Posted: December 10th, 2014

Motivating Canadian Construction Workers in Residential Areas

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Introduction/Background
Employee motivation is an important aspect of any business and industry that needs to achieve its missions and visions (Dissertation on Foreign Workers Having Different Motivational Factors Management Essay, 2014).
According to Khan, Farooq and Ullah (2010), workers productivity is directly related to the motivation, which shows the importance of maintaining a motivated work force in the workplace. The need for high productivity in goods and services sectors has led to study aimed at evaluating the effectiveness of motivation programs and their applicability in boosting productivity. The positive results of an employee motivation program do not only help to build a better employer-employee relationship but also have far-reaching positive effects on a company.
Viorel, Aurel, Virgil and Stefania (2009) explained several theories that are useful in determining the proper approach and method used to motivate workers. The theories use firm’s factor like size, age, number of employees, etc. to determine the most effective motivational approach. Similarly, the theories expound on the different personal traits of workers that affect the level of motivation.
The first is Maslow’s Hierarchy of Needs, which emphasizes that individuals are different and dynamic leading to different levels of motivation from the same object, statement, or action. Maslow asserted that different individuals have a different preference list, which puts more attention to some needs. Under Maslow’s theory of hierarchy of needs, individuals get motivated from achieving or the desire to achieve certain needs in their hierarchy. Basic needs are the most desired need in the hierarchy while self-actualization is the least desired.
The theory also explains that different individuals have different levels of desire to achieve despite the homogeneity of their needs. Maslow pointed that if two or more employees share the same hierarchy of needs, it is not a guarantee they will receive the same motivation to achieve the goals; some individuals are naturally hardworking, optimistic and motivated to achieve than others. Research shows that, in the past, companies adopted and used only one method of worker’s motivation. The organizations used the most effective mode of motivation adopted across all departments of the organization. However, following the increased research and scholarly works on the methods of motivation to achieve effectiveness, organizations are now adopting multi-methods approach to motivate their workers (Vaitkuviene, Balvociute, & Stoškus, 2010).
Changes in the business environment, increased competition, and increased knowledge in human resource management are also some of the factors that led to the adoption of the multi-method motivational approach. These motivation programs address the differences in the needs and attitudes of the employees in order to apply the most effective and customized motivation approach. However, companies that seek to use the multiple platforms of inspiration should manage them in a holistic manner to allow their incorporation in the company’s general strategy.
According to Khan, Farooq and Ullah (2010), a company can use a variety of methods in order to keep their employees motivated. Hence, the company must be able to determine the levels of diversity in its workforce to come up with the ideal mix of motivational programs that will be most beneficial to the company. However, to achieve effectiveness, the motivational factors and programs are tailored the type of industry and culture in which the adopting firm is operating. The focus of this study is the construction workforce in Canada.
Statement of the Problem
Sucu (2014), reports that, through motivation, an individual can influence others to behave positive and increase productivity. He viewed that, motivation also helps to improve the employer-employee relationship build from shared visions and mutual respect. Sucu (2014) states that the essence of motivation is to influence workers, and to work along with them, as opposed to supervising and over-working them (Sucu, 2014). As of 2009, 7.2%of Canada’s workforce was employed in the construction industry (Canadian Council for Health and Active Living at Work, 2009). The number of workers in the construction industry was more than 1.2 million with more than 88% of them being male.
According to a report released by the Canadian Council for Health and Active Living at Work, construction industry, has the most numbers of employees in Canada. The high number of workers in this sector is due to the substantial differences in the types of equipment, work force skills, and other inputs required by establishments in this sector. To highlight these differences and variations in the underlying production functions, this sector has three sub-sectors. They are Construction of Buildings, Heavy and Civil Engineering Construction, and Specialty Trade Contractors Most of those employed in this industry are located in Ontario, Quebec and Alberta (Canadian Council for Health and Active Living at Work, 2009, pg. 9).
