has the skill and potential of the building
trade and workers on a building project. He should be certified able to carry out
a measure of skilled responsibility under a master craftsman.

52
2.15.1 Importance of Skill Worker in Construction Industry
The importance and relevance of skills is further evident in that the construction
industry's skill needs are complex and heavily dependent on the type of project
involves. Good craft skills are crucial to the successful competition of
construction projection.
Awe, (2004) observes that is critical analysis of the above model reveal that
emphasis on training of craftsmen is embodied in the technical college
curriculum but there is no specified path or formal centers for vocational
training.

The present orientation in most technical colleges slows that the focus is the
preparation of students for further education in tertiary institution.

The national policy on education section 4, clause 22 state that student who
complete junior secondary school, the technical college, out of school
vocational center, an apprenticeship scheme in the ratio of 60:20:10:10%
respectively.

53
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1. Introduction

Howes (2006) defined research as process of systematic inquiry, investigation

and analysis of data in order to increase knowledge, test hypothesis where
necessary and to arrive at a conclusion. Going by this definition, it depicts that
research has to do with the collection of data through inquiry and investigation
and analyzing of gathered data in order to find solution to a specific problem.
One of the most technical areas of an investigation is the methodology. It is the
detailed plan and strategy of how the study intends to find solution to the
research questions. Therefore, this chapter discusses the methodology used to
provide data to investigate the research questions raised and also aim to provide
assurance that appropriate procedure which was followed in the course of the
study. This chapter is organized around the following major topics: research
design, population of the study, sample size, sampling techniques, the data
collection instrument, the descriptive study, validity and reliability of the
research instrument as well as methods of data analysis.

In this research, purposed Judgmental sampling techniques which is non-

probability sampling was employed. Data collection was by the use of both
primary and secondary data collection instruments. Questionnaire was
administered to the different trades operatives, consultants and professional in
the construction industry as regard to impact of work environment on the
productivity of construction skilled workers in IMO STATE. The data were
presented and analyzed using the descriptive statistical tool, supported with
tables and percentages. While hypothesis questions were analyzed using chi-
square

54
3.2. Research Design

Dixon (1994) defined research design as a strategy that addresses the planning
of scientific inquiry or designing a strategy for finding out something. This
study was designed to investigate the perception of risk management among
Quantity Surveyors in the construction industry. The investigation can therefore
be regarded as historical, and descriptive. According to Gay (1981) historical
research involves the systematic search for documents and other sources that
contain facts relating to the historian’s question about the past to have better
understanding of the present and perhaps to predict the future situation. To an
extent, it could predict future trends. In order to achieve the objectives set for
the study a descriptive research design (survey) was adopted using the case
study approach in order to allow the collection of data from a large member of
respondent (skilled workers) who are themselves representative, (i.e. a sample)
of the population.
3.3 Area of the Study
The research was carried out in Owerri the capital city of Imo state. A cross
section of construction firms, and contracting companies comprising of the
different actor in the construction industry were drawn from every class and
cadre of the organization.
3.4. Population of Study

The population of study is heterogeneous in nature being made up of different

kind of skilled workers such as carpenter, blocklayer, concreter, plasterer,
painter, electrician, plant operator, steel bender. Etc
Population of skilled workers in public and private building construction sector
in Owerri the capital city of Imo state, was targeted for the study.

The public skilled workers used for this study are drawn from four major
organized construction firm e.g. Belz integrated services, CMA Architecture
and Buiding services, RyteGate Construction etc.
55
3.5 Sampling Instrument and Sampling Techniques
There are several techniques usually employed in research work. Among the
techniques is simple random sampling, cluster, quota, satisfied random,
systematic, purposive sampling, event sampling etc. however, in this research
work, purposive and judgmental sampling was used. Purposive And
Judgmental Sampling: This is a non-probability sampling techniques where
the researcher selects units to be sampled based on their knowledge and
professional judgment. It is a sampling procedure that is characterized by a
deliberate effort to obtain representative samples from a study of population.
Purpose judgmental sampling was considered for this research work going by
the heterogeneous nature of the professionals that make up the population of the
study. A non probability sampling technique known as quota sample was
employed for the purpose of this study to ensure proper representation of all the
categories of the population, (i.e. skilled workers) in the sample, the sample size
1/10th of the population was adopted for the study in accordance with the
common rule which requires a researcher to obtain at least 10% of the
population study in the sample based on this rule, a total of 65 respondents
were used for the study made up of 26 public skilled workers and 39 private
skilled workers. Thus representing 55.38% of the population.

