University Publication Centre (UPENA)

BUILT

ENVIRONMENT

JOURNAL Faculty of Architecture, Planning and Surveying

Volume 7 No. 2 July 2010 ISSN 1675-5022

The Accuracy of Nigerian Property Valuations Revisited Caleb. Ayedun Olusegun Ogunba

Samuel Oloyede

Performance Evaluation of A Climate Responsive Static Sunshade Using Experimentation

Rahul V. Relegaonkar Rajiv Gupta

Review of Western and Eastern Approach in Architecture: A Retrospective

Rostam Yaman

Management of Competencies for Preventing and Reducing Stress at Construction Site

Abdul Rahim Abdul Hamid Khairulzan Yahya

Lim Wei Han

Strength Properties of Foamed Concrete in Different Curing Medium

Wan Abdullah Wan Alwi Mahyuddin Ramli

Wan Akmal Zahri Wan Zaharuddin

BUILT

ENVIRONMENT

JOURNAL Faculty of Architecture, Planning and Surveying

Volume 7 No. 2 July 2010 ISSN 1675-5022

1. The Accuracy of Nigerian Property Valuations Revisited Caleb. Ayedun, Olusegun Ogunba and Samuel Oloyede

1

2. Performance Evaluation of A Climate Responsive Static Sunshade Using Experimentation Rahul V. Relegaonkar and Rajiv Gupta

12

3. Review of Western and Eastern Approach in Architecture: A Retrospective Rostam Yaman

24

4. Management of Competencies for Preventing and Reducing Stress at Construction Site Abdul Rahim Abdul Hamid, Khairulzan Yahya and Lim Wei Han

32

5. Strength Properties of Foamed Concrete in Different Curing Medium Wan Abdullah Wan Alwi, Mahyuddin Ramli and Wan Akmal Zahri Wan Zaharuddin

38

BUILT ENVIRONMENT JOURNAL (BEJ)

Chief Editor

Prof. Dr Abdul Hadi Hj Nawawi, Universiti Teknologi MARA, Malaysia

Managing Editor

Assoc. Prof. Dr Hamimah Adnan, Universiti Teknologi MARA, Malaysia

Editorial Advisory and Review Board

Assoc Prof Dr Yusof Abbas, Universiti

Teknolog MARA, Malaysia

Prof Dr Zainal Mat Saat, Universiti

Teknologi MARA, Malaysia

Assoc. Prof. Dr Norhati Ibrahim, Universiti

Teknologi MARA, Malaysia

Assoc Prof Dr Dasimah Omar, Universiti

Teknologi MARA, Malaysia

Professor Ron Wakefield, Royal Melbourne

Institute of Technology (RMIT),

Australia

Ir Dr Zuhairi Abdul Hamid, CREAM

Professor Martin Betts, Queensland

University of Technology, Australia

Assoc Prof Dr Jamalunlaili Abdullah,

Universiti Teknologi MARA, Malaysia

Assoc Prof Dr Faridah Yusof, Universiti

Teknologi MARA, Malaysia

Assoc Prof Dr Ir Siti Hawa Hamzah,

Universiti Teknologi MARA, Malaysia

Prof Dr Ismail Rahmat, Universiti Teknologi

MARA, Malaysia

Professor Dr. Charles Egbu, Salford

University, United Kingdom

Professor Roy Morledge, Nottingham Trent

University, UK

Professor Dean Kashiwagi, Arizona State

University, USA

Professor Dr George Ofori, National

University of Singapore, Singapore

Azizan Supardi, Universiti Teknologi

MARA, Malaysia

Norishahaini Mohamed Ishak, Universiti

Teknologi MARA, Malaysia

Dr Zahrah Yahya, Universiti Teknologi

MARA

Copyright © July 2010 by Faculty of Architecture, Planning and Surveying, Universiti Teknologi

MARA, 40450 Shah Alam, Selangor, Malaysia.