Barg, Ruparathna, Mendis and Hewage (2014) stated that several scholars and researchers have carried out studies about workplace motivation, however, only a few focused on the construction industry in Canada. Considering the high number of workers in the construction industry in Canada, more emphasis is necessary to determine the need to study the labor market to motivate workers and consequently increase productivity. Therefore, the lack of studies on the Canadian construction workforce is a gap that calls for research and scholarly commitment. This paper uses Canadian construction workers as its case study to establish the most effective motivational approaches in different industry settings (Barg, Ruparathna, Mendis and Hewage, 2014).
Purpose of the Study
The study is undertaken to determine, explain, and discuss the most effective means of motivation on the workers. To achieve clarity, conciseness, and credibility, this paper uses published scholarly work on the same concept. Motivational factors will differ across industries as well as cultures. Hence, the purpose of this study is to determine if there are nuances in terms of motivational factors covering construction workers in general. Moreover, if there are motivational factors that are unique to those working in the construction industry in Canada
Barg, Ruparathna, Mendis and Hewage (2014), state that scholars have formulated several theories behind motivational programs; Maslow’s theory of hierarchy of needs and the theory of equity. However, most scholars do not focus primarily on the construction industry. Consequently, there lacks any published study that primarily focuses on the Canadian construction workforce
Barg, Ruparathna, Mendis, & Hewage( 2014) reviewed the existing studies on worker’s motivation.This review included  52 published articles that addressed worker productivity in close context to construction. Out of the fifty-two articles, the authors used only thirty articles, which directly relates to the construction industry. The articles addressed issues like, workers environment, workers incentive and empowerment, motivational models, and workers management. The findings show that the body of work regarding construction worker motivation is limited and that no motivational model has been widely used in the industry. After literature review, we can conclude that research leads to two primary methods of facilitating the motivation and morale of construction workers., that is relevant worker incentives (intrinsic or extrinsic) and improved management practices.Barg, Ruparathna, Mendis, & Hewage (2014) concluded that the management can control, direct, and deliver majority of the key factors that influence motivation (Barg, Ruparathna, Mendis, & Hewage, 2014).
In coming up with a Canadian specific study on workforce motivation, this study is directed to place the motivational parameters in an academic context. The results of this study will not only attempt to determine the type of motivational programs that will address the needs of the Canadian construction workforce, but will also serve as a framework for future studies focused on improving the productivity and efficiency of the construction workforce in the country.
Research Question
This research is based on the attempts to determine the personal traits (as defined by Maslow) of the construction workforce in Canada, which affects both the effectiveness of motivation approaches and the level of productivity. After determining the traits, the profile is also applicable in determining the appropriate motivational programs that will apply to their traits. This paper is build on triangulation methodology aimed at profiling the existing data through scholarly discussion, online discussions, literature review and interview of valid sample size. The paper also evaluates its conclusions in cross-sectional analysis with other related fields of knowledge.
The study is also aimed to attempt and determine if the existing motivational programs like worker’s seminar, incentives, motivation talks, etc. will be applicable to the current workforce traits of the construction industry in Canada.
Research Hypothesis
Motivational factors differ across employment industries and cultures. However, the construction industry shares the homogeneity of workers across the globe, which makes it relevant to compare Canadian construction work force with other construction workforce across the world. (Dissertation on Foreign Workers Having Different Motivational Factors Management Essay, 2014). In a study focused on the Nigerian construction workforce determined that financial motivational aspects are strong forces to be considered in their context (Aiyetan & Olotuah, 2006). Another factor considered is the sense of belonging to the firm; workers need to enjoy recognition and appreciation from their management. In this regard, management should be more aware of methods in order to make the employees feel that they are included in the organization decision-making and general operations. Such an undertaking will greatly increase the worker’s motivation and their commitment to the course of the organization.
Conclusion
Motivation is a vital factor in promoting worker’s attitude, which helps increase productivity. However, due to the dynamic nature of employees it is challenging to come up with the most effective motivation approach that will yield to all workers. Therefore, firms and industries should research on the most effective way/ways to motivate their workers.