3.6. Source of Data Collection

Two major sources of data collection were used for the study i.e. primary source
and secondary source
3.6.1. Primary Source
These were captured through literature survey and preliminary studies carried
out on the previous works of other researcher in the problem area. It contributed
to the identification of variables and shaping of standard for the study.

56
3.6.2. Secondary Source
These were captured through oral interview and distribution of questionnaires
sample respondents in various categories of skilled workers visited at their
various building construction site within the study area.
3.7. Method for Data Collection
Literature survey and field work approach were the method used for data
collection. These involve collection of data through questionnaires, interviews
and observation administered on the tradesmen (skilled workers) at their
working sites, (private and public sector).
Firstly, an exploratory survey was carried out through preliminary interviews,
inter personal discussion and literature search in order to discover and identify
the productivity factors of skilled workers on building construction site which
are regarded as the study variables.

Secondly, a structure questionnaire was prepared to capture the variable and

used for primary data collection. Subsequently the variable were subjected in
ranking and agreement tests to the various skilled worker on building and civil
engineering construction site within the various part of the study area. Hand
delivery approach and service assistance were used in the distribution and
collection of the questionnaires. A total of 70 questionnaires were distributed to
various building and construction site, out of which 65 were retrieved
representing a response rate of 92.86%.

3.7.1 Instrument Used For Data Collection

The major instrument of data collection for the study is the questionnaires (see
appendix) which is structured in such a manner that allow the respondents to
easily fill in their responses without difficulty, most of the respondents were
assisted by the researcher or their site supervisor's in filling in their responses
and to their level of education and this contributed to the high response rate
(52.3%) achieved.

57
3.8 Method of Data Analysis
The method of analysis used for the study is:
1. Simple percentage method
2. Severity index (likert scale).
3. Productivity formulae
The percentage analysis was used for determining the character or quality of
respondents

Severity Index Analysis

This method of analysis involves the assignment of weight point by

respondents to the various productivity improvement factors identified through
secondary source in their assessed order of importance, impact as follows

Option weight point Interpretation

Very effective 5 very high impact (A)
Effective 4 High impact (B)
Fairly effective 3 Fair impact (C)
Not effective 2 Poor impact (D)
Not at all Effective 1 No impact (E)
The severity index S.I used in ranking each of the parameters according to their
order of impact is calculated using the formulae
S.I=∑(fnx1+f2 x2+………….+fn xn………………………………………...3.1
N
Where f represents the total observed response for each option, x represents the
weight point value of each response and N represents the total sample size while
n represents infinity.
A higher value of S.I for a given parameter indicates a higher
significance/impact in the list of parameter under consideration. This ranking
form the basis of assessment of skilled workers productivity factors on

58
construction site environment by the study of both public skilled workers and
private skilled workers in Imo state, Nigeria.

For purpose of rank agreement measures the percentage agreement (PA)

between the two groups is given by the formula

PA =100%-pd…………………………………………………….3.2

Where: Pd represents percentage disagreement between the various in the

ranking exercise estimated as

Pd = RA x 100%..........................................................................3.3
Nr(cm)
And RA represents the rank agreement factor or the total difference in rank (D 1
max) divide by the no of variable (Nr) ie RA = D1 (max)….................3.4
Nr
And RA represents the rank agreement factor or the total difference in rank (D 1
max) divided by the no of variable
(Nr) ie RA = D1 (max)………………………………….3.4
Nr
While RAmax is the maximum rank disagreement factor when the two groups
are in complete disagreement in the rank of the parameter DJmax divided by the
no of variable (Nr)
ie RA(max) = (DJmax)……………………………………..3.5
Nr
For purpose of absolute ranking of the variable, the absolute severity index (S.I)
is calculated using the formula

S.I = ∑Rai…………………………………………………..3.6
K
Where Rai = summation of various ranks of the variable in all the groups K
ranking exercise. The variable with the least value of S.I 3 is absolutely ranked
1st as the most significant factor/variable.

59
In case of a tie in the value of S.I 3 for any variable. The most superior in the
terms of their Ra1 and Ra2 or S.I1 and S.I2, value is ranked first; the result of the
severity index analysis is presented in table 4.1-4.4.

