ASSIGNMENT

PGPCM-SODE Module 11 NCP 22

CONSTRUCTION PERSONNEL MANAGEMENT

SUBMITTED BY: Ajeet Singh REG. NO.: 213-03-11-11416-2153 SODE-PGPCM

ASSiGNMENT NICMAR/CODE Office Name AJEET SINGH 213-03-11-11416-2153 Reg. No. (PGPCM) Course No. Course Title Assignment No. Date of Dispatch Last Date of Receipt NCP 22 Construction Personnel Management One

ASSIGNMENT

You are a Project Manager on site where work for 3K.m. long Tunnel has been undertaken. The site is remote and takes about 2 days travel to nearest town. Supervisors, Technicians & Skilled Workers are engaged in dangerous / hazardous work. Absenteeism due to sickness, quarrels, drinking are adding to less output of work and chances of accidents on site are increasing. Management has urged to do something so that time targets can be achieved. Discuss how will you tackle the problem and increase the output of the work.

Introduction of main problem The main problem plaguing this project is staff absenteeism, drunkenness, brawls etc. This is leading to sub-optimal output due to absenteeism, improper staff management, bad work culture and deficient safety practices in place as mentioned in the problem. No mention of motivational factors is made in the problem hence it may be assumed that a proper system of motivating and moraleboosting is not implemented at this site. The problem can be termed as a vicious circle where lack of suitable work environment is affecting output which again is causing further lack of motivation. The first consequence is the delaying of the project. Management is clueless as to what means have to be implemented to achieve desired output and complete the project in time. Factors relating to/augmenting the problems at site: 1. Lack of Motivation 2. Lack of Leadership 3. Insufficient mechanism to boost Morale Needs and their fulfilment on site Lack of Motivation

Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction

with work. However, no satisfaction is gained if these factors are provided in quantity which is more than adequate. Hygiene factors include:

- Company policy and administration - Wages, salaries and other financial remuneration - Quality of supervision -Security - Quality of inter-personal relations - Working conditions - Feelings of job security - Working environment and cleanliness/organisation of work place

Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include:

- Status - Opportunity for advancement - Gaining recognition - Responsibility - Challenging / stimulating work - Sense of personal achievement & personal growth in a job -Self actualisation -Foreign Travel

A slightly different theory was propagated by Abraham Maslow. His theory defines the needs based on a hierarchy and the level of motivation will correspond to certain level of needs. He propounded mainly five level of needs :-

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Self-Actualization needs - realising personal potential, self-fulfilment, seeking personal growth and peak experiences It is quite evident that the site management is not able to implement these theories on the site to motivate workers. Lack of Leadership Common leadership styles include: 1. Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. Visionary leaders articulate where a group is going, but not how it will get there setting people free to innovate, experiment, and take calculated risks. 2. Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best with employees who show initiative and want more professional development but it can backfire if its perceived as micromanaging an

employee, and undermines his or her self-confidence. Hence the style of coaching should be knowledge dissipating rather than fault-finding. 3. Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. This approach is particularly valuable when management is trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization. 4. Democratic. This style draws on peoples knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. One limitation of this style is that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions. Generally also consensus building takes a lot of time if several number of players are involved. 5. Pacesetting. In this style, the leader sets high standards for performance. The leader himself is obsessive about doing things better and faster, and asks the same of everyone. This style should be used sparingly, because it can undercut morale and make people feel as if they are failing. 6. Commanding. This is classic model of military style leadership probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. It is only effective in a crisis, when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness. . The Project Manager as a leader should be well-versed with these theories and should have a common understanding of these leadership styles. He should also understand that one particular style does not fit every situation and his leadership should be adaptive and situation-based and level-based. He should try to be sufficiently flexible and at the same time task oriented.

Insufficient mechanism to boost morale

The state of the spirits of a person or group as exhibited by confidence, cheerfulness, discipline, and willingness to perform assigned tasks is known as morale. Morale is different from motivation in the sense that Morale is a short-term force while motivation effects the employees in the long run.

Suggestions to improve output Improvement in Motivational and hygiene factors Ensuring that the hygiene factors are present at the site. The site should as much as possible be organised with proper markings. There should be neat dining area, clean lavatories and a common area for employees. Company policies should be fair to the employee and appraisals should be honest and transparent. They should be linked to incentives which should be distributed timely. Workers are not cog in the machine and hence should not be treated like that. They should be encouraged by means of praises, sanctioning due leave etc. So that they are able to perform. The performing worker should not be treated in the same way as underperforming worker. Encouraging safe practices on the site and strictly implementing them. Nobody can work with any enthusiasm if he/she is not sure of his/her safety. Encouraging the worker to acquire skills through exposure and helping them gain field expertise. Also some periodic workshops should be conducted from time to time so that the workers can acquire interdisciplinary skills. Also the workers should be made aware of welfare policies of the organisation by holding suitable workshops/meeting.

There should be group as well as individual incentives. Providing job-security. Devising a suitable incentive plan for workers. Non-performers should be weeded out and performers should be awarded.

Monthly awards for best performing employees should be given.