Literature review
Motivation
Motivation can be defined as the provision of a drive to take action in a bid to satisfy desires or needs. Shmid and Jonathan (2008) defines work motivation as a set of active forces that either originate from within or beyond an individual to initiate behaviour related to work and to determine its duration, intensity, form and direction. They noted that motivation is a hypothetical and intangible concept that is utilized in explaining human behaviour. Motivation can be classified as either intrinsic or extrinsic depending with the motive (Shmid and Jonathan, 2008). Intrinsic motivation is when workers carry out specific tasks because they are interesting and as a consequence, they derive natural satisfaction from doing the task. On the other hand, extrinsic motivation is dependent on external factors such as verbal or tangible rewards hence satisfaction is not derived from the task itself (Gagne, 2005).
There are various motivational theories that can be used in motivating construction workers. According to Maslow’s (n.d) theory of hierarchy of needs, individual needs should be prioritized and the lowest ranked needs should be satisfied before workers can get concerned with highly ranked needs. Mortaheb, Ruwanpura, Dehghan and Khoramshahi (2007) also noted that work satisfaction is influenced by the work itself while dissatisfaction is influenced by the environmental working conditions. Adam’s (n.d) equity theory indicates that employees are likely to be motivated when there is equitable treatment, while Vroom’s (n.d) expectancy theory indicates that individual behaviour is the outcome of individual choice among alternatives with the aim of minimizing pain and maximizing pleasure. Lastly, the reinforcement theory argues that reinforced behaviour is likely to cause repeated performance (Shmid & Jonathan, 2008).
Motivation Models
Motivational models outline the structure and procedure for managing, communicating and developing worker motivation. Porter and Lawler (1968) established a motivational model using the Vroom’s (n.d) expectancy model. The model focused on interrelated variables such as reward predictions, extrinsic and intrinsic rewards, job satisfaction and job performance and effort. Hewage and Ruwanpura (2006) developed the expectancy theory model based on the theories of Vroom, Adams and Maslow (n.d). The model incorporates 23 factors that are likely to influence the level of motivation of construction workers. The level of motivation was measured using the seven point scale based on valence, performance to result expectancy and work to performance expectancy.
Hewage (2007) utilized the model to examine the level of motivation among construction labours in Calgary. Interviews and surveys were used to collect data from a sample of 100 construction workers. The outcome of the study indicated that equipment, tools and safety procedures and respect from supervisors and coworkers were the most significant factors of motivation. Dwivedula and Bredilet (2010) also suggested a new model for assessing the motivation of workers in projects. Employee development, work objectivity, job security, work environment and perceived equity were the major factors considered in the model.
Work culture/Environment
Contextual factors including material resources, compensation practices, work environment and supervision influence the motivation levels of construction workers. Smithers and Walker (2000) explored the impact of contextual factors on workforce motivation. The study was conducted in Melbourne, Australia and the outcome indicated that the aggressive management style, non-recognition, chaos and long hours influenced motivation levels of employees. Hewage and Ruwanpura (2006) studied a sample of 101 construction workers with the aim of identifying factors that influence motivation of the workers. Among the factors that were considered in the study include working environment (relation with coworkers and supervisors), supervision and management (job security and reinforcement), incentives (salary, bonus and rewards), working conditions (opportunities for growth and development, physical environment and freedom) and intrinsic motives. These factors were ranked by the participants and formed the foundation of the expectancy model of motivation.
A study by Nepal et al. (2006) revealed that work pressure reduces motivation towards work. The study indicated that while reasonable pressure can enhance productivity by increasing employee attention and alertness, excessive pressure makes employees to lose motivation. Ou (2014) examined approaches to establish hygiene factors in construction work. The outcome of the study indicated that improving the working environment, improving self-protection capabilities, establishing stable working relations and improving salary management were the major methods for enhancing hygiene factors. Brockman (2014) also conducted a study to determine the outcome of interpersonal conflicts in construction work environment. The study indicated that interpersonal conflicts reduce the level of motivation of construction workers.
Incentives
Incentives include any communication, facto, position or action that influences an employee to perform a task in the desired way. Price et al. (2004) noted that empowerment is the best way of motivating employees. The study indicated that knowledge, training and culture management enhanced empowerment of workers through incentive hence motivating the employees and ultimately enhancing construction performance. Incentives can take diverse forms, but according to Cox et al. (2006), money is the main form of incentive. Cox et al (2007) noted that workers require to be praised develop job security. Construction companies can utilize this stud by introducing monetary incentives to motivate employees. A study by Doloi (2007) also revealed that reward, work appreciation and job security were the most preferred incentives among construction workers. Thwala and Monese (2007) emphasized the importance of using rewards to meet employee and employer needs. The researchers also emphasized the pervasive and immense power of incentives and the importance of closely managing incentive plans in ensuring effectiveness.
