Construction companies increasing non-union field employee performance and quality

Construction Performance

In the construction industry, a large majority of the work that is performed is completed by members of a closely knit group of individuals that form a construction union. With a modest contribution to union membership dues, members are entitled to a variety of benefits, including competitive wages, healthcare benefits, and other incidentals. As a result, it is most feasible for construction employees to join the local union rather than to serve as independent workers, or what are commonly known as field employees.

In a competitive economic society, construction projects are quite significant sources of revenue and income for field experts, regardless of their union affiliation. However, those that decide to join the union designated for the construction industry will find that their privileges are enhanced, their rights are better protected, and their wages are more competitive. As a result, these individuals are more likely to actively engage their responsibilities, which will result in increased productivity and performance. For those persons that do not elect to join the union for any reason, they are not eligible for the excellent benefits that unions can offer, including competitive wages and increased access to benefits. Therefore, these employees may lack a serious motivation to maximize their potential and may possess a tendency to diminish their performance on any given project. The challenge for construction organizations is to seek strategies for improvement of these conditions in order to improve non-union employee performance across the board. This task can be considered challenging and arduous, but the anticipated results will benefit the individual in question as well as the organization as a whole.

Scope

This study will examine the primary tasks and considerations that are necessary to implement an effective strategy for increasing non-union employee performance in the construction industry. A variety of literature will be considered in the next chapter in order to provide an analysis of market conditions and the relevance of organizational behavior and motivation on the construction industry as a whole. Many factors must be considered to assume a comprehensive study of this topic, including the economic and social factors of typical construction employees, their inherent motivations and needs, and the importance of employee unity within the industry. These factors are necessary to consider the motivations behind the degree of performance in union vs. non-union employees.

Limitations

It is difficult to quantify employee performance in any industry. Therefore, a careful examination of the motivations behind performance may not necessarily provide the anticipated solutions or analyses of the problem in question. In the construction industry, it may be particularly arduous to identify the primary means of motivation that drive performance excellence, since this often involves personal characteristics, regardless of union affiliation, and these traits can be very difficult to identify and evaluate unless a long-term study is initiated, as they may take a long time to be recognized.

Summary

It is necessary to evaluate the influence of performance on its relationship to union membership in the context of organizational behavior characteristics. It is critical to identify behaviors in both union and field employees and to also appraise their working relationships in order to determine the motivators behind their daily performance. It is anticipated that if performance issues are strictly related to union membership, then employee relationships amongst union and non-union workers will serve as a significant influence in employee performance.

Chapter Two

Review of Literature

Employee Recognition and its Influence on Performance

An article by Luthans entitled "Recognition: a powerful, but often overlooked, leadership tool to improve employee performance" provides an evaluation of how employee recognition can directly influence employees to maximize their individual performance. The author states that "In any type of situation, effective leadership depends on reinforcing, motivating and rewarding value enhancing behaviors in order to spur superior performance" (p.3). As a result, managers and supervisors must take a proactive approach in promoting enhanced employee performance. In the construction industry, recognition for a job well done possesses the potential to drive future performance to its maximum.

Summary

This research evaluates the importance of employee recognition strategies in order to influence the potential for maximum performance. It has been demonstrated that motivation is a fundamental factor in the development of employee performance, and that in order to maximize performance, employees seek recognition and rewards for a job well done. It is only when these tactics are employed can an employee gain the motivation to perform to the best possible level.

Chapter Three

Methodology

It is anticipated that this study will require direct observation within the construction setting in order to accurately measure and assess the degree to which employee performance is influenced by such external factors as wages, union affiliation, employee relationships, and recognition. This study will also be influenced by the way in which employees are perceived and recognized by their supervisors in relation to their affiliation to the union, or lack thereof. Finally, the study will employ a survey instrument to identify the needs and concerns of employees in the construction industry and their potential influence on performance.

Target Population

This study will target a group of non-union, or field employees, currently employed in a given construction firm. Their behaviors will be evaluated in terms of how well they perform against union employees. Therefore, a cross-section of union employees will also be evaluated to serve as the standard for performance and to provide an equitable assessment of the degree to which performance is lacking in individuals that are not members of the union.

Indicators

A number of indicators will be established to determine the level of performance of the target population, including the following: The limitations of union vs. non-union membership, the importance of employee rewards and recognition on performance, regardless of affiliation, the significance of wages on performance, and the implications of retention and perceived stability on performance. Each of these factors will contribute to the final analysis of the problem and the potential solutions for improvement.

Data Collection

In order to provide the most accurate measure possible of the current conditions in the construction industry, employee behaviors must be observed and evaluated in terms of the measurements mentioned previously. Employees will be observed in their professional surroundings for a predetermined period of time in order to understand the motivations behind their individual performances. In addition, a survey instrument will be employed to identify employee interests and concerns in relation to performance issues that may arise on the job.