Productivity Analysis Formula

Productivity (p) = OUTPUT (OP)………………………………………3.7

INPUT (IP)
IF P = 1 SYSTEM IS EFFICIENT
IF P ≥ 1 SYSTEM IS PRODUCTIVE

IF P<1 SYSTEM IS UNPRODUCTIVE AND INEFFICIENT

This analysis consists of measurement of the ratio of the amount of work

produced by a gang of skilled workers per day and the resources used in the
course of production.

The data for this analysis are based on the response from
interview/questionnaires which capture the respondent’s average monthly or
daily rate in company and private sites as well as their respective average daily
output

3.9 Validation of the instrument

According to Gujarati (2003) for an instrument to have valid measurement, it
must measure the variable that it aims to measure and another attribute that may
have very similar characteristics. Validity of a measuring instrument according
to Trochim (2002) could be ensured by piloting of questionnaire before being
administered to respondents in a real survey. The questionnaire items will be
designed with the assistance of my supervisor and other measurement and
valuation experts who will be ascertained face and construct validity of the
instrument. The researcher will able to determine the effect of different wording
of the questions. At the end of this exercise, I will able to re-examine and revise

60
some of the questions and their sequence drawing from the result of my
techniques above all as well as outside criticisms.

3.10 Reliability of the instrument

A reliable instrument on the other hand is one that has consistent measurement,
thus it measures the same thing, the same way each time the instrument is used.
The questionnaires were validated before administration on respondents.
Validation was done to ensure that the instrument measured the quality the
research were designed to measure and also to establish the reliability of the
questionnaires were forwarded to my supervisor after the design for review,
correction and approval. The problem of bias was eliminated because the
sample was selected randomly.

61
 CHAPTER FOUR
DATA PRESENTATION AND FINDINGS

4.1. Introduction
The data collected for the study were analyzed using the formula previously
discussed in chapter three and results are presented as shown in the table 4.1-4.8
below
4.2 Data of Response
No. of questionnaires shared =70
No. of questionnaires retrieved =65
Table 4.1 Percentage Representations of the Questionnaires.

Questionnaires Frequency Percentage

Retrieved 65 92.9%
Not retrieved 5 7.1%
Total Issued 70 100%

(A) PROCESS OF CALCULATION

NO. OF RETRIEVED X 100

TOTAL NO. OF QUESTIONNAIRES 1
(1) 65 x 100 = 92%
70 1

62
Table 4.2 Responses to the Question: Please Indicate the Nature of Your
Construction Industry
RESPONDENT BUILDING/ INDUSTRIAL/ MECHANICAL/ TOTA
S CIVIL HEAVY ELECTRICAL L (%)
ENGINEERING ENGINEERING ENGINEERING
PUBLIC 26 - - 40
SKILLED
WORKERS
PRIVATE 39 - - 60
SKILLED
WORKERS
TOTAL 65 - - 100

Source: field work 2021

Discussion

The above table reveals the nature of construction industry of the valued
respondent where 40% are public skilled workers while 60% are private skilled
workers.

Table 4.3 Response to the Question: Please Indicate the Nature of Your
Trade/Craft from the List Below
RESPONDENTS NO. OF NO. PUBLIC NO. PRIVATE TOTAL (%)
RESPONDENT SKILLE SKILLED WORKERS OF
WORKERS RESPONDENT

MASONS 18 7 11 27.70
CARPENTERS 10 4 6 15.40
PLUMBERS 7 3 4 10.80
STEEL BENDERS 5 3 2 7.70
ELECTRICIANS 4 3 1 6.20
MACHINE 5 3 2 7.70
OPERATORS
PAINTERS 6 2 4 9.20
GENERAL LABOUR 10 4 6 15.40
TOTAL 65 29 36 100
Source: field work 2023

Discussion:
63
The above table reveals the nature of trade/craft, where 27.7% of the respondent
were masons 15.4% of the respondent were carpenters, 10.8% were plumbers,
7.7% were steel benders, 6.2% were Electricians, 7.7% were machine operators,
9.2% were painters, 15.4% were general labours.

Table 4.4 Response of the Question: Please Indicate You’re Level of

Experience in the Construction Industry from the List
RESPONDENTS NO. OF NO. OF PUBLIC NO. OF PRIVATE TOTAL (%)
RESPONDENT SKILLE SKILLED OF
WORKERS WORKERS RESPONDENT

0-5YEARS 14 6 8 21.50
5-10YEARS 18 8 10 27.70

ABOVE 10YEARS 33 16 17 50.80

TOTAL 65 30 35 100
Source: field work 2023

Discussion:
The above table reveals the working experience of the valued respondents,
where 21.5% of the respondents have worked for less than 5years, 27.7% of
respondents have worked for less than 10years and 50.8% of the respondents
have worked for more than 10years.

Table 4.5 Response of the Question: Please Indicate Your Age Bracket
from the List Below.

64
 RESPONDENTS NO. OF NO. OF PUBLIC NO. OF PRIVATE TOTAL (%)
RESPONDENT SKILLE SKILLED OF
WORKERS WORKERS RESPONDENT

20-30YEARS 14 6 8 21.50
30-40YEARS 16 7 9 24.70

ABOVE 40YEARS 35 16 19 53.80

TOTAL 65 29 36 100

Source: field work 2023

Discussion:
The table above reveals the age of the respondent where 21.5% of the
respondents represent below 30years, 24.7% represents below 40years and
53.8% represents above 40years.

Table 4.6 Response of the Question: Please Indicate Highest Level of

Education from the List Below
RESPONDENTS NO. OF NO. PUBLIC NO. PRIVATE TOTAL (%) OF
RESPONDENT SKILLE WORKERS SKILLED RESPONDENT
WORKERS

PRIMARY 34 13 21 52.30

SECONDARY 31 18 13 47.70

TERTIARY - - - -

TOTAL 65 31 34 100

Source: field work 2021

Discussion:

The table above reveals the level of education of education of the respondents
where 53.3% of respondents have primary education, 47.7% have secondary
education and 0% have tertiary education.

Table 4.7 Response of the Question: Please Indicate your Highest

Training/Qualification in your Craft/Trade from fhe List Below

65
RESPONDENTS NO. OF NO. OF PUBLIC NO. OF PRIVATE TOTAL (%) OF
RESPONDENT SKILLE WORKERS SKILLED RESPONDENT
WORKERS

FSLC 21 13 8 32.30

APPRENTICE 24 9 15 36.90

CERTIFICATE
CRAFT 20 8 12 30.80

CERTIFICATE
TOTAL 65 30 35 100

Source: field work 2021

Discussion
The above table reveals the Training/Qualification of respondents where 3.23%
represent First school leaving certificate holders, 36.9 represents Apprentice
CERTIFICATE Holder and 30.8 represent Craft Certificate Holder.

Table 4.8 Respondents Average Gang Daily/Monthly Output

Respondents 1block 1 Plasterer + 1 Painter + 1 Plumber 1 Electricians 1 Carpenter +1
Gang Size Layer + 1 1 Labour 1 Labour + 1 Labour + 1 Labour Labour
Labour

Output Of Public 80 Blocks 2 Partition 2 Partition Piping Of 1 Wiring Of 1 4 Columns Per

Skille Workers Per Day Per Day Per Day Wc & 1 Celine Fan, 1 Day
Whb Per Sucket, 1
Day Lighting Point
Per Day
Output Of 80 Blocks Same As Same As Same As Same As Same As
Private Skilled Per Day Above Above Above Above Above
Workers

Source: field work 2023

Table 4.9 Respondents Average Month/Daily Rate (N)

66
RESPONDE BLOCK CARPEN PLUMBER CONCRET ELECTRICI MACHI PAINT LABO PLAST
NTS LAYER TERS S ER ANS NE ERS
UR ERER
OPERAT
ORS
PUBLIC 31,200 36,000 30000 31,200 36000 30,000 30000 20000 31200
SKILLE P/M P/M P/M P/M P/M P/M P/M
P/M P/M
WORKERS

PRIVATE 1500 2000 2000 2000 2000 1500 1500 1000 1500
SKILLED P/D P/D P/D P/D P/M P/D P/D
P/D P/D
WORKERS

Source: field work 2023

Table 4.10 The following Productivity Improvement Factor for

Tradesmen on Construction Site has been Identified. Indicate how effective
each of them Applies to you.
OPTION NO OF FACTORS SCORE RANKING
RESPONDENTS

1 2 3 4 5
Adequate 65 2 5 3 10 45 4.4 1
training/Qualification
Adequate salary/wage 65 4 5 8 16 32 4.0 4
Good incentive and 65 5 5 5 10 40 4.2 3
motivation
Safe working environment 65 5 9 10 21 20 3.6 5
Good industries relation 65 1 1 7 18 38 4.3 2
Source: field work 2023

