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Conference Paper: Competency and empowerment of project managers in China

TitleCompetency and empowerment of project managers in China
Authors
KeywordsAgent
Management system
Competency
Empowerment
Job performance
Project manager
Issue Date2013
PublisherThe Association of Researchers in Construction Management (ARCOM). The Proceedings' web site is located at http://www.arcom.ac.uk/-docs/proceedings/
Citation
The 29th Annual Conference of the Association of Researchers in Construction Management (ARCOM), Reading, UK., 2-4 September 2013. In Proceedings of the 29th Annual ARCOM Conference, 2013, p. 0383-0392 How to Cite?
AbstractThe Agent Construction Management (ACM) system is one of the new measures adopted in government funded projects in China. The main characteristic of the ACM system is the introduction of an independent professional project management firm into the project management process. The ACM system is still in its trial stage in China and there is no unified qualification assessment system for agent construction organizations. While the importance of the project manager’s competence is recognized, previous research also shows that project manager’s empowerment is conducive to project performance. The definition of competency is confusing as several terms such as competency/competencies, competence/competences, capability and ability are used interchangeably and inconsistently. Competence is the state or quality of being adequately qualified -- the ability to perform a specific role (e.g. PMI’s project manager’s competency development framework). While empowerment can be viewed as a relational construct and considered within a more general concept of power, it is also a motivational (or psychological) construct. These two perspectives of empowerment are not independent and motivational empowerment may be an outcome of relational empowerment. This research aims to analyze the relationships of motivational empowerment and competency on job performance of the project managers in the ACM organisations. Regression modelling is adopted to analyze the data collected from 203 project managers involved in projects adopting ACM system. Findings support the relationships of competency and empowerment and their effect on project manager’s job performance.
Persistent Identifierhttp://hdl.handle.net/10722/187311

 

DC FieldValueLanguage
dc.contributor.authorChan, IYSen_US
dc.contributor.authorLiu, AMMen_US
dc.contributor.authorCao, S.en_US
dc.contributor.authorFellows, Ren_US
dc.date.accessioned2013-08-20T12:36:44Z-
dc.date.available2013-08-20T12:36:44Z-
dc.date.issued2013-
dc.identifier.citationThe 29th Annual Conference of the Association of Researchers in Construction Management (ARCOM), Reading, UK., 2-4 September 2013. In Proceedings of the 29th Annual ARCOM Conference, 2013, p. 0383-0392en_US
dc.identifier.urihttp://hdl.handle.net/10722/187311-
dc.description.abstractThe Agent Construction Management (ACM) system is one of the new measures adopted in government funded projects in China. The main characteristic of the ACM system is the introduction of an independent professional project management firm into the project management process. The ACM system is still in its trial stage in China and there is no unified qualification assessment system for agent construction organizations. While the importance of the project manager’s competence is recognized, previous research also shows that project manager’s empowerment is conducive to project performance. The definition of competency is confusing as several terms such as competency/competencies, competence/competences, capability and ability are used interchangeably and inconsistently. Competence is the state or quality of being adequately qualified -- the ability to perform a specific role (e.g. PMI’s project manager’s competency development framework). While empowerment can be viewed as a relational construct and considered within a more general concept of power, it is also a motivational (or psychological) construct. These two perspectives of empowerment are not independent and motivational empowerment may be an outcome of relational empowerment. This research aims to analyze the relationships of motivational empowerment and competency on job performance of the project managers in the ACM organisations. Regression modelling is adopted to analyze the data collected from 203 project managers involved in projects adopting ACM system. Findings support the relationships of competency and empowerment and their effect on project manager’s job performance.-
dc.languageengen_US
dc.publisherThe Association of Researchers in Construction Management (ARCOM). The Proceedings' web site is located at http://www.arcom.ac.uk/-docs/proceedings/-
dc.relation.ispartofProceedings of the 29th Annual ARCOM Conferenceen_US
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subjectAgent-
dc.subjectManagement system-
dc.subjectCompetency-
dc.subjectEmpowerment-
dc.subjectJob performance-
dc.subjectProject manager-
dc.titleCompetency and empowerment of project managers in Chinaen_US
dc.typeConference_Paperen_US
dc.identifier.emailChan, IYS: iyschan@hku.hken_US
dc.identifier.emailLiu, AMM: ammliu@hku.hken_US
dc.identifier.authorityLiu, AMM=rp01432en_US
dc.description.naturepostprint-
dc.identifier.hkuros215560en_US
dc.identifier.hkuros218095-
dc.identifier.spage0383-
dc.identifier.epage0392-
dc.customcontrol.immutablesml 131203-

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