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Onojaefe D, Ukpere WI (2009). Partnership and

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African Journal Business Management .,

3(12): 855-861.

Shahimi, N. (2006). A Study on The Achievement of

Class F Contractors. Shah Alam: Department

of Quantity Surveying, Faculty of Architecture,

Planning and Surveying, Universiti Teknologi

MARA Malaysia.

Swan W, Khalfan MMA (2007). Mutual Objective

Setting For Partnering Projects in the Public

Sector. Engineering, Construction and

Architectural Management, 14(2): 119-130.

Stevens, R. (2004). “Partnering, Environmental &

Risk Management”,. International

Construction Conference 2004. CIOB

Malaysia.

CIDB (2011),Construction Industry Development

Board, Malaysia, www.cidb.gov.my.

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Built Environmental Journal Vol. 7, No. 2, 32-37, 2010

32

MANAGEMENT COMPETENCIES FOR PREVENTING AND

REDUCING STRESS AT CONSTRUCTION SITE1

Abdul Rahim Abdul Hamid1, Khairulzan Yahya

2 and

Lim Wei Han

3

1,2,3

Faculty of Civil Engineering, Universiti Teknologi Malaysia, Johor, MALAYSIA 1E-mail: rahimfka@gmail.com

ABSTRACT

Construction industry involved very complicated process and extensive linkages to more than

hundred of upstream and downstream industries. Therefore, an effective leadership at managerial

level of construction organization is needed to well manage and control their subordinates in order

to make sure the efficiency and productivity of the construction work. However, both managerial

level of the construction organization and their subordinates also would experience stress due to

increase of workload and work pressure. Hence, management competency has become significant

in human resource practice in order to increase individual and organizational effectiveness.

Consequently, a study on management competency of the managerial level is conducted for

preventing and reducing stress at construction site in Johor. A total of 78 sets of questionnaires

have been collected from several professions within 20 organizations. Among the 78 number of

respondents, 21 persons were from managerial level and 57 persons were from subordinates‟ level.

From the survey, managerial levels have the highest level of competency in managing conflict

meanwhile the subordinates level assess their managerial level as the participative/empowering is

the most competent in preventing and reducing stress at work. Generally, the managerial level and

subordinates level have the same opinion that managerial level are most competent in managing

and communicating existing and future work. The managerial level behaviour is an important

determinant of theirs subordinate stress levels. Thus, throughout the study, the managerial level of

the construction organization can have better understanding on stress as well as the skills, abilities

and behaviours needed to implement the management standard and manage their subordinates in a

way that minimizes work-related stress in construction works.

Keywords: Occupational Stress, Stress Management, Management Competency

1. INTRODUCTION

Stress is readily acknowledged to be a common feature of these modern lives (ILO, 2001). However

stress has a very high cost for individuals, companies and organizations if the stress is gradually

increased. According to ILO (2001), the costs of stress for the companies or organization include

absenteeism, higher medical costs and staff turnover, with the associated cost of recruiting and

training new workers.

In construction industry, there is accumulating evidence that stress levels among construction

professionals are gradually increased from days to days (Loosemore and Waters, 2004). According to

Sornmerville and Langford (1994), the level of stress inducement encountered by construction project

managers is significantly higher than that of managers in other industries and this is due to the nature

and characteristics of the industry. Therefore, the managerial level of the construction organization as

well as theirs subordinates also would experience stress due to increase of workload and the pressure.

Hence, management competency has become significant in human resource practices and is often

applied in organizations to guide selection assessment, development, and performance appraisal

(Heinsman, 2008). Consequently, this paper will looked into the management competencies of

managerial level for preventing and reducing stress at construction site.