KEY: 1 - NOT AT ALL EFFECTIVE NO IMPACT

2 - NOT EFFECTIVE POOR IMPACT

3 - FAIRLY EFFECTIVE FAIRLY IMPACT

4 - EFFECTIVE HIGH IMPACT

5 - VERY EFFECTIVE VERY HIGH IMPACT

67
GIVEN: Ii =∑ai X i
N
Where ai is the likert weighting
x: is the number of respondents per factor

N: is the total number of respondents

A = 1x2+2x5+3x3+4x10+5x45

2+10+9+40+225
286 = 4.4
65
Score (∑IN) = 4.4

B 1x4+2x5+3x8+4x16+5x32
4+10+24+64+160
262 = 4.0
65

C 1x5+2x5+3x5+4x10+5x32
5+10+15+40+200
270 = 4.2
65

D 1x5+2x9+3x10+4x21+5x20
5+18+30+84+100
270 = 3.6
65

E 1x1+2x1+3x7+4x18+5x37

1+2+21+72+185

68
 281 = 4.3
65

OPTION NO OF FACTORS SCORE RANKING

RESPONDENTS

1 2 3 4 5
Adequate of tools/materials 65 2 5 3 10 45 4.4 1
Favorable government policy 65 4 5 8 16 32 4.0 4
Clement whether 65 5 5 5 10 40 4.2 3
Rate of 65 5 9 10 21 20 3.6 5
supervision/inspection
Healthy energetic workforce
65 1 1 7 18 38 4.3 2
Source: field work 2023

E = 1x2+2x5+3x3+4x10+5x45
2+10+9+40+225
286 = 4.4
65
Score (∑IN) = 4.4

F 1x4+2x5+3x8+4x16+5x32
4+10+24+64+160
262 = 4.0
65
G 1x5+2x5+3x5+4x10+5x32
5+10+15+40+200

270 =4.2
65

H 1x5+2x9+3x10+4x21+5x20

5+18+30+84+100

69
 270 =3.6
65

I 1x1+2x1+3x7+4x18+5x37

1+2+21+72+185

281 =4.3
65

Observations
A good aspect of the quality of respondents used for analysis as shown in table
4.1-4.10 is that 50.81% of them have above 10years experience in the industry,
47.71% of them have secondary education, while 52.830% of them have
primary education. The bad side of the quality of respondents however is that
53.80% of them are above 40years of age, only 30.80% of them have craft
certificate, only 32.30% of them have FSLC while only 21.50% of them are
between the youthful/energetic ages of 20-30 years. These deficiencies reveal
the level or character of the respondent (tradesmen, skilled workers) used in
terms of age, education and training.
4.3. Documented Productivity Improvement Factors of Skilled Workers on
Construction Sites.

Productivity improvement factor of skilled workers (tradesmen) on building

construction site in order of significances as follows

1. Good motivation/incentives

2. Quality-professional management

3. Adequate supply of tools/materials

4. Healthy/energetic work force

5. Clement weather

70
6. Inspection/supervision

7. Proper training/qualification

8. Adequate wage/salary

9. Favorable government policy

10. Good industrial relation

11. Safe work environment.

4.4. Discussion of Significant Productivity Factors

4.4.1. Good Motivation/Incentives

This factor has been identified as the most significant factor that contributes to
the productivity of tradesmen (skilled workers) on construction industry to
which construction managers must focus attention. Human motivation is
operationally define as a predisposition to strive for a certain kind of
satisfaction, which when fulfilled, makes the individuals to engage in behaviors
directed towards the attainment of a particular goal perceived by the individual
to be capable of satisfying him/her need in the construction industry.
Motivation and incentive scheme could be in the form of bonuses, overtime,
free gift, profit sharing etc which makes a workers feel as part and parcel of an
organization.

4.4.2. Quality-Professional Management

This factor is ranked as the 2nd most important factor that contributes to
productivity of tradesmen/skilled workers on construction industry.
Management is a policy and decision maker and the quality of an organization
management policy also influences the site management activities and the
workers on site. It is usually believed that only properly trained and qualified
personnel on top of management can contributes to quality management

71
decision. E.g. when a professional Quantity Surveyor is in charge of
management of a construction company/firm/site

Good motivation and incentive policy is a function of top management decision

and this could justify the ranking of these two factors closely.

