Abstract
İnşaat sektöründe mimar ve mühendisler, projelerin etkin bir şekilde yönetilmesinde ve proje sürecinin
başarılı bir şekilde tamamlanmasında çok önemli rol oynamaktadırlar. Bu nedenle projelerin başarısı ve
verimi büyük ölçüde mimar ve inşaat mühendislerinin çalışma performansına bağlıdır. Diğer yandan mimar
ve inşaat mühendisleri sektörde çalışma performanslarını olumsuz yönde etkileyen ve kendilerini demotive
eden problemlerle sıklıkla karşılaşmaktadırlar. Motivasyon, verimliliği etkileyen en önemli faktörlerden
birisidir. İnşaat sektöründeki insan kaynağının varlığı sektörde motivasyonu önemli kılmakla birlikte
çalışanların amaçlarına ulaşması sürecinde kendilerinde tatminsizlik ve memnuniyetsizlik yaratan
durumların mevcudiyetinden ortaya çıkan “demotivasyonu” da önemli bir kavram haline getirmektedir. Bu
noktadan hareketle, bu çalışmada Türk inşaat sektöründe çalışan mimar ve inşaat mühendislerini demotive
eden kriterlerin belirlenmesi ve belirlenen kriterlerin çalışanları hangi düzeyde etkilediğinin tespit edilmesi
amaçlanmıştır. Bu çerçevede, yapılan kapsamlı literatür araştırması sonucunda mimar ve inşaat
mühendislerini etkileyebilecek 69 demotivasyon kriteri belirlenerek hazırlanan anket ile ülke genelindeki 96
mimar ve 127 inşaat mühendisinden veri toplanmıştır. Toplanan verilere çeşitli istatistiksel analizler
uygulanarak mimar ve inşaat mühendislerini demotive eden kriterin önem sıralaması yapılmış ve
demotivasyon kriterleri ile çeşitli değişkenler arasındaki ilişkiler belirlenmiştir.
Abstract
The construction process is largely a “people”
management business. People play an important
role in the effective utilization of all other resources
on a construction project. The construction industry
is complex, dynamic and uncertain, and requires
highly motivated employees. The issue of employee
motivation is important as it establishes a
substantial foundation for high performance levels
and less unproductive time. Therefore, improving
the productivity of the employees on a project can
have a significant improvement on the project
outcome. From this point of view, over the years,
there has been a continuous effort on the need to
explain what motivates and de-motivates employees
in general within organizational workplace.
There is an implicit assumption that lack of
motivation is the same as demotivation as
conceptualized by some researchers, while other
researches argued that the two are different. Lack of
motivation means lack of inner or social stimulus or
impetus for an action on the part of an individual
(also refers to as “no motivation” or “zero
motivation”). Demotivation on the other hand
entails dampening of morale or spirit in carrying out
a particular action. It generally causes
dissatisfaction, and in actual fact, it is even worse
than lack of motivation as it leads to feeling of being
downcast, dispirited, depressed and despondent on
the part of employee.
Motivation and de-motivation are an important
aspect in heavy industries such as construction due
to the project-based nature of the sector.
Construction industry relies heavily on human
resources who work in teams over a period of time,
to deliver client needs and requirements to desired
quality and within budget. During the projects,
individual project team members are confronted
with many problems, such as poor team interaction,
low-quality workmanship, material unavailability,
co-workers’ incompetence and the project itself
among others, which could lead to demotivation and
low morale.
In the construction industry, architects and civil
engineers play a crucial role in the management of
the projects effectively and in the completion of the
process of the project successfully. Therefore, the
success and the output of the projects mainly depend
on the performance of work of the architects and
civil engineers. On the other hand, architects and
civil engineers confront problems affecting their
performance of work negatively and demotivating
them in the construction process frequently.
Motivation is one of the most important factors
influencing productivity. In the construction
industry, the existence of human resource not only
makes motivation important in the sector but also
makes “demotivation”, which emerges from the
presence of the situations creating dissatisfaction
and discontentedness in the process of employees’
reaching their goals on themselves, an important
concept. From this point of view, in this study, the
determination of the demotivating criteria and
demotivation severity index of determined criteria of
architects and civil engineers working in Turkish
construction industry is aimed. After a thorough
review of extant literature particularly in the
knowledge areas of project management,
organizational behavior and design management
and practice, which are deemed important to the
subject area, 69 demotivating criteria, were
identified and used in questionnaire survey and data
were collected from architects and civil engineers
who are working at construction industry. The
questionnaires were administered to civil engineers
and architects via e-mail, and 96 architects and 127
civil engineers responded to the survey throughout
the country.
The motive for this was to deduce whether the 69
identified criteria influence architects demotivation
or not. The questionnaire includes the 69 criteria on
a Likert-type scale of 1 to 5, where 1 represents
“not-a-severe demotivating criteria” and 5
represents “most-severe demotivating criteria”.
Demotivation criteria of architects and civil
engineers are respectively determined by carrying
out several statistical analyses to the data collected.
From the findings of the present study, the most
demotivating criteria were determined for architects
and civil engineers in Turkish construction industry.
This study would help managers of construction
industry to develop healthy workforce through
eradication of the identified demotivating criteria
using some of the suggested solutions.
Details
| Other ID | JA59PE22YC |
|---|---|
| Journal Section | Articles |
| Authors | |
| Publication Date | June 1, 2016 |
| Submission Date | June 1, 2016 |
| Published in Issue | Year 2016 Volume: 7 Issue: 1 |