Date of Graduation

Fall 2009

Degree

Master of Science in Project Management

Department

Technology and Construction Management

Committee Chair

R. Neal Callahan

Abstract

Previous research has determined that improving employee congruence on organizational methods and goals leads to improved organizational performance. The objective of this study was to determine, in particular, if subcontract-construction-manager congruence on safety practices corresponds with improved subcontractor safety performance. One-hundred-and-seventy practices were identified and organized under seven conceptual, safety-practice categories. The evaluation methods enabled by this study's design produced, for each subcontractor, measures of congruence between different levels of management (intermanagement congruence), congruence within designated practice-categories (practice-category congruence), and overall congruence. In this small-sample study, congruence data from six subcontractors were compared in regression analyses with their experience modification rates (EMR) from 2008. The analyses revealed significant correlations between the EMRs and: overall congruence; executive-to-project management congruence; project-to-field management congruence; as well as two designated practice-category congruences. This study agrees that changes in organizational congruence affect performance, with regard to construction subcontractor safety practices – though its sample-size is too small to draw definite conclusions. In addition to these principal results, definitions, measures, and discussions are provided for response-percentages and complete congruences.

Keywords

construction, subcontractor, safety, practice, congruence, alignment

Subject Categories

Business Administration, Management, and Operations

Copyright

© Benjamin Mathew Hill

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