4.4.3. Adequate Supply of Tools and Materials

Provision of adequate tools and materials for work is the first principle of
productivity otherwise no work may be achieved no matter how well a worker
is motivated. This again is a function of top-management hence it is closely
ranked as the 3rd most important productivity improvement factor for skilled
workers/tradesmen in a construction industry.
4.4.4. Health/Energetic Workforce
Participating in health promotion programs can help improve productivity levels
among employees and save money for their employers," Effective health
promotion programs lead to savings in medical and absenteeism costs. The new
results "add to the growing body of evidence that investing in a healthy
workforce can help to increase productivity levels of employees," Ms Mitchell
and coauthors conclude. However, they add, "It takes time and commitment for
program participation to yield success."
4.4.5. Clement Weather
Precipitation, wind, and extremes of temperature and humidity may lead to
reduced performance due to both physiological and psychological factors.
Common sense and experience show that it is harder to work in conditions that
are very hot, very cold, or very humid, or when it is raining, snowing, or
extremely windy. The extent to which productivity is affected by adverse
weather depends on several factors, including the severity of conditions, the
nature of the task, the individuals involved, their acclimatization and training.

4.4.6. Ease of Production/Technology

72
Good project management in construction must vigorously pursue the efficient
utilization of labor, material and equipment. Improvement of labor productivity
should be a major and continual concern of those who are responsible for cost
control of constructed facilities. Material handling, which includes procurement,
inventory, shop fabrication and field servicing, requires special attention for
cost reduction. The use of new equipment and innovative methods has made
possible wholesale changes in construction technologies in recent decades.
Organizations which do not recognize the impact of various innovations and
have not adapted to changing environments have justifiably been forced out of
the mainstream of construction activities.

73
 CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATION

5.1. Summary
Based on the analysis, the study found that skilled workers in Imo State are
productive, the study however also found that some of the skilled
workers/tradesmen (such as mason, concreter, carpenter, plumber and steel
bender) are more productive in a construction company while others (such as
plasterer, painter, electrician) are more productive in a private work
environment.
The study equally found that there is a high percentage disagreement (83.33%)
in the ranking of productivity improvement factors of skilled workers/tradesmen
on construction work environment in Imo State, Nigeria. while the percentage
agreement is very low 16.67%).
There several factors are responsible for productivity of skilled workers in a
construction industry, (whether company site or private site) which were
identified and documented in their order of significance as.
 Good motivation/incentives
 Quality-professional management
 Adequate provision of tools/materials
 Health-energetic work force
 Clement weather
 Ease of production technology
 Proper training/qualification
 Adequate wage/salary
 Favorable government policy
 Good industrial relation
 Safe working environment

74
This research has also revealed that with work study and work measurement,
optimum productivity from the available manpower and materials can be made
since management can make best use of the organization's resources. It has been
noted that work-study and work measurement can give practical assistance to
every management process like forecasting, organizing, planning and control
etc.

Forecasting: Accurate labour cost based upon the allowed time obtained by
direct work measurement are invaluable in estimating for tendering purposes
and produce economic prices that can be relied upon when profile margin must
be cut. Over the year a liberty of standard data can be accumulated from which
new time standard may be synthesized.

Organizing: organizing the most effect utilization of labour and plant implies
of full consideration of all the technical and economic factors involved in order
to ensure the optimum return from all resources. Devising the method study,
whilst to check the overall economy of production it is necessary to employ
work measurement.

This research has shown that directors/managers of construction organization

should create conducive atmosphere and encourage what will boost the moral of
their workforce for higher productivity. Time is money and as such, there is
need for thinking critically in term of time, since the output from workers in a
given time is used in calculating productivity.

In order to achieve efficiency and effectiveness in the building construction

industry which will in turn create high productive, there should be an
introduction of workable gangs on a site.

It was observed that highly motivated workers make the best result out of their
job and strive further to improve on them.

75
Motivation encourage workers to work towards being called achievers, and
treated with respect and in essence labour output and productivity is enhanced,
it equally show that motivated workers cooperate with themselves and help
others when they need their help in the overall interest of enhancing
productivity, motivation can induce workers to suggest alternative easier,
quicker and less expenses way of doing work. Motivation workers tried to
avoid waste and attempt to save cost since they have the interest of the company
at heart. Motivation workers in most case are truthful with their work mates and
above all make them to see their job well done while output productivity is
increased.

5.2. Conclusion

Based on the findings of this study it could be concluded that private skilled
workers on building construction industry are as productive as their public
counter parts.