Worker Management
Worker management is one of the most overlooked theme in construction work. Handling the workforce is a key success factor in construction projects, hence managers should combine motivational theories with human relations ideas to create an appealing work setting. Hancock (2006) noted that the authoritarian management approach is ineffective and outdated hence it should not be used in modern construction work. Hancock (2006) proposed a framework through which managers can motivate their workforce. According to the proposal, managers should have knowledge of motivational theories and human behaviour, de-motivators and motivators, the industry, factors that influence the behaviour of workers and the needs of workers in the construction sector.
A study by Rojas and Aramvareekul (2005) among construction workers indicated that employees control their productivity and external or environmental factors had little influence. The study also revealed that management can positively influence productivity in construction work. Cox et al. (2005) identified the key behavioural indicators that managers can use to assess the motivation level of their employees. Using the measure, employees who complete tasks on time, plan their tasks, perform more work than scheduled and solve problems can be considered as motivated. In construction work, lack of motivation is a barrier to employee training (Tabassi and Bakar, 2007). A study by Tabassi et al. (2012) focused on the impact of motivation and training on improving task efficiency and teamwork in construction work. The outcome of the study indicated that motivated workers were more likely to participate in training programs.
In summary, most of the studies suggest that incentives and management have the greatest impact on employee motivation. Although various studies have been conducted regarding employee motivation, few have focused on the construction industry. There are limited numbers of studies exploring construction worker productivity, skills and efficiency in Canada. Additionally, there is no validated motivation model in the construction industry. After analyzing the literature, this paper identifies incentives (both extrinsic and intrinsic) and management policies (particularly communication policies) as the main approaches to enhancing motivation of construction workers.
Summary of Sources
Hewage, K. N. and Ruwanpura, J. Y. (2006). Carpentry workers issues and efficiencies related to construction productivity in commercial construction projects in Alberta. Canadian Journal of Civil Engineering, 1075–1089.
There has been a continual decline of construction productivity for the last decade. While the decline can be partially attributed to factors such as skill levels, weather changes and workload demand, minimal attention has been given to human and management factors. The study focuses on the construction industry with emphasis on management, workforce and external factors that influence construction productivity. The study involved a sample of 101 construction workers from four contractors. Interviews, observations and survey questionnaires were utilized in collecting data.
Cox, R. F., Issa, R. R. A. and Koblegard, K. (2005). Management’s perception of key behavioral indicators for construction. Journal of Construction Engineering and Management, 368–376.
While human behaviour can vary across individuals, there are certain basic consistencies that can be observed in all human beings. The objective of the study was to identify consistencies in the behaviour of committed, loyal, satisfied and motivated employees in the construction industry. A survey was used to collect data that was utilized in generating key behavioural indicators for identifying committed, loyal, satisfied and motivated employees. These indicators can be utilized by organizations in the construction industry to understand the performance of employees.
Schmid, B. and Jonathan, A. (2008). Motivation in project management: the project manager’s perspective. Project Management Journal, 60–71.
Project motivation is a critical aspect in ensuring the success of any project yet there are minimal studies focusing on the issue. This paper examines the theory of motivation and current literature of motivation. A survey is used to understand project managers’ perception of their ability to influence motivation. The survey incorporated a sample of 115 project managers.
Gagn´e, M. and Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 331–362.
The theory of cognitive evaluation that expounds the impact of extrinsic motivators on intrinsic motivation has been explored extensively in organizational literature. However, the contrast between extrinsic and extrinsic motivation has made it difficult for organizations to apply the cognitive evaluation theory. Further differentiation of extrinsic motivation into categories that contrast in the level of autonomy led to the establishment of the self-determination theory. The self-determination theory has received a lot of attention more so in the fields of sports, education and healthcare.
