EVALUATING THE MOTIVATIONAL FACTORS OF EMPLOYEE-CONSULTANTS IN THE NIGERIAN CONSTRUCTION INDUSTRY

EVALUATING THE MOTIVATIONAL FACTORS OF EMPLOYEE-CONSULTANTS IN THE NIGERIAN CONSTRUCTION INDUSTRY

Abstract

Managing people in the workplace is an integral part of the management process. The purpose of this study is to assess the motivating factors of employee consultants in the Nigerian construction industry in order to improve motivational practices that lead to the growth and retention of the Nigerian construction industry. The purpose of this study is to identify the motivational factors that influence the performance of hired consultants, the management practices of consulting and construction firms in motivating hired consultants, and the motivations in developed and rapidly growing consulting/construction firms. the impact of attachment, and the challenges that come with it. Employee Advisor Motivation Management and Motivators in the Nigerian Construction Industry. The study focuses on employee advisors as a major player in the construction industry. A sample size of 108 construction/consulting firms and 150 employed consulting firms was randomly selected to complete two questionnaires. According to the survey results, the ranking of motivational factors shows the first six factors in order of importance.
Job security (0.9), salary (0.89), working conditions (0.87), compensation (0.84), training and development (0.83), leadership (0.82). Lack of support needed to complete work has been identified as a major demotivating factor for employee consultants, while construction/consulting firm management has to deal with crowds

Fees paid (workers’ wages) as the biggest obstacle to motivation. The survey concluded that the majority of consultants employed were generally dissatisfied with their organization’s level of motivation. The study recommends that new incentive systems such as flexible working hours and subsidies can be used. Areas of further research should focus on implementation strategies for motivating factors.

Chapter 1
Foreword
1.1 Research background
An organization’s manager carries out tasks through other members, oversees the organization’s activities, and is responsible for achieving its goals. (Robbins, 2005) Key elements of a manager’s job include leadership, negotiating roles, decision-making, and communication. Managers have formal authority over organizational units that are divided into interpersonal, informal, and decision-making roles.
A manager’s work is highly diverse and interaction with staff is considered central to management (Thomas, 2002).
What was used to define construction work remains largely unchanged today, as work has become more dynamic and employer-employee relationships have become less hierarchical and more transactional. Oyewobi et al. (2011) found that the Nigerian construction industry’s contribution to his GDP declined between 1980 and his 2007 due to poor performance and low productivity. Similarly, Idrus and Sodangi (2007) argued that although the construction industry in Nigeria produces nearly 70% of the country’s fixed investment, its performance within the economy continues to be very poor. may also result from employees moving away from long-term employment and long-term rewards and focusing on short-term rewards. (Eisner, 2005) The workplace is also fundamentally changing, with organizations becoming more diverse, including many key stakeholders, including consultants. The workforce is also becoming more diverse and managers need to be aware of these people.