The Health and Safety Executive commissioned research has indicated that over half a million

people in the UK experience work-related stress at a level that they believe is making them ill, up to

five million people feel “very” or “extremely” stressed by their work and work-related stress costs

society about £3.7 billion every year. In 2005/2006, a total of 10.5 million working days were lost to

ISSN 1675-5022

© 2010 Faculty of Architecture, Planning and Surveying, University Teknologi MARA (UiTM), Malaysia

Management of Competencies for Preventing and Reducing Stress at Construction Site

33

stress, depression, and anxiety (HSE, 2005). Therefore, very few organizations are likely to escape the

impact of stress-related absence and employee stress. Where the stress-related problems lead to an

employee to absent from work with the average of 29 working days are lost (Donaldson-Feilder,

2008). In construction industry, the confrontational nature of construction projects produced

significant levels of stress for the construction professionals (Loosemore and Waters, 2004).

Loosemore and Waters (2004) also stated that the construction site managers, also discovered

significant levels of stress and the high levels of stress among site managers damaged productivity,

although the level at which stress became destructive was peculiar to an individual. From here, it

clearly shows that the managerial level as well as the subordinates also would experience stress in

construction works.

Therefore, the managerial level such as project manager is responsible for implementing people

management practices on a day-to-day basis as well as managing the stress for preventing and

reducing stress at work. From this study, the management competency of the managerial level such as

project manager in the construction industry is evaluated in order to prevent and reduce stress at

construction works. The aim of this research is to study the management competencies for preventing and reducing stress at

construction sites and the four objectives of this study are as follows: to study the stress prevention system

at work; to identify management competencies for preventing and reducing stress at work; to evaluate the

project manager own competencies for preventing and reducing stress at construction site; and to evaluate

subordinates‟ viewpoint on their management competencies for preventing and reducing stress at

construction site.

2. LITERATURE REVIEW

Stress can be defined as a state of anxiety produced when events and responsibilities exceed one‟s

coping abilities (Seaward, 2004). From the perspective of workplace, work-related stress can be

defined as the adverse reaction people have to excessive pressures or other types of demand placed on

them at work (HSE, 1999). However, NIOSH (1999) has defined the job stress as harmful physical

and emotional responses that occur when the requirements of the job do no match the capabilities,

resources, or needs of the worker. Stress can be divided into two type, namely good stress (eustress)

and bad stress (distress). Eustress provides challenges that motivate individuals to work hard and meet

their goals meanwhile distress results from the stressful situations that persist over time and produces

negative health outcomes (Landy, 2007).

Basically, work stressors fall into two major categories: physical/task stressors such as noise, light,

heat, and cold; and psychological stressors, which involve a multitude of subtle and not so-subtle

factors that an individual may find demanding (Landy, 2007). The psychological stressors include lack

of control/predictability, stress related to job condition, role stressors, interpersonal conflict, career

development, organizational structure and home-work interface. In this study, the organizational

structures such as lack of managerial support for individual initiative and creativity etc, is an

important determinant of the subordinates stress levels.

There is evidence of the effects of occupational stress on employee-related outcomes, including

health and well-being, reduced productivity, absenteeism, turnover and work-related accidents

(Clarke, 2004). Due to stress is so widespread, it has a very high cost for individuals, companies and

organizations. For individuals, stress at work may lead to other costly behaviours such as smoking and

aggression which may lead to some health problem (Dollard, 2003). For companies or organizations,

negative effects of workplace stress include reduced efficiency, decreased capacity to perform,

dampened initiative and reduced interest in working, increased rigidity of thought, a lack of concern

for the organisation and colleagues, and a loss of responsibility (Fairbrother, 2003). Therefore, the

costs of workplace stress for company or organization may take many forms which include

absenteeism, higher medical costs and staff turnover, with the associated cost of recruiting and

training new workers (ILO, 2001).

Stress in the workplace is ubiquitous and increasingly costly. Therefore, this study is significant to

assist the managerial level of construction organization to manage stress in construction works.