Mortaheb, M. M., Ruwanpura, J. Y., Dehghan, R. and Khoramshahi, F. (2007). Major factors influencing construction productivity in industrial congested sites. Proceedings of the Annual Conference of the Canadian Society for Civil Engineering (pp. 1111–1120). The Canadian Society of Civil Engineering.
In most construction sites, there are usually a number of organization working simultaneously on the same project. Such organizations may need to work on the same part at the same time. Identifying ways of enhancing productivity in such construction sites is of critical importance. Congestion in construction sites can decrease productivity and methods that are used in enhancing productivity of small construction projects are not applicable in such congested sites.
Smithers, G. L. and Walker, D. H. T. (2000). The effect of the workplace on motivation and demotivation of construction professionals. Construction Management and Economics, 833–841.
Various studies have identified culture and environment as the major factors that influence motivation of employees at work. This study focused on construction workers with the objective of identifying motivation and de-motivation factors. The outcome of the study indicated that environmental factors such as management style, chaos, long hours and non-recognition influenced de-motivation of construction workers.
Nepal, M. P., Park, M. and B. Son, B. (2006). Effects of schedule pressure on construction performance. Journal of Construction Engineering and Management, 182–188.
While accelerating the completion of a construction project can be rewarding, the consequences may not be desirable more so when quality and productivity are overlooked. In most construction projects, the impact of schedule pressure, its causes and effects are usually overlooked during decision making. This study focused on the impact of schedule pressure on construction performance. Particular attention was given to compromises in scheduling tasks. A survey was utilized to collect data among a sample of 102 construction personnel.
Brockman, J. L. (2014). Interpersonal conflict in construction?: cost, cause, and consequence. Journal of Construction Engineering and Management.
Various studies have identified interpersonal conflict as a major occupational job stressor and it has been linked to low physical and psychological health. Additionally, interpersonal conflict is a critical determinant of loss of skilled workers, decreased productivity and motivation, employee turnover, absenteeism, restructuring inefficiencies, work disability, reduced quality and occupational accidents. Within the construction industry, contractors and clients ranked interpersonal conflict as the highest factor influencing project costs.  However, research on the financial implications of interpersonal conflict are rare. The outcome of the study was used to recommend that innovative changes and educational opportunities can be used to minimize interpersonal conflicts in construction sites.
Ou, Y. (2014). Study on cultivation of motivation hygiene factors in construction enterprise. Applied Mechanics and Materials, 2628–2631.
Incentive hygiene elements in a Chinese construction firm was examined. The link between motivation hygiene elements and work efficiency was explored. The study identified four motivation hygiene factors, namely job security, wage, work environment and work relation. After analyzing the factors, various methods of enhancing hygiene factors were proposed including developing staple working relations, enhancing self-protection capabilities, better salary management and improving the work environment.
Price, A.D. F., Bryman, A. and Dainty, A. R. J. (2004). Empowerment as a strategy for improving construction performance. Leadership and Management in Engineering, 27–37.
Empowerment has been highlighted in various studies as a critical performance improvement strategy in construction. Empowerment is also linked to motivation, high-performance systems, organizational change, teamwork, construction performance measurement, total quality management and benchmarking. This study explores the role of empowerment in management trends and concepts.
Cox, R. F., Issa, R. R. A. and Frey, A. (2006). Proposed subcontractor based employee motivational model. Journal of Construction Engineering and Management, 152–163.
The study aimed to determine factors that support positive motivational behaviour among construction workers. Factors such as incentives, workforce needs and goal setting were examined. A survey was used to collect data related to the four factors. The outcome of the study was utilized in the development of a motivational model that incorporates factors such as praise, safe performance, incentives, sense of belonging and quality of work.
Doloi, H. (2007). Twinning motivation, productivity and management strategy in construction projects. Engineering Management Journal, 30–40.
This paper presents the outcome of a survey that was carried out to identify motivational factors that influence productivity in the construction industry. Various motivational attributes that are evident in the modern management practices are used to develop a framework which facilitates developing suitable schemes by incorporating motivational factors in decision making. In the paper, 25 motivational factors are identified. The factors were then ranked based on knowledge base and user preference. Analysis of the factors revealed that employment contract and work environment were the major influential motivational factors that influenced construction productivity.
