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• Cronbach’s Alpha Value (0.625 – 0.8753), >0.6 - reliable and consistent

• Descriptive Analysis - Mean of Variables

-SR (most used) – 4.0528, TD (less used) – 3.4167

• To identify the common HRM practices used by the

construction companies

• To determine the effects of HRM practices on project

performance

INTRODUCTION

OBJECTIVES

CONCLUSION AND RECOMMENDATION

EFFECTS OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES ON PROJECT PERFORMANCE IN CONSTRUCTION INDUSTRY

Lee Wai Yee (PB12092)

Bachelor of Project Management with Honors

Faculty of Industrial Management, Universiti Malaysia Pahang

RESULTS

• All variables’ beta values are positive and all significant level of p-values are less than 0.05. HRM practices have positive

significant relationship with project performance. All hypotheses are supported. All the objectives are met based on the results

from analysis. Therefore, HRM practices are proven to increase project performance in the construction industry.

• Recommendation for future study: to expand scope of study (include other states, other performance aspects)

METHODS

• Multiple Regression

- 27.5% of the variation in the dependant variable is explained by

independent variables

- Beta values (positive), p-value <0.05 , positive significant relationship

• Pearson Correlation (p<0.5)

- SR, WD, TD, CS, PM have positive significant relationship with project

performance.

RESULTS OF MULTIPLE REGRESSION

R² = 0.275 F= 4.626

V Beta Sig (p-value)

SR 0.146 0.031

WD 0.133 0.006

TD 0.104 0.014

CS 0.120 0.015

PM 0.473 0.008

Independent Variables (IV)

Human Resource Practices

Selective Recruitment (SR)

Work Design (WD)

Training and Development (TD)

Compensation System (CS)

Performance Management (PM)

RESEARCH FRAMEWORK

Project

Performance

Dependent Variables (DV)

• Questionnaire (emails)

• Tick-box & Likert scaleData collection

• Response rate

• Demographic profile

• Pilot test

• Reliability analysis

• Descriptive Analysis

• Pearson Correlation Analysis

• Multiple Regression Analysis

Data Analysis (SPSS)

• Construction Industry Development Board (CIDB) list, The Research Advisors (2006)

• Population: 102, Sample: 87

• Purposive Sampling

Sampling Method

Nowadays, construction projects are mostly complex and difficult to manage. HRM practices are used in company for effective functioning

and it has the potential to influence the success or failure of projects. However, there are many human resource issues lead to poor project

performance. Therefore, research was conducted to identify the common HRM practices used by the construction companies and to determine

the effects of HRM practices on project performance. Data was collected from 87 project managers working in Grade 7 contractor companies

in Kinta, Perak and was analyzed using SPSS 2.0 software. Descriptive analysis was used to identify the common HRM practices used by the

construction companies and Multiple Regression analysis was used to determine the effects of HRM practices on project performance. The

results of research can provide proof and insights and to encourage construction firms implement effective HRM practices to improve project

performance.

• HRM issues: shortage of qualified employees, poor work

design, high turnover and employee burnout.

• Common HRM practices in 5 areas:

- Selective recruitment, work design, training and

development, compensation system, performance

management

• Effects on project performance:

- Cost and budget, schedule, requirement, resource

utilization, project risk management, profit

ABSTRACT