Throughout this study, the managerial level of construction organization can get the clear

understanding on management competency needed for preventing and reducing work-related stress at

construction site. The successful implementation of management competency in the organization can

bring a lot of advantages (Heinsman, 2008). Therefore, the managerial level of construction

Built Environment Journal

34

organization is important to take concern on their management competency as the stress in workplace

may affect the efficiency and productivity of their subordinates. Consequently, this study can be used

as the guideline for future development and the construction‟s managerial level to recognize stress and

try to reduce it in order to create a healthy working environment.

3. METHODOLOGY

In this study, the following methodology has been adopted in order to achieve the objective of the

study and the methodology of study.

i. In order to achieve the first and second objective, a review of the literature was conducted

such as stress prevention system as well as the collection of skills and behaviours

required by the managerial level to prevent and reduce stress at work.

ii. The third and final objective was achieved through the questionnaire survey in order to

evaluate the management competency needed for preventing and reducing stress at

construction site

In this study, the secondary data have been gathered from several resources such as books,

journals, articles, previous researches and electronic resources like e-journal, websites and online

material. Meanwhile, the primary data have been collected from the questionnaire surveys which have

been send to the profession within the construction organizations.

After the compilation of data generated from questionnaire, data analysis had been carried out with

the help of Microsoft Office Excel 2007. The data then were analyzed by using the average index

formula, percentage score etc and the chart diagram such as bar chart and radar plot were used to

visualize the results from the analysis.

Formula used for the calculation is shown as follow:

Average Index (AI) =

Xi

i X ai where, ai = constant expressing the weight given to I;

Xi = variable expressing the frequency of the response;

i = 1,2,3,4,5 and illustrated

Percentage score for each of sub-competency = %100Score) (Dimension

item)each of (AIx

where, dimension score for sub-competency of Integrity = 25;

dimension score for sub-competency of Managing Emootions = 30;

dimension score for sub-competency of Considerate Approach = 30

Percentage score for competency = 3

competency-subeach of score percentage Total

The classification of the rating scales was based on the classification proposed by HSE (2008). The

proposed classification of the percentage score for this study has been shown as below:

Effective ( 90 ≤ Percentage Score ≤ 100 )

Reasonable ( 75 < Percentage Score < 90 )

Development Need ( 0 ≤ Percentage Score ≤ 75 )

Then, all the results were discussed in detail and the conclusions were made accordingly.

4. RESULTS AND DISCUSSIONS

The results presented below were based on the objective of the study. The objective 1 and objective 2

have been achieved through a review of the literature .

Objective 1 - Stress Prevention System

In the past, stress has often been approached as problems to be tackled (ILO, 2001). Whatever the

preventive approach used, prevention is certainly the most effective way to tackle effectively stress

(Martino, 2001). Although it is not possible to give a universal prescription for preventing stress at

work, it is possible to offer guidelines on the process of stress prevention in organizations (NIOSH,

1999). Consequently, a step-wise approach is essential that anti-stress action can be carried on in a

systematic way by a series of fundamental steps.

These stress prevention system include:

Management of Competencies for Preventing and Reducing Stress at Construction Site

35

i. Stress Recognition – The important of early recognition of pre-conditions and signals of

stress needs to be emphasized since it allows to intervene before stress becomes a major

problem.

ii. Stress Assessment – Before considering the prevention of work related-stress, an

assessment or diagnosis of the relevant hazards and situations at risk.

iii. Anti-Stress Intervention – Once the existence of stress has been recognized, the action to

deal with stress should be taken. Wide-ranging types of interventions can be considered

such as environmental intervention (to improve the general environment), organizational

intervention (such as improving job content) and intervention on the individual (such as

provide training and education).

iv. Monitoring and Evaluation – At last, it is important to activate effective monitoring and

evaluation systems such as reporting and recording all the incidents related to stress as

well as evaluate the effectiveness of anti-stress measures after they have been introduced.

Objective 2 – Identify the Management Competency for preventing and reducing stress at

work

Management competency frameworks refer to a complete collection of skills and behaviours required

by an individual to do their job (Boyatzis, 1982). Therefore, in order to allow the managerial level of

the organization to examine the relevant management behaviours for the effective and ineffective

management of stress and well-being in staff, a set of competency have been identified.