However some of the skilled workers/tradesmen such as block layer, plasterer,

painter and electrician are more productive in a private sector environment
while others such as concreter, carpenter, plumber, and steel benders are more
productive in a public sector environment.

The study further concluded that good motivation/incentives scheme, quality

professional management and adequate supply of tools/materials are the most
critical factors that improve productivity of skilled workers on building
construction industry.

5.3. Recommendation

Having analyzed and discussed the findings in this study, the researcher hereby
make the following recommendation.

76
1. The first and most important recommendation for high productivity in
building construction industry is planning for motivation, training and
development of the workforce in view of the fact that Nigerian are still
struggling people, eagerly seeking to satisfy base lower order needs.
2. Further plans for high productivity through motivation and training of
worker should be based predominantly on the ideas and strategies
targeted at improving indigenous skilled workers
3. The immediate goal should be the reduction or elimination of the lower
order need and their replacement with the higher- order by creating
adequate and modern incentive which must have the requirement of a
good incentive system. A good incentive system must have the following
characteristics

 The scheme should be simple to understand and operate

 Standard should be based on careful prepared estimate arrived at by the
employment of work study
 Interest of the industry and workers must be considered ( the principle of
harmony of objective)
 Where necessary, instrument should be issued or training given on the
operator of incentives scheme.
 A guaranteed minimum rate should be payable, these given an employee
a sense of security. At the same time, this avoid injustice when they flow
of work is delayed.
 There should be consultation between employee and management before
and after an incentive scheme is introduced.
 Joint consultation should also be available for dealing with increase in
rate of any grievances which may arise.

77
  The scheme, besides maintaining proper coordination between
productive workers and indirect workers, must provide for. At least
incentive to direct workers.
4. The major concerns should include developing programs and project to
numb, the inhibiting effect of the historical, social cultural environmental and
organization work factor to improve the poor management and leadership
characteristics of Nigeria Persons to modify productive attribute and the
negative attitude of workers and to satisfy the higher order needs and motivator.

5. Method study of work study which is the examination of ways of doing work
in order to develop easier and more effective method of production should be
introduced and maintained in building industry for higher productivity.

6. Government and professional bodies should creates favorable condition to

attract most of the unemployed young men and woman into construction trades
and craftsmanship in other to become skilled workers to fill the gaps being
created by death of healthy and energetic workforce. A higher percentage of the
tradesmen being dominated by aging and elderly work force is not very good
for the industry.

78
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83
 APPENDIX 1
Department of Quantity Surveying,
School of Environmental Studies,
Federal Polytechnic,Nekede
P.M.B 1036,
Owerri
Imo state

Dear Sir/Madam,

RESEARCH QUESTIONNAIRE

I am a final year student of Federal Polytechnic Nekede, in the Department of

Quantity Surveying. As part of the requirements for the award of Higher
National Diploma, I am carrying out a research on “AN ASSESSMENT OF
THE IMPACT OF WORK ENVIRONMENT ON THE PRODUCTIVITY
OF CONSTRUCTION SKILLED WORKER IN IMO STATE’ I humbly
request that you answer the questions in the questionnaire attached overleaf.
Furthermore, I wish to notify you that the research is purely on academic
exercise. Thus, any information supplied will be treated as confidential and
entirely for academic purpose.

I shall be grateful if you provide the required answers and any other additional
information you may wish to provide.

Thanks for your cooperation.

84
 Yours Faithfully,

ANYANWU JOY NMESOMA

21H/0006/QS
(Researcher)

QUESTIONNAIRE
1. Please indicate the nature of your construction industry
1. Mech/Electrical □
2. Industrial/Heavy engineering □
3. Building and civil engineering □
2. Please indicate the nature of your trade/craft from the list below
a. Mason. □
b. Carpenter. □
c. Steel bender □
d. Painter. □
d. Electrician. □
e. Plumber □
f. General labour. □
g. Mechine operator □
3. Please indicate your level of experience in the construction industry from the
list below.
1. 0-5yrs. □
2. 5-10yrs □
3. Above 10yrs □