Improvement in Leadership The leadership should not leave the work to the workers and site supervisors but should proactively monitor the project status and workers should feel that the leadership is as much concerned about the project as they are. Leadership works best by setting examples. The team leaders should set examples among the workers by consistently giving their best. Team leaders should facilitate the trickle down of knowledge and skills. Acquiring professional skills is a goal which every worker wants to fulfil. Team leaders should have ZERO-COMPROMISE attitude towards discipline and any and every case regarding indiscipline at site should be dealt with an iron-hand. This will help in establishing friendly atmosphere within which people can work together without fear, anxiety or insecurity. Team leader should show their concern towards the workers by holding timely workshops and should tell about the welfare policies of the company to the workers. In a panic situation such as accident, the team leader should set an example by leading the workers himself. Team leader should give appreciation publically for a specific job well done and give spot-awards. Team leader should allot one specific day for a meeting with each section of employees to hear their general problems.

The team leader should, as much as practicable, try work on principles of consensus building that following hierarchy.

Improvement in Morale Keep employees feeling their work is more than just a job. Everyone wants to feel that his or her work has a higher purpose. Sometimes, though, that purpose gets lost in the day-to-day grind. Take time to creatively celebrate accomplishment It's natural to focus on what's ahead rather than reflect on how much has been achieved. Taking time to reflect, though, helps employees appreciate how much they have done. Grant time off to employees to pursue projects they are passionate about. Personal projects can provide an energizing break from regular responsibilities and can serve as a source of innovation for a company. Mix up the company's usual way of doing things. Departing from the customary routine of concreting, earthwork and similar construction activities can go a long way toward building morale. Train employees to develop positive attitudes. Offer time away from the office to do some good. Another way to build employee morale and camaraderie is through community service. Firstly this will inculcate a sense of team-work. Secondly it will help employees understand and appreciate their working conditions in a better way.

Recommendations to the management

It is recommended to the management that keeping in mind that tunnel projects are generally time taking and done under difficult working conditions and require a lot of physical effort on part of both workers and management; problems which are arising should be dealt with very seriously. Management should: 1. Inculcate a good working atmosphere where it recognises individual efforts giving due respect to the effort. Site supervisors should be empowered to recommend employees for awards. Also the Junior Engineers should be empowered to distribute on-the-spot awards to their employees in case they find a deserving worker. Other means of recognition such as EMPLOYEE OF THE MONTH, INNOVATON AWARD etc, may also be implemented. 2. The Project Manager should hold monthly workshops to promote the welfare policies of the company and should make the employees aware of these welfare policies. This will help the workers feel that the company is concerned about them and they are not just a mere worker who is employed for the sole purpose of achieving targets. Monthly workshops will also help the PM get feedback from the workers about the implementation of welfare policies and lacunae therein. 3. As evident from the problem, indiscipline is rampant on site and site management is unable to tackle it. It is a clear case of turning a blind eye to the situation. The Project Manager should be strictly asked by the higher ups to enforce discipline. He should be asked to adopt a ZERO-TOLERANCE policy towards this aspect. Indiscipline if not curbed in the beginning will lead to more indiscipline. Sequential steps should be taken Private Counselling at first followed by Public Scolding in case of repeated offences. PM should punish the workers who cause nuisance by withdrawing all incentives at first, then affecting a salary cut and in extreme cases- firing the worker.

4. Tunnels projects are often executed in remote locations where there is no family or social life for the worker. The company should fix in place a system of COMPLIMENTARY LEAVE, say 2 day CR for each 5 working man days. The worker should be allowed to accumulate CR in his leave account and either en-cash them or use them. This will allow them to take leave for sufficient number of day when he can spend reasonable time with his family. 5. Since the site is at a remote location and the nearest town is a 2-day journey, the PM should build on-site facilities for medical attention for common ailments and reasonable facilities for treatment of workers in case of an emergency. Hazardous conditions at site warrant such an arrangement. Management should keep in mind that no worker can work to his full potential if he is not sure of his safety. Management should also enhance the corpus of Employee Insurance. 6. Management should be empowered to grant extraordinary leave to employees whose general conduct and behaviour is reported Satisfactory by the JEs and they are satisfied with the circumstances warranting leave. 7. A proper grievance-redressal mechanism should be recommended by the HQ to the PM. 360-degree performance review should be implemented by the HQ to know the area where the site management is failing the employees. The PM should divide his employees into groups of reasonable size and meet every group once a month to hear their problems. He should implement methods to solve them. This meeting will also help him get feedback from the workers as to the success of implementation of the earlier measures. 8. Periodic workshops to make workers aware of the perils of alcoholism. Those who are addicted to alcohol should be shown the door. 9. There should be a system of GROUP-INCENTIVE and wells as INDIVIDUAL-INCENTIVE. Presence of both these factors will motivate each employee to conform to the group goals while at the same time give his individual best as well.

Recommended Readings: 1. (Chapters on Motivation, Leadership) Management Koontz and Odoneal, McGraw Hill Publication 2. 3. 4. Papers on Management in construction Industry Prof. K.N. Vaid Motivation and Morale in Industry Morris Simon Viteles Managing Workplace Negativity Gary S. Topchik