Table 1: Management Competency for Preventing and Reducing Stress at work

Competency Sub-

competency

Examples of managerial behaviour

Respectful and

Responsible:

Managing Emotions

and having integrity

Integrity

Positive - treats team members with respect

Negative - speaks about team members behind their

backs

Managing

Emotions

Positive - acts calmly in pressured situations

Negative - passes on stress to employees

Considerate

Approach Negative

- imposes „my way is the only way‟

- relies on others to deal with problems

Managing and

Communicating

existing and future

work

Proactive work

management Positive

- develops action plans

- works proactively

Problem Solving Positive - deals with problems as soon as they arise

Negative - is indecisive

Participative /

empowering

Positive - acts as a mentor

Negative - gives too little direction to employees

Reasoning/managing

difficult situations

Managing

Conflict

Positive - deals objectively with conflicts

Negative - acts to keep the peace rather than resolve

issues

Use of

organization

resource

Positive

- seeks help from occupational health when

necessary

- seeks advice from other managers when

necessary

Taking

responsibility for

resolving issue

Positive

- follows up conflict after resolution

- supports employees through incidents of

abuse

Negative - doesn‟t address bullying

Managing the

individual within the

team

Personally

accessible Positive

- provides regular opportunities to speak one

to one

- is available to talk to when necessary

Sociable Positive - socializes with the team

- is willing to have a laugh at work

Empathetic

Engagement

Positive - tries to see team member‟s point of view

Negative - assumes rather than checks that employees

are okay

Built Environment Journal

36

Basically, there are 4 main behaviours/competency, namely respectful and responsible: managing

emotions and having integrity, managing and communicating existing and future work,

reasoning/managing difficult situations and managing the individual within the team. Then, each of

competencies will be separated into 3 sub-competencies as shown in Table 1.

Objective 3 and Objective 4

In order to achieve the third and fourth objectives, a total of 78 sets questionnaires which been

collected from several professions within 20 constructions organization have been analyzed. Among

the 78 sets of questionnaires, 21 sets of questionnaires are from managerial level and the rest of 57

sets of questionnaires are from subordinates‟ level.

From the analysis, the result of percentage score obtained from managerial level and subordinates

level have been shown in Table 2 and Table 3 respectively. The data obtained from sub-competency

have been shown in Figure 1 for better understanding.

Table 2: Percentage Score of Management Sub-Competency

Competency Sub-Competency Percentage Score

Managerial

Level

Subordinates

Level

Respectful and

Responsible:

Managing

Emotions and

Having Integrity

Integrity 85.71 73.54

Managing Emotions 82.54 71.93

Considerate Approach 71.27 73.92

Managing and

Communicating

Existing and

Future Work

Proactive Work Management 87.72 77.15

Problem Solving 85.95 77.28

Participative/Empowering 81.80 77.97

Managing the

Individual within

the Team

Personally Accessible 92.62 77.54

Sociable 66.03 72.87

Empathetic Engagement 80.24 71.62

Reasoning/Managi

ng Difficult

Situation

Managing Conflict 92.76 75.16

Use of Organizational Resources 69.84 76.96

Taking Responsibility for Resolving

Issues 78.10 74.74

From the analysis, the managerial level assess their own‟s sub-competency of managing conflict

was the most effective in preventing and reducing stress at work, followed by the sub-competency of

personally accessible. Meanwhile, from the perception of subordinates level, the managerial level

have the most effective sub-competency of participative/empowering in preventing and reducing

stress at work.

Overall, the managerial level and subordinates level have the same opinion that managerial level

are most competent in managing and communicating existing and future work. From the survey, the

managerial levels are less effective in managing the individual within the team but it still in the

reasonable level where they still show a good awareness of the behaviours needed for effectively

preventing and reducing stress at work. However, from the perception of subordinates‟ level,

managerial levels are less effective in respectful and responsible: managing emotions and having

integrity.

