Work Force Motivation and Productivity on Large Jobs

by John D. Borcherding, (M.ASCE), Assoc. Prof.; Architechtural and Civil Engrg Dept., Univ. of Texas at Austin, Austin, Texas 78712,
Douglas F. Garner, (A.M.ASCE), Second Lt.; U.S. Army Corp. of Engrgs.,

Serial Information: Journal of the Construction Division, 1981, Vol. 107, Issue 3, Pg. 443-453

Document Type: Journal Paper


A Department of Energy sponsored study employing questionnaires and interviews with over 1,300 craftsmen and foreman from eleven power plant projects and a nuclear processing facility indicated an average 23.14 lost manhours per week. These lost manhours were due to delays resulting from material and tool availability, overcrowded work areas, crew interfacing, inspection delays and instruction time. In addition, the average time spent redoing work was 5.70 hours per week per craftsman. The previous factors reducing productivity plus demotivational concerns, such as disrespectful treatment, little accomplishment, project confusion, lack of recognition, and communication breakdowns, have an adverse effect on morale of the lower level work force. The causes of productivity and motivational problems encountered were developed from a statistical, comparative analysis with different project characteristics.

Subject Headings: Power plants | Employees | Motivation | Nuclear power | Productivity | Comparative studies | Inspection | Statistics

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