Occupational stress and job demand, control and support factors among construction project consultants
This article investigates the relationship between job demands, job control, workplace support factors and occupational stress among South African construction project consultants.
- Occupational stress
What does the paper cover?
The construction industry is well-known for work-related stress.
The causes are due to the project-driven nature of the industry and the work pressure, including long working hours that this entails. The conclusion is that occupational stress is getting worse. Previous studies have focused mainly on single professional groups in industrialised countries.
This study extends those studies by investigating occupational stress among multi-disciplinary professionals in a developing economy, South Africa. The study was conducted in the context of 13 factors, identified in the commonly used ‘Job Demands Control’ (JDC) and ‘Job Demands Control-Support’ (JDC-S) theories.
Job demand factors:
- Working to tight deadlines
- Working long hours
- Work-life imbalance
- Needing to ‘prove’ oneself
- Hours worked per week
Job control factors:
- Assignment of tasks
- Pace of work
- Work environment
- Responsibility/authority balance
Job support factors:
- Line manager makes life easier at work
- Line manager provides support in difficult situations
- Colleagues make life easier at work
- Colleagues give support in difficult situations
Other research summaries
The project benefits of Building Information Modelling (BIM)
This article provides an outlook on the potential use and advantages of BIM in the construction sector for project managers. It has been taken from the International Journal of Project Management.
Does Agile work? - A quantitative analysis of agile project success
This article looks at the benefits, or not, of applying an agile (i.e. flexible) method of project management, as opposed to more traditional methods.
Differences in decision-making criteria towards the return on marketing investment: A project business perspective
This article encourages the use of return on marketing-specific investment (ROMI), paired with client lifetime value (CLV) and programme data sets, as a tool to facilitate dialogue between finance and marketing departments.
Institutional development, divergence and change in the discipline of project management
This article looks at the challenges of developing project management as an academic discipline.
Explicating the dynamics of project capabilities
Building on the authors’ previous work on project capabilities over a decade ago, the article extends and re-conceptualises the notion of project capabilities to apply to a broader variety of domains.
By looking at recent literature on the topic, the authors widen their original definition of project capabilities to include recent developments in research on how organisations adapt to uncertain and rapidly changing conditions.
Benefits management: Lost or found in translation
This article looks at the spread of knowledge about benefits management and its adoption by organisations; the global development of benefits management; and translation processes at the organisation level.
The article’s authors undertook literature reviews and drew on their own extensive practical experience.
They used translation theory to analyse the development of benefits management and to draw conclusions about its current use.
Understanding the professional project manager
This paper explores and examines the duality of ‘local’ knowledge (company; sector) and ‘cosmopolitan’ knowledge (specialist skills, often transferable) that project managers have and rely on.
Corruption in public projects and mega projects
This article explores the impact of corruption in large, unique projects such as public projects and megaprojects, as well as the conditions and features that favour such corruption.
Managing change in the delivery of complex projects
This article provides insight into how change is managed in three organisations delivering complex projects – Airbus, CERN and Crossrail – and how those methods are evolving in the era of ‘big data’. It has been taken from the International Journal of Project Management.
Project portfolio management in practice and in context
This research advocates new approaches and perspectives on project portfolio management to deepen understanding of its application in the day-to-day business environment.