5. CONCLUSIONS

The conclusions that can be drawn from this study are as follows:

i. The first objective was to study the stress prevention system and been achieved by doing

the review of literature. From the review of literature, there have several approach of

Management of Competencies for Preventing and Reducing Stress at Construction Site

37

stress prevention system have been identified and a step-wise approach has been made. It

involve a series of fundamental steps includes stress recognition, followed by stress

assessment, then anti-stress intervention and finally monitoring and evaluation.

ii. The second objective was to identify the management competencies for preventing and

reducing stress at work. A total of 4 behaviour/competency and 12 sub-competencies have

been identify from the review of literature. Each of the sub-competencies was reflect to

the competency respectively as discuss in previous section.

iii. The third objective is to assess the managerial own‟s competency in preventing and

reducing stress at work. From the finding, the percentage score of sub-competency were

ranging from 66% - 92% and the percentage score of competency were ranging from 79%

- 85%. Therefore, as conclusion, the managerial levels were effective in managing

conflict. In overall, the managerial levels are effective in managing and communicating

existing and future work.

iv. The final objective is to assess subordinates‟ viewpoint on their management competency

in preventing and reducing stress at work. From the finding, the percentage score of sub-

competency were ranging from 71% - 77% and the percentage score of competency were

ranging from 73% - 77%. Therefore, as conclusion, the subordinates level assess their

managerial level as effective in participative/empowering and the competency of

managing and communicating existing and future work for preventing and reducing stress

at work.

REFERENCES

Boyatzis, R. E. (1982). The competent manager: A model for effective performance. Chichester: John

Wiley & Sons .

Clarke, S. and Cooper C.L. (2004). Managing the Risk of Workplace Stress. London: Routledge .

Dollard, M.F., Winefield, A.H. and Winefield, H.R. (2003). Occupational Stress in the Service

Professions. London: Taylor & Francis .

Donaldson-Feilder, E., Yarker, J. and Lewis, R. (2008). Line management competence: the key to

preventing and reducing stress at work. Strategic HR Review, 7 (2), 11 – 16. Emerald Group

Publishing Limited.

Fairbrother, K. and Warn, J. (2003). Workplace Dimensions, Stress and Job Satisfaction. Journal of

Managerial Psychology, 18 (1), 8-21.

Health and Safety Executive (2005). Survey of self reported work related illness and workplace

injuries in 2005/2006. National Statistics .

Heinsman, H., de Hoogh, A.H.B., Koopman, P.L. and van Muijen, J.J. (2008). Commitment, control,

and the use of competency management. Personal Review. 37 (6), 609 – 628. Emerald

Group Publishing Limited.

ILO (2001, March 10). Safework: Stress at work. Retrieved February 25, 2009, from

http://www.ilo.org/public/english/protection/safework/stress/index.htm .

Landy, F.L. and Conte J.M. (2008). Work in the 21st Century – An Introduction to Industrial and

Organizational Psychology (2nd

Edition). Oxford: Blackwell Publishing .

Loosemore, M. and Waters, T. (2004). Gender Differences in Occupational Stress among Professionals

in the Construction Industry. Journal of Management in Engineering. July 2004: 126-132.

Martino, V.D. and Musri, M. (2001). Guidance for the Prevention of Stress and Violence at the

Workplace. Kuala Lumpur: Department of Occupational Safety and Health Malaysia .

NIOSH (1999), Stress at work. Retrieved February 25, 2009, from

http://www.cdc.gov/niosh/stresswk.html .

Seaward, B.L. (2004). Managing Stress: Principles and Strategies for Health and Well-Being. (4th

Edition). London: Jones and Bartlett Publishers .

Sommerville, J. and Langford, V. (1994). Multivariate influences on the people side of projects: Stress

and Conflict. International Journal of Project Management, 12, 234-243.