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Motivators of Construction Workers in the South African Construction Sites: A Case Study

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  • Thwala W.D

Abstract

Construction industry involves laborious and hazard work because of its demands it requires energetic and enthusiastic people and this are the attributes that in most cases young people poses. Construction industry stakeholder should shift their attention and prioritize the motivation of its workers since the industry has a way of cubing poverty and uplifting the county’s economy. This study used data from both primary and secondary sources a special focus on leadership and human resource management context. A survey was conducted with managers and employees regarding motivation on construction site were conducted at different parts of Gauteng. Furthermore, employees work because they obtain something that they need from work and that something obtained from work impacts morale, employee motivation, and the quality of life. Workforce motivation affects productivity. Because most of the activities are done under difficult conditions including harsh weather conditions, to make it attractive employees should be motivated to carry out different activities. Motivators should be in place to improve the chances of the industry’s competitiveness both locally and internationally.

Suggested Citation

  • Thwala W.D, 2012. "Motivators of Construction Workers in the South African Construction Sites: A Case Study," Journal of Economics and Behavioral Studies, AMH International, vol. 4(11), pages 625-634.
  • Handle: RePEc:rnd:arjebs:v:4:y:2012:i:11:p:625-634
    DOI: 10.22610/jebs.v4i11.363
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    References listed on IDEAS

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    1. Andrew Dainty & Barbara Bagilhole & Richard Neale, 2000. "A grounded theory of women's career under-achievement in large UK construction companies," Construction Management and Economics, Taylor & Francis Journals, vol. 18(2), pages 239-250.
    2. Guinevere Smithers & Derek Walker, 2000. "The effect of the workplace on motivation and demotivation of construction professionals," Construction Management and Economics, Taylor & Francis Journals, vol. 18(7), pages 833-841.
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