外文翻譯--衡量建設(shè)工程中承包商的態(tài)度的關(guān)鍵指標(biāo)（英文）

1、KSCE Journal of Civil EngineeringVol. 10, No. 3 / May 2006pp. 151~163Construction ManagementVol. 10, No. 3 / May 2006 ? 151 ?Key Attitude Indicators (KAI) for Measuring Attitude of Contractors in Construction ProjectsBy

2、Nirmal Kumar Acharya*, Young Dai Lee**, and Dal Sik Choi***···························

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8、#183;················AbstractTimely completion and a satisfied owner are the prime objectives of a construction project. The success to achi

9、eve these project objectives is fully depends on the working approaches (attitude) of a contractor company. Attitude is abstract, which is very difficult to measure directly; therefore it must be inferred from the assume

10、d relationship with observable indicators. Commonly, behavior shown by a person or organization represents its attitude about things or persons or issues. The aim of this paper is to develop a framework for measuring att

11、itude of a Contractor Company in an ongoing construction project. In this paper a set of key attitude indicators (KAIs) measured both objectively and subjectively have been developed through a field survey. The validity

12、of the proposed KAIs is also tested by four case studies. The results of the study show that the KAIs stated in the paper can reasonably measure the attitude of Contractor Company and can be helpful for the owners and pr

13、oject managers to control their projects effectively. This study also provides few significant insights into developing a general and comprehensive base for further study.Keywords: construction project, attitude indicato

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20、#183;·············1. IntroductionConstruction is becoming increasingly complex. Development oriented organizations are increasingly come to depend on contr

21、actors. Ever-growing demands from clients, competition, and regulatory agencies create added burdens to contractors that must be managed in a cost-effective manner (Prichard, 2000). In a construction project, three group

22、s of participants: the client, the designer and the contractor are brought together for a temporary period to build projects during which they are expected to cooperate and work towards a mutual goal. Contractors are now

23、 facing immense competition in construction industry, profits have been modest or even least (Levy, 2000).Thus, for a contractor to be successful-a critical element for success on any construction project-the contractor

24、must be able to properly manage its business as a business (Prichard, 2000). A contractor should have technical knowledge and ability, interpersonal skills/ability to get things done through others, and motivation to pro

25、duce not only a lot of work, but a lot of good work too. Though the clients invest money on the project; but, after having contract with the contractor the major responsibility to finish the work goes to the contractor a

26、nd the performance of the project will be dependent on mainly will, manner and attitude of the contractor. Contractor’ s inefficiency to control activities, lethargy, profit-making desire and simple negative attitude mig

27、ht jeopardize the project goals. So, the project implementers need to be acquainted with the attitude of contractor during project implementation period.In fact, attitude is abstract and is very difficult as well as comp

28、licated to measure. This is because in most instances the quantification of attitude is difficult. According to Dutmer (2002) attitudes arise from emotions, so they are not rational and typically associated with psycholo

29、gical events, which means they are acquired, not inherited. So, it is assumed in this paper that the attitude of the contractors is the behavior demonstrated by them towards successful completion of the assigned project.

30、 Dutmer (2002) has reported that some contractors have discovered that developing a profit attitude among employees can significantly improve an organization’ s profitability. In this way, if the owner be able to percei

31、ve the attitude of the contractor timely, it can significantly improve the project success. Even though the project has been well planned and enough resources allotted from the owner, unless the contractor works better a

32、nd keeps up the progress momentum, it cannot be said that the project will be success. From literature, it has been perceived that there is lack of studies about measuring attitude of the Contractor Company. This lacuna

33、 has caused the owners having limited options to control the project, if contractor’ s negative approach resulted in project as delay and loss of productivity. If the owner could be able to measure the attitude of contra

34、ctor in time during the construction phase, then a potential failure of project could be saved by some proactive approaches. That is why; the authors have attempted to address this situation. The purpose of this paper i

35、s to develop a framework for measuring attitude of a contractor company during the project implementation phase. The rationale behind this purpose is that*Ph.D. Candidate, Department of Civil and Construction Engineering

36、, Pukyong National University, Busan, Korea (Corresponding Author, E-mail: nirmal_pknu@yahoo.com) **Member, Professor, Department of Civil and Construction Engineering, Pukyong National University, Busan (E-mail: ydlee@p

37、knu.ac.kr) ***Ph.D. Candidate, Interdisciplinary Program of CEM, Pukyong National University, Busan (E-mail: ch8010@yahoo.co.kr)Key Attitude Indicators (KAI) for Measuring Attitude of Contractors in Construction Project

38、sVol. 10, No. 3 / May 2006 ? 153 ?contractors that might affect the performance of project has been composed. During investigation of attitude factors, it was found that there was almost no study about this topic; howeve

