CHAPTER 6
DISCUSSION, CONCLUSION AND RECOMMENDATION
6.1
Introduction
In any company, be it a construction company or companies of other trade, the
core of the company is the employees. Their presence and contribution is very important
in such a way it determines if the company is going to be a total success or failure. A
company may have a good general manager, a good vision and a good goal. However, if
it neglects its employees the company is practically in turmoil. Unsatisfied employees
produce unsatisfied results. Therefore, it is very vital for top management to take care of
their employees to ensure that they are satisfied with their jobs. When they are satisfied,
they will strive for the company's goals and aim.
Therefore, with the in depth literature review covered in the previous chapters, a
better understanding is achieved in term of motivation as well as the role of civil
engineers in the construction industry.
87
This chapter deals with the findings gathered during the course of this research.
From the data gathered from the questionnaires, they were transformed into information
through an in depth analysis by using a statistical software. From there, the information is
further derived into knowledge.
This chapter basically focuses on what has been discovered and learnt from the
findings gathered.
In this chapter, the findings are summarized according to the
objectives of this thesis. The objectives of this thesis as highlighted in the first chapter are
as follow.
1. To identify the motivator of civil engineers in construction sector
2. To find out on the demotivators or the dissatisfiers of civil engineers in their work
3. To identify if engineers are extrinsically or intrinsically motivated
4. To suggest how managers can retain and motivate their engineers
6.2
Objective 1: To Study On The Motivator Of Civil Engineers In Construction
Sector
The prime aim of this objective is to determine what motivates engineers in the
Malaysia Construction industry. In a simpler term, it aims to know what drives engineers.
What is the carrot that drives engineers to perform at work? Table 6.1 below shows the
motivational factors, from the 1st ranking to the 10th.
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Table 6.1: Ranking of Motivators
MOTIVATIONAL NEEDS OF CIVIL ENGINEERS
1. Good Salary
2. Monetary Benefits
3. Growth
4. Recognition from Peers and Top Management
5. Challenging Task
6. Prospect of Promotion
7. Freedom
8. Job Training and Development
9. Non-monetary benefits
MEAN
4.53
4.38
4.07
4.04
4.00
3.96
3.89
3.89
3.49
From the findings, unsurprisingly, the number one motivator is money. This
squashes off other similar findings conducted in other western country that money is not
the main motivator. But here in Malaysia, money is still the main motivator for engineers.
The reason behind this is rather obvious. With money, one can get food, pay for housing
rental or housing loan, pays for clothes and other necessities. This as we can see,
coincides with the first needs in the Maslow's Hierarchy of Needs, which is
Psychological Needs. Money can be used to fulfill these needs and this is one of the
reasons why money is the main motivator.
Besides that, money also provides other means of satisfaction. This can be in
terms of status, in a tangible manner, such as luxurious cars, luxury homes, expensive
clothes and so on. With the right amount of money, what one can buy is vast. The sky is
the limit. Thus, above all else, civil engineers do prefer money as a mean of motivation.
This shows that civil engineers are no more different from any other working individuals.
This also shows that in order to motivate engineers or to push them into extra
miles, money proves to be an effective means to bait them. This may be a good news to
managers.
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Consider this scenario. A manager would like his civil engineers to help supervise
and cut down on steel wastage. A great way to motivate his engineer would be to reward
the engineer with money for every tonnes of steel bars that he helped to save. Another
scenario can be in terms of fast completion of project. If a construction project is
completed before the due date, monetary reward is given to the engineer.
Money could be an effective tool however, this could be a double edges sword. If
money is the main motivator, that means in order to keep engineers stay motivated,
money is needed to be pumped in. This will not be a problem if money is of abundance to
the company. However, if money is a constraint this proves to be a barrier.
The second most favoured motivator among the respondents is monetary benefits.
Monetary benefits may include insurance coverage, medical benefits, company's shares,
bonuses and so on. Although the term is monetary benefits, it does not relate to money
directly. Insurance coverage and medical benefits provides a sense of security among the
employees. This is the second need (Security Needs) of the Maslow's Hierarchy Needs.
Besides that, company's shares provide additional incomes in terms of dividends towards
the employees. Again, it gives a sense of security for the employees. Monetary benefits
also show that employers care for their employees. With that in their mind, employees
have better impression of their employer and top management. This indirectly makes
them feel belonged and a sense of loyalty will develop among them.
Consider this scenario. A manager would like to motivate his engineer by
providing medical insurance. He can do it by appraising the performance of his engineer.
If the engineer's performance is good, then he is entitled for free medical insurance, with
the premiums paid by the manager. In another scenario, after a good performance by the
engineer, the manager shares the overall company's profit with his employees. Thus, a
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handsome bonus is given to his engineer for a good job done throughout the year. The
bigger the bonus, the more motivated the engineer will be. Upon receipt of the bonus, the
engineer will be so motivated he cannot wait to get back to work on the next day.
The third most favoured motivator is growth. Growth is the ability to improve in
terms of skills, knowledge, empowerment and status. This means that engineers look for
opportunity to grow. They will feel motivated if they are given the opportunity to learn
new skills, to explore new dimension, to be empowered and to be given more
responsibility in order to execute their job well. This is especially true as most of the
respondents are in their twenties. This is considered as young in term of working
experience. Thus, by given the opportunity to grow, it motivates them, as they will be
able to learn more regarding their work and field.
Civil engineers view recognition from colleagues and top management as an
important element to motivate them. This is because usually in the construction industry,
credit is seldom given to civil engineers for their good and hard work. By being the
unsung hero lowers down the morale of civil engineers to an extent. Civil engineers
recognition for their work. Thus, it is vital for managers to recognize their engineers'
effort. A simple way is to give credit to them. Such recognition gives a sense of pride as
well as responsibility to them engineers. Recognition is like fame. The more, the better.
Besides that, recognition proves to be a useful item for the engineers' resumes.
Non-monetary benefits such as praise, gifts, employee of the month or a welldone card is considered the least effective way to motivate civil engineers. Majority of
the respondent taking a neutral stand on this issue. However, it does not mean that nonmonetary benefit is not important to civil engineers. It could be that non-monetary
benefits have little values or effect towards civil engineers. It seems that they would
prefer a more tangible or perhaps with more monetary value.
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6.3:
Objective 2: To Find Out On The Demotivators Or The Dissatisfiers Of Civil
Engineers In Their Work
Table 6.2: Ranking of Demotivators
DEMOTIVATOR
Poor Salary
Disrespect from Top
Management
Poor Relationship With
Colleagues
Inadequate Understanding
Of Engineer's Expectation
RANK
1
2
3
MEAN
4.60
4.24
4.11
4
4.04
Poor Working Condition
Personal Life Interference
5
6
3.98
Office Politics
Poor Job Security
Inadequate Managerial
Competence
Working Long Hours
Strict Company Policy and
Administration
7
8
9
3.76
3.73
10
11
3.47
3.89
3.69
3.38
From Table 6.2 above, the number one demotivator or hygiene factor is poor
salary. Although money is described as a motivator, it can be a hygiene factor as well.
This means that if a good or satisfactory salary is not fulfilled, civil engineers feel
dissatisfied. It affects their morale and in the long run, they would not be productive. As
mentioned in Equity Theory, if an individual feels he is underpaid, he/she may decrease
his/her effort in his/her work. This also shows that salary is the first thing that civil
92
engineers look at when it comes to a job. In view of this, the salary offered should be on
par with the market value within the area concerned.
Civil engineers value how their managers or the top management view them.
They would like it if their managers respect them in terms of their individual self and also
in terms of carrying out their tasks. A manager who respects his employees is a manager
who trusts and looks highly upon their employees. The effect to the employees is more
than two fold. Once employees gain their employer's respect, they feel there are a sense
of belonging as well as a sense of pride. Such feelings instill a strong desire for
employees to strive hard and stay motivated.
The second demotivator most favoured by civil engineers is good relationship
with colleagues. This is mainly due to the nature of the construction industry where key
players are often fragmented and aggressive. Besides that, the fast pace and everchanging nature of construction often push civil engineers to the limit. Anger and
frustration may come in. This is where ties will severe, especially with colleagues as well
as other key players.
In view of this, a good relationship with colleagues is important to ensure a
smooth flow and a good coordination of construction project. Civil engineers may need to
work as a group with other colleagues, to plan, delegate and achieve project goals. Thus,
in order to work effectively, a good working relationship is vital.
Besides that, a severed relationship with colleagues not only affects the
smoothness of the project, but it also affects employees mentally. A hostile working
relationship proves to be stressful and it may not be mentally healthy in the long run. This
causes a very negative impact on the employees and this may dampen their productivity.
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Indirectly, this also dampens the company. Hence, it is clear why good relationship with
colleagues serves as a hygiene factor for the respondents. Although the effect of good
relationship is not as clear as money, the effect of poor relationship with colleagues is
unbearable not only to the employees themselves but the company also.
One clear example of cultivating good relationship among employees is shown by
Jack Welsh, CEO of General Electric. Huge sum of money were spent to provide a
recreational room. This is viewed as important because it provides a platform for
employees to mingle around and to improve working relationship. Other activities done
by Welsh including encouraging a game of golf among employees after work.
Inadequate understanding of engineer's expectation comes in as the fourth hygiene
factor. This usually occurs when managers who are not from engineering background,
fail to understand the expectation of civil engineers. Consider this example. A manager
requested that the formwork for beams to be removed immediately one day after concrete
is cast upon. However, due to technical reasons, the civil engineer decline to do so. But
the manager, who fails to understand, insists that he (the manager himself) is right and
being the manager, the engineer should follow his orders. Such errors by managers often
result in dissatisfaction in their engineers. Besides, engineers feel that their technical
expertise is not thoroughly considered by their managers. This causes an ineffective
environment for them to work with. Slowly, their satisfaction levels degrade and they
may look for greener pasture.
Poor working conditions, including site safety, or safety at work is considered to
have a negative effect on civil engineers if they are not fulfilled. As engineers usually
involves in construction site, the ever presence of workplace hazards or danger is almost
everywhere. From office to construction site, from ergonomics to scaffolding stability,
any issues regarding safety of employees should not be taken lightly. Managers should
94
take a proactive role in this area. Basic safety needs including safety helmet, safety boots
and safety harness should be provided to engineers. Should safety be brought to a higher
level, a safety committee can be formed to take safety at work to a new and higher level.
In short, no one wants to get involved in an accident, be it at construction site or at the
office.
Job security is considered as an important motivator to civil engineers. It shows a
sense of safety in terms of the their job, and more importantly, their income. A secured
job means a stable income without worries. A highly paid job with low security proves to
be a dangerous one, as one will loose their job position any time. Hence a good job
security is important not only in instilling a feeling of security among employees, it also
gives a sense of satisfaction to the employees.
The hygiene factor at the bottom of the table is strict company policy and
administration. Although it is the last hygiene factor, it does not mean that it is not
important. If such hygiene factor is presence in a company, it may still affect employees
to a certain extent. Strict company policy creates a situation that is not user friendly. Red
tapes and bureaucracy limits the freedom of engineers to carry out their work smoothly.
Consider this scenario. A construction company requires its site engineer to clock in at
the main office before allowing them to go to the construction site. Now if the
construction site is far away from the main office, it proves to be troublesome for
engineers to travel to and fro. As stated in the literature review, one of the turn off for
engineers are administration work and strict policy.
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6.4
Objective 3: To Identify If Engineers Are Extrinsically Or Intrinsically
Motivated
Table 6.3: Ranking of Intrinsic and Extrinsic Motivation
Factors
1. Nature of Job
2. Satisfaction
3. Lucrative
Salary
4. Personal Goal
and
Achievement
5. Loyal
6. Benefits
7. Status
8. Procedures
Mean Type Of Motivation
3.80
Intrinsic
3.60
Intrinsic
Extrinsic
3.56
Extrinsic
3.53
3.36
3.24
3.22
2.98
Intrinsic
Extrinsic
Extrinsic
Intrinsic
From Table 6.3 shown above in the previous chapter, it clearly shows that civil
engineers do not tend to sway to either extrinsic or intrinsic motivation. There seem to be
a mixture of extrinsic and intrinsic motivation. This findings show that civil engineers
have a good combination of both intrinsic and extrinsic needs. The ratio between intrinsic
and extrinsic motivation is 50:50. They may prioritise money, but at the same time, they
do value non-tangible things.
So, the question of whether a civil engineer is extrinsically motivated or
intrinsically motivated is not confirmed here. The results show that there is an equal
balance of extrinsic and intrinsic needs in civil engineers. Extrinsic and intrinsic items
could drive them. As gathered from the respondents, less than half of the respondents
agree that they are at their current job because of the pay, while more than half of the
respondents say that they are at their current job because they like the nature of the job.
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The result shown is slightly contradicting as compare to the first two objective of
this thesis. In the previous two objectives. Money is viewed as the most important factor
in term of motivation as well as hygiene factor. However, from the respondents reply, it
seems that money is not the main factor they stay at their current job. One of the main
reasons gathered from the respondent is from the age group. With more than half of the
respondents between the ages of 20 to 29, it can be deduce that they may still be lacking
in terms of working experience. Thus, they do not mind a lower pay, in exchange to gain
working experience. Since they are still fresh, they do not have much option in
demanding a high pay. So, they would settle for a lesser pay now with the hope to gain
more experience. After much experience is gained, it provides a more competitive edge
for them to demand a higher pay. This is obvious for respondents in their 30s and above.
Most of them are at their current job because of their pay.
Another mitigating factor could be the financial status of the respondents. With
67% of the respondents claiming their financial status as being normal, it can be assumed
that their financial needs is at a satisfactory level, at least minimally. Since the basic
needs are satisfied, they tend to look for other factors such as satisfaction, nature of the
job and so on.
This finding could be useful for managers. If employees are highly extrinsic
motivated, then it will be costly for managers to retain and motivate them, as extrinsically
motivated employees prioritise tangible and monetary items. But having found out that
civil engineers have a combination of both intrinsic and extrinsic needs, this could be one
piece of good news for managers. This means that managers can use other option to
retain and motivate their employees besides using money only. They could use a lower
salary, but at the same time provide other means of motivation, such as growth, a good
working environment, training new skills and so on.
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6.5
Objective 4: Suggestion on how managers or employers can retain and
motivate their engineers
After a thorough study on the response from respondents as well as literature
review, motivators as well as demotivators play crucial part in keeping engineers satisfied
and motivated. However, to retain an engineer is totally different from motivating them,
even though there exist a thin grey line between those two. Once again, motivator is what
drives a person to work the extra mile, while demotivator cause dissatisfaction.
First and foremost, before any attempt is taken to motivate employees, managers
should focus on the hygiene factors. These factors if are not fulfilled, cause
dissatisfaction. However, if they are fulfilled, they do not necessarily provide satisfaction.
In fact, when hygiene factors are fulfilled, they path a smooth road for employees to carry
out their daily work tasks and routine. In view of this, hygiene factors are so important
that they decide whether employees stay or go. If hygiene factors are fulfilled in such a
way that it suits the needs of the employees, the chances of employees leaving the firm
are low.
Thus, from the table above, managers should first give an appropriate and good
salary to first make their employees stay. If this is not satisfied, the chance of employees
leaving is very high. Once a good salary is offered, then manager should focus on the
next hygiene factors on the list and so on.
In view of this, a paradigm is developed, as shown in Figure 6.1 below. The left
circles represents demotivator (hygiene factors) while the circle on the right represents
motivators. In order for civil engineers to stay in their job, a manager should focus on the
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demotivators first. By fulfilling the demotivator, it paths a smooth way to move on to the
motivator. That means manager should fulfill the requirements that eliminate
dissatisfaction first. Once the dissatisfaction is eliminated, civil engineers are in a better
position to carry out their work smoothly. From there on, managers can focus on the
motivator to push civil engineers to achieve the company's goals. As the two circles
(Demotivator and Motivator) overlaps in the middle, it shows that the factors overlapped
can both exists as a motivator as well as demotivator. The large oval circle enveloping the
demotivator and motivator are factors that governed the motivational needs of civil
engineers. Age, economic factors such as economic boom or bust affects the needs of
civil engineers. Besides that other factors such as personal reasons and intrinsic and
extrinsic motivation affects the needs of individuals.
Personal
Reason
Extrinsic
Intrinsic
DEMOTIOVATOR
Respect from top management
Good relationship with
colleagues
Understand engineers’
expectation
Money
Good working condition
Recognition
Minimise office politics
Secured Job
Improve leadership and
management of company
Adequate rest days
MOTIVATOR
Monetary-benefits
Growth
Challenging task
Promotion
Freedom
Training
Economic
Age
Figure 6.1: Flow of Demotivator and Motivator
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The following is a basic guideline of how managers can make use of demotivator as a
mean to eliminate any dissatisfaction at the work place. The guidelines are derived from
the demotivators obtained from the respondents.
1. Provide Good Salary
-Provide a salary that is of market value as well as the employee's worth and
credentials.
2. Managers should respect their subordinates
-Create a working environment where there is a sense of respect, from top
management down to the lower subordinates. Focus on more on Theory Y than
Theory X.
3. Top management should provide recognition and credits where it is due.
-Always recognize engineers for their effort and commitment. Credit should be
given where credit is due. This gives them a sense of belonging as well as pride.
4. Instill a good working relationship among employees
-Create a working environment that is non- hostile. Have a recreational room, TV
room, golf game or football game on weekends. Jack Welsh, head of General
Electric, did this. He built a recreational room for his employees to mingle
around, to promote a good relationship and to exchange ideas.
5. Try to see things from your employees' eyes
- Before any judgement or decision is made, managers should try to see the whole
picture, especially from the engineer's point of view. Avoid accusing or blaming
them for mistakes done. Use a proactive and positive way to encourage
employees.
6. Provide a good, safe and comfortable working condition
- Managers should provide the necessary safety gears to engineers, such as safety
boots, safety helmets, and other equipment. Managers should also ensure that
workplace as well as construction site is safe to work.
7. Create a fair and just compensation and benefits system
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-The company's compensation system should be transparent and fair. Try to
avoid favouritism. The compensation should be thoroughly explained to
employees so that they understand how it works.
8. Counseling
9. Curb or keep office politics to minimal level
- Office politics should be kept at a minimal level. It could be devastating
especially for employees at the wrong end. Make it clear to everyone in the office
that office politics are not encourage.
10. Create a working environment where workers feel secure.
-An insecure job causes worries among employees, despite the high pay.
Management should ensure that the company is strong against external
environmental factors such as economic changes, government policies and so on.
A company that can withstand such external pressure shows that it is strong and
the security of its employee's job is definitely high.
11. Improve leadership and management
-Leadership is important. Good leadership determines if the employees are
heading towards the right direction. Thus, managers should be a good leader in
order to lead the company well.
12. Provide adequate rest days and working hours
- Managers should ensure that adequate rest days are given to employees.
Managers should avoid pressing engineers to work long hours for a long period of
time. Engineers, as well as other employees, need time to rest, time for family and
so on.
13. Cut down on unnecessary red tape and bureaucracy.
- Engineers dislike red tapes, paper works, and administration. Thus, managers
should create an environment that is friendly towards engineers. It should be less
red tapes, less paper works and less bureaucracy. This enables engineers to fully
focus on their job rather than on something that is outside their interest and
control.
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6.6
Conclusion
Money is an important tool that serves as a motivator as well as a hygiene factor.
It shows that money is indeed a powerful tool to motivate a person. However, it is not the
only thing civil engineers look for in their work. There are other non monetary factors
that serves as motivational needs of civil engineers such as growth, recognition, respect
from top management, freedom and so on. Hence, the top five motivator from this study
are listed below.
Motivator
1. Good Salary
2. Monetary Benefits
3. Growth
4. Recognition
5. Challenging Task
Demotivators or hygiene factors are important as well. Although they do not
promote satisfaction, they do cause satisfaction, if they are unfulfilled. This finding also
shows that motivators can be demotivators as well. Money, as well as recognition can
serve as a motivator and demotivator. The top five demotivator (hygiene factors) are as
follow.
Demotivator
1. Poor Salary
2. Disrespect
3. Lack of Recognition
4. Poor Working Relationship
102
5. Inadequate Understanding of Engineer's Expectation
This study also shows that civil engineers have a combination of intrinsic as well
as extrinsic motivation. The balance of intrinsic and extrinsic motivation is almost equal,
at the ratio of 50:50. This concludes that civil engineers are neither intrinsically nor
extrinsically motivated. The main reason civil engineers are at their current job is because
of the nature of the job itself. Besides that civil engineers also favour satisfaction derived
from their work. Salary however is the third reason civil engineers are at their current job.
Motivational needs of civil engineers are governed by several factors such as age,
economical factors that includes availability of jobs, economic boom or bust, or it could
be just personal reasons, such as family commitment.
By further understanding the needs of civil engineers, managers are in a better
position to retain as well as to motivate them. In order to retain and motivate civil
engineers, it is recommended that managers should focus on the demotivator first to
prevent any dissatisfaction among civil engineers. From there, managers can focus on the
motivator as a mean to help and drive civil engineers to achieve their goals as well as the
company's goals.
Motivational needs vary from one individual to another. One man's food is other's
poison. There is no clear-cut way to motivate civil engineers. As various issues such as
money, religion, work, relationship, and so on could drive individuals, it affects how
things are perceived in their daily lives. Hence, it is vital to study and understand the
needs of the civil engineer before making any attempt to motivate them. A proactive
approach by both managers as well as civil engineers may be an ideal approach in this
matter.
103
Finally, motivation is something abstract, yet if properly used, it can be a
powerful weapon in management especially of individuals.
6.7
Recommendation for Future Studies
The findings of the study give an insight of the motivational needs of civil
engineers in the construction industry. It provides a better understanding of the
engineering profession as well as providing a good rapport between managers and civil
engineers when it comes to motivational issues.
However, there is still room for improvement especially in future studies. The
following recommendation can be taken into consideration for future studies.
1. Widen the scope of study to civil engineers in the government sector as well as
local authorities.
2. Increase the number of respondents, especially from other states of Malaysia. This
study mainly focuses on respondents from Sarawak with minority from Kuala
Lumpur and Johor Bahru.
3. To have a more in depth study on intrinsic and extrinsic motivation. Technical
background as well as location of tertiary education of respondents should be
taken into account.
4. To study on how external factors may effect motivational needs of civil engineers
5. To include more respondents from different age groups
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