85
4. Please indicate your age bracket from the list below.
1. 20-30yrs □
2. 30-40yrs □
3. Above 40yrs □
5. Please indicate highest level of education from the list below.
1. Primary □
2. Secondary □
3. Tertiary □
6. Please indicate your highest training/qualification in your craft/trade from the
list below
1. Apprenticeship certificate □
2. WAEC/GCE □
3. Craft/trade certificate □
7. Please indicate the nature of your employment on construction site from the
list.
1. Company tradesman/skilled worker □
2. Private tradesman/skilled worker □
3. Contract tradesman/skilled worker □
8. Please state the gang size and daily output of your trade/craft
...........................................................................................
9. Please state the month/Daily rate of your trade/craft
…………………………………………………………
10. The following productivity improvement factor for tradesmen on construction site
has been identified. Indicate how effective each of them applies to you.
Very Effective Fairly Not Not at all
effective effective effective effective
1 Adequate
training/qualification
2 Adequate salary/wage
3 Safe work environment

86
 4 Good industries relation
5 Adequate of
tools/materials
6 Favorable government
policy
Clement weather
8 Rate of
supervision/inspection
9 Healthy/energetic
workforce

APPENDIX 11

PRODUCTIVITY ASSESSMENT FOR COMPANY AND PRIVATE

TRADESMEN/SKILLED WORKERS

BLOCK LAYER

Gang size = 1 mason + 1 labourer.

Average output per day = 80 blocks =8.1m2

Average BOQ rate of block work (225) =1800/m2

Daily output of block work =8.1m2 x1800=N14580

Daily input of company block layer

31200 + 20000
18. =2844.44/N

Daily input of private block layer =2000+1000

Therefore productivity of company block layer.

87
 14580
2844.44 =N5.131

PLASTERER
Gang size = 1 mason + 1 labourer
Company plasterer average monthly rate
=31200 per month
Company labourere average monthly rate = 20000
Private plaster daily rate = 2500/N
Private labourer daily rate = 1000 per labour
Average gang output per day 2 partition= 2x3.6x3.0

Average BOQ rate of rendering =379.75/m2

Daily output of plastering=21.6x379.75 =8202.6
Daily input company plaster of =284444
Daily input of private plaster=N3500
Productivity of company plaster= 75600
2844.44 =26.6/N
Productivity of plasterer= 75600
3500 =21.6/N

CONCRETER
Gang size = 1 mason + 3 labourer + 1 operator
Average daily output put concrete (1:2:3) =20 bags =20
6.4 = 3.13m3
Average BOQ rate concrete work (1:2:3) =18000/m3
Daily output of concrete work =3.13x18000 =56340
Daily input of company concrete
=31200+30100+ 3(20000)
18 =6738.33

88
Daily input of privet concrete
=(350x20) + 2000 + 1500 =10,500
Productivity of company concreter
56340
6733.33 =8.37/N
Productivity of private concreter
=56340
10500 =5.37/N

CARPENTER
Gang size = 1 carpenter +1 labour
Average daily output of formwork = 4 vertical column =4x4x0.23x3.0=11.04m2
Average BOQ rate of form work =850/M2
Daily output of carpenter =11.04x850=9384
Daily input of company carpenter
=36000+20000
18 =37111.11

Daily input of private carpenter =2000+1500 =3500

Productivity of company carpenter = 9384
37111.11
=3.02/N

Productivity of private carpenter

9384
3500. = 2.68/N

PAINTER

89
Gang size = 1 painter +1 labour
Average daily output of painting work=
2 partition 2x3.6x3.0 =21.6M2
Average BOQ painting rate (emulsion) =300/M2
Daily painting output per painter
=300x21.6 = 6480
Daily input of company painter
=30000+20000
18 =2777.78

Daily input of private painter = 1500+1000= 2500

Productivity of company per day
=6480
2777.78 =2.33/N
Productivity of private painter
=6480
2500 =2.60/N

PLUMBER
Gang size =1 plumber + 1 labour
Average daily output
Average daily input of plumber =
Installation of 1 wc and and one (WHB) complete with accessories
Average BOQ =18000per WC and 8000 per WHB.
Daily output of plumber =18000+8000=26000
Daily input of company plumber =
30000+20000
18 =2777.78
90
Daily input of private plumber =
2000+1000=3000
Productivity of private plumber =
26000
3000 =8.67/N

ELECTRICIAN
Gang size =1 electrician + 1 labourer
Average daily gang output=installation of one ceiling fan, one lightening point
and one socket point complete with accessories
Average BOQ rate=750 per wc. N200per wc. 2000 per lighting point and N300
per socket point.
Daily output of electrician =N9000+3000=12000
Daily input on company electrician =
36000+20000
18
=37111.11

Daily input on private electrician =2000+1000=N3000

91
92