Construction Professionals Job Performance and Characteristics: A Comparison of Indigenous and Expatriate Construction Companies in Nigeria

Henry Ndubuisi Onukwube
Reuben Iyagba



Job performance is considered one of the most important constructs in human resources management because it helps to explain the value and utility that each employee adds to the organisation. The professionals in the Nigerian construction companies are not exception to the perceived low job performance rate within the industry. Extant literature points to the fact that job characteristics of employees can account for variance in their job performance rate.This study compares the job performance rate and job characteristics of construction professionals in indigenous and expatriate construction companies with a view to establish a relationship between job performance and job characteristics of construction professionals. A total of 762 questionnaires were collected and used for the study.  Eighty one (81) construction companies, 50 (62%) indigenous and 31 (38%) expatriate were selected using stratified random sampling technique. Data collected were analysed using mean item score, spearman rank correlation, linear regression analysis where appropriate. Findings of the study revealed that the relationship between job characteristics and job performance of construction professionals in construction companies in Nigeria is positive but low and the correlation coefficient is higher in expatriate construction companies. Based on the above finding, the study recommends that construction companies in Nigeria should endeavour and improve on their current core job dimensions (task significance, skill variety, task identity, autonomy and feedback) inherent in various jobs designed within their respective organizations as this will constitute as one of the variants that will improve the job performance rate of construction professionals.


Full Text:



Ajzen, I. (2005) Attitudes, personality, and behaviour (2nd ed.), Chicago, IL: Dorsey Press

Ashford, S. J. (1986) The role of feedback seeking in individual adaptation: A resource perspective, ' Academy of Management Journal, 29 (1), 465â487

Borman, W.C. and Motowidlo, S.J. (1993) Expanding the criterion domain to include elements of contextual performance, In N. Schmitt, & W.C. Borman (Eds.), Personnel selection in organizations, San Francisco, CA: Jossey-Bass, 71-98"

Brannick, M.T., Levine, E.L. and Morgeson, F.P. (2007) Job and work analysis:Methods, research, and applications for human resource management. Sage Publications, Inc

Brett, J. F. and Atwater, L. E. (2001) 360 degree feedback: Accuracy, reaction, and perceptions of usefulness, Journal of Applied Psychology, 86 (1), 930â942"

Campbell, J. P., McCloy, R. A., Oppler, S. H. and Sager, C. E. (1993) A theory of performance, In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations, San Francisco: Jossey-Bass, 35-70"

Fried, Y. and Ferris, G. R. (1987) The validity of the job characteristics model: A review and meta-analysis, Personnel Psychology, 40 (1), 287 322"

Fuller, J. B., Marler, L. E. and Hester, K. (2006) Promoting felt responsibility for constructive change and proactive behaviour: Exploring aspects of an elaborated model of work design, Journal of Organizational Behaviour, 27 (1), 1089â1120"

Guzzo, R. A., and Dickson, M. W. (1996) Teams in organizations: Recent research on performance and effectiveness, ' Annual Review of Psychology, 47 (1), 307â308

Hackman J. R. and Oldham, G. R. (1980) Work redesign, Reading, MA: Addison-Wesley

Holman, D., Frenkel, S., Sorensen, O. and Wood, S. (2009) Strategic choice and institutional explanation, Industrial and Labour Relations Review, 62 (4), 1-20"

Humprey, S. E., Nahrgang, J. D. and Morgeson, F. P. (2007) Integrating motivational, social, and contextual work design features: A meta analytic summary and theoretical extension of the work design literature, Journal of Applied Psychology, 92 (5), 1332-1356"

Ilgen, D. R., Fisher, C. D. and Taylor, M. S. (1979) Consequences of individual feedback on behaviour in organizations, Journal of Applied Psychology, 64 (1), 349â371"

Indartono, S., Chen, V. and Chun, H. (2010) Moderation of gender on the relationship between task characteristics and performance, International Journal of Organizational Innovation, 2 (2), 195-222"

Judge, T.A., Thoresen, C.J., Bono, J.E. and Patton, G.K. (2001) The job satisfaction - job performance relationship: A qualitative and quantitative review, Psychological Bulletin, 127, 376â407"

Kirkman, B. L. and Rosen, B. (1999) Beyond self-management: Antecedents and consequences of team empowerment, Academy of Management Journal, 42(1), 58â74"

Kirkman, B. L. and Rosen, B. (2000) Powering up teams, Organizational Dynamics, 28, 48â66"

Kluger, A. N. and DeNisi, A. (1996) The effects of feedback interventions on performance: A historical review, meta-analysis, and a preliminary feedback intervention theory, Psychological Bulletin, 119, 254â 284"

Morgeson, F. P. and Stephen E. H. (2006) The Work Design Questionnaire WDQ): Developing and Validating a Comprehensive Measure for Assessing Job Design and the Nature of Work, ' Journal of Applied Psychology, 91 (6), 1321â1339

Morgeson, F. P. and Stephen E. H. (2008) Job and team design: toward a more integrative conceptualization of work design, research in personel and human resource development, 27, 39-91"

Morgeson F. P. and Campion, M. A. (2003) Work design, In W. C. Borman, D. R. Ilgen and R. J.Klimoski Eds., Handbook of psychology: Industrial and organizational psychology Hoboken, NJ: Wiley, 12 (1) 423 -452"

Morgeson, F. P., Delaney-Klinger, K. A. and Hemingway, M. A. (2005) The importance of job autonomy, cognitive ability, and job-related skill for predicting role breadth and job performance, Journal of Applied Psychology, 90, 399â406"

Morrison, E. W. (1993) Longitudinal study of the effects of information seeking on newcomer socialization, Journal of Applied Psychology, 78, 173â183"

Norris-Watts, C., and Levy, P. (2004) The mediating role of affective commitment in the relation of the feedback environment to work outcomes, Journal of Vocational Behaviour, 65, 351â365"

Oldham, G.R. and Cummings, A. (1996) Employee creativity: Personal and contextual factors at work, Academy of Management Journal, 39 (3), 607-635"

Organ, D.W. (1988) Organizational citizenship behaviour: The Good Soldier Syndrome, Lexington, MA: Lexington Books

Rosen, C. C., Levy, P. E. and Hall, R. J. (2006) Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance, Journal of Applied Psychology, 91, 211â220"

Ryan, R. M. and Deci, E. L. (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being, American Psychologist, 55, 68â78"

Ryan, A. M., Brutus, S., Greguras, G. J. and Hakel, M. D. (2000) Receptivity to assessment-based feedback for management development, Journal of Management Development, 19, 252â276"

Steelman, L. A., Levy, P. E. and Snell, A. F. (2004) The feedback environment scales (FES): Construct definition, measurement and validation, Educational and Psychological Measurement, 64, 165â184"

Whitaker, B. G., Dahling, J. J. and Levy, P. (2007) The development of a feedback environment and role clarity model of job performance, Journal of Management, 33, 570â591"

Wrzesniewski, A. C., Dutton, J. E. and Debebe, G. (2003) Interpersonal sensemaking and the meaning of work, Research in Organizational Behaviour, 25, 93â135"



Share this article: