Towards a Generic, Competency-Based Performance Management Framework For UK Construction Occupations.

This research aims to develop a competency-based performance management (PM) framework to act as a platform, from which construction companies can integrate their own organisationally determined performance requirements. 

Basing a PM tool around occupational competency standards represents a radical departure from the appraisal and review strategies currently used within the industry. However, competency-based PM is well established within other manufacturing sectors, which have used it to improve employee performance and productivity.

The pilot study is developing a PM system for the construction project management role in the first instance. The system will take into account both the skill requirements of the organisation (assessed from succession management requirements; individual project and divisional skill needs; client priorities; workload expectations; business development needs; performance management objectives); and the individual perspectives of employees on their job roles and career development needs.

The final model will represent a state-of-the-art 'multiple appraisal' technique, utilising quantitative and qualitative methods to provide a participative, developmental approach to managing employee performance. The project involves Loughborough University and Robert Gordon University, along with several industrial partners: Shepherd plc, Birse plc, and Rolls-Royce plc.

Initial results have identified two key competencies (behaviours) relevant to performance management. This has, in turn, attracted a further industrial partner to the research.

EPSRC Grant (GR/R12916/02)

Journal Papers

  1. Moore, D.R., Cheng, M-I., Dainty, A.R.J. (2002) Competence, Competency and Competencies: Performance Assessment in Organisations. Work Study. 51 (6) pp 314-319, Nov. 2002. MCB University Press, Bradford. ISSN 0043-8022.
  2. Cheng, M-I, Dainty, A.R.J., Moore, D.R. (2003) The Differing Faces of Managerial Competency in Britain and America. Journal of Management Development. Paper in press. Publication expected 22, MCB University Press, Bradford.
  3. Dainty, A.R.J., Cheng, M-I, Moore, D.R. (2003) Redefining Construction Manager's Performance Criteria. Construction Management and Economics. Paper in press.
  4. Moore, D.R., Cheng, M-I, Dainty, A.R.J. (2003): What Makes A Superior Management Performer: The Identification Of Key Behaviours In Superior Construction Managers. Paper submitted to CIOB Research Papers competition.

Conference Papers

  1. Dainty, A.R.J., Moore, D.R., Cheng, M-I. (2003): A Critique Of Management Competence Development In The UK: Does The Higher Education Sector Produce Effective Construction Managers? BEAR 2003, Salford. Paper in press.
  2. Moore, D.R., Cheng, M-I., Dainty, A.R.J. (2003): Factors In Achieving Superior Performance Through The Constituency Of An Integrated Project Team. ISEC 02, Rome. Abstract accepted.