39、r, this study was able to identify few factors extracting from performance related literatures (Ling 2002, Pheng 1997, Barrie et al?? 1992, Gould 2002 etc.) discussion with construction experts and experiences of authors

40、 themselves. Probable attitude measuring factors are listed in Table 2. Professionals working actively in the construction industry were approached to validate the testing factors again later.4. Method of StudyMean score

41、 and AHP (analytical hierarchical process) methods were used to identify parameters to measure attitude of a contractor company. Three steps as described below were carried out in this study.4.1 Identification of KAIs Fi

42、rst step was to identify Key Attitude Indicators (KAI). Since no instrument was available for measuring contractor’ s attitude, questions were developed based upon the literature review, personal interview and authors’ow

43、n experiences. This study has collected 22 probable attitude indicators as shown in Table 2. Questionnaire used 22 instrument statements in five-point Likertscale relating to perceived attitude measuring indicators as il

44、lustrated in Appendix I. The target populations for this survey were construction engineers/managers working in owners’and consultants’ organizations. Respondents were asked to indicate their level of agreement or disagr

45、eement in the range of 1 to 5, where 1 is strongly disagree and 5 is strongly agree. Perceived attitude factors with arithmetic mean ratings above or equal to 4 were included for further analysis.4.2 Weighting of KAIs Se

46、cond step was to calculate weightings of KAIs. Attitude indicators will have different impact on the performance of the project. Therefore, it was necessary to assign weights to reflect the relative value of KAI to asses

47、s overall attitude of contractor. To do this as objectively as possible, Analytical Hierarchy Process (AHP) was used. AHP is well-known as decision making technique developed by Thomas Saaty, an American mathematician in

48、 early 70’ s. This method allows the decision makers to structure complex problems in the form of a hierarchy or a set of integrated levels. In general, the hierarchy has at least three levels: the goal, the criteria, an

49、d the alternatives (Shen et al., 1998). Using a predetermined scale 1-9 (1 as ‘ equal importance’and 9 as ‘ absolute importance’ ), pair-wise comparisons of the KAI was made. The sample questionnaire is provided in Appen

50、dix II This technique is based on constructing a matrix with the same factors in rows and columns (Jefferies et al., 1999). As a general convention, if the row element is more important than column element, then a number

51、 in between 1 to 9 is assigned. If the column element is more important than row element, then the number assigned will be the inverse of the assigned in the first case. 4.3 Measurement of Attitude Third step was involve

52、d to measure the contractors’attitude with the help of KAIs. A technical education and vocational training (TEVT) development project was taken for case studies. It was one of successfully implemented projects in Nepal.

53、KAIs contain qualitative and quantitative measurements. Quantitative measurements were evaluated from the project records. For the subjective measurement of KAI factors, project officials/repre- sentatives of owner were

54、approached. Altogether 24 participants were involved in the evaluation of contractors. Participants involved in the survey were project director, project manager, site engineers/architects, site overseers, project accoun

55、tants, procurement officers, and auditors. All the KAIs were measured according to 9-point scale for the uniformity to calculate the total attitude score. Scores obtained from the field survey were multiplied by importan

56、ce weighting factors of KAIs, and added to get overall attitude result for each contractor. These results were then plotted to show graphically in attitude scale for positive or negative show (see Fig. 2).5. Identificati

57、on of Key Attitude Indicators (KAI)75 survey instruments were distributed to construction managers/engineers. The questionnaires were distributed hand toTable 2. List of Perceived Attitude FactorsS.N. Perceived Attitude

58、Factors1 Commitment towards quality control of work (Quality _Work)2 Commitment towards timely completion (Time _Progress)3 Investment in the project (Investment)4 Management of work site (Work _Site )5 Hiring of technic

59、al personnel (Technical _Staff)6 Dealing with the owner (Owner _Relation)7 Dealing with A/E consultant (Consultant _Relation)8 Use of modern tools and equipment (Tools_ Equipment)9 Taking health, safety and security meas

60、ures (Health_ Safety)10 Paying timely to Subcontractors /Suppliers (Subcontractor _Pay)11 Previous records of relationship with other project participants (Previous _Records)12 Delivery of materials in advance (Material

61、 _Stock)13 Dealing with Workers’Union (Labor _Union)14 Low margin tender rate (Tender _Rate)15 Involvement of the contractor himself (Involvement _Contractor)16 Number of works at hand (Works _Hand)17 Types of work (ord

62、inary or high technological) (Type _Work)18 Location of company’ s head office (Head _Office)19 Working experiences (years, specialization etc) (Work _Experience)20 Size of the company or overhead cost (Size _Company)21