Thwala, W. D. and Monese, L. N. (2007). Motivation as a tool to improve productivity on the construction site. 5th Post Graduate Conference on Construction Industry Development with a Theme: Construction as a Cornerstone for Economic Growth and development, (pp. 139-145). BloemFontein.
The main objective of this study is to determine factors that enhance motivation of construction workers to improve productivity in construction work. The study also focuses on identifying consistency in the behaviour of committed, loyal, satisfied and motivated workforce in the construction industry since the factors have been proved important in other fields. The outcome of the study indicated that different workers require different motivation strategies.
Rojas, E. M. and Aramvareekul, P. (2003). Labor productivity drivers and opportunities in the construction industry. Journal of Management in Engineering, 78–82.
Labour productivity has gained attention in the construction industry due to the numerous problems related to construction workers. The study focused on identifying opportunities and drivers of labour productivity using a survey instrument. The outcome of the survey indicated that manpower issues and management skills had the greatest influence on productivity.
Tabassi, A. A. , Ramli, M. and Bakar, A. H. A. (2009). Training, motivation, and performance: the case of human resource management in construction projects in Mashhad, Iran. International Journal of Project Management, 471–480.
The productivity of an organization is closely linked to its strategies and people. This paper explores training and motivation approaches among construction workers and its influence in the overall performance of the organization. The paper identifies obstacles to motivation and training and proposes solutions for construction companies.
Hancock, D. J. (2006). What value does money play in the motivation of ‘knowledge workers ‘such as project managers. IEEE International Engineering Management Conference Engineering Management: the Human Technology Interface (pp. 127-131). Bahia: IEEE.
In most studies, performance and motivation identify work autonomy and task variety as the main drivers while money is considered a hygiene factor. However, most of such studies have focused in manufacturing and retail sectors. This paper explores the influence of money on job satisfaction and work effort among employees among knowledge workers such as project managers. The outcome of the study indicated that pay influences exercise of influence and self-esteem and hence affects job satisfaction and work effort of employees.
Research Methods
The literature review focuses on the review of academic literature that will be used in the thesis, data collection methods as well as the means of data analyzing before making a conclusion. There are several reasons for a review of the literature, which include the identification of the work that has been previously, it prevents the duplication of work and helps in avoidance of mistakes previously done. Additionally, it assists in the development of a methodology for a project and the best methods of data collection and finding gaps between existing researches (Hart, 2001).
Quantitative research method is also known as surveys and answers the “what questions.” Additionally, it focuses on the use of statistical methods from publicized books in the fields such as statistics, quantitative science and econometrics (Goertz & Mahoney, 2012). The objectives of a quantitative research method include several things. The first thing is to quantify data from any provided sample to be compared with the population of interest.
The quantitative data gives different views and opinions of the chosen sample prior to data collection of the targeted population (Martin & Bridgmon, 2012). Since the information obtained from the quantitative research method is secondary data, answers will be measured in strengths. Numbers in percentage or scales out of ten will be used. In the scenario of feelings, answers will be categorized in the form of ‘strongly disagree’ ‘disagree’ ‘agree’ ‘strongly agree’ and so on. The feelings will depend on the personal experiences at the workplace. Questions will also be directed to the participants on their levels of motivation in the construction company. The results of the questions will then determine the level of motivation even though no numerical figures will be given to show exactly how high or low motivation levels are.
Case studies are essential to the research since they will outline similar past experiences and the means used to solve them (Yin, 2009). Media especially electronic and print media will be crucial in the provision of quantitative information. In cases where such surveys have been carried out, the findings and the modes of data collection and research will be borrowed from electronic and print media. Additionally, the examples will form the skeleton and shed light of what is expected to be carried out to effectively acquire the information needed.
Quantitative methods will include a close look in the payment plans, any other existing documented information such as the number of workers in the company and the workers’ contract records. Depending on availability, the audio data will assist in getting to know the relationship that has been present between the workers and employees (Martyn, 2010). Data from previous researches will be used to develop prospective data and to project what might happen in the future (Wetcher-Hendricks, 2814). Quantitative data in terms of video recordings will be used if they will be available. Internet sources such as Google search will be used to find information about similar motivational cases elsewhere in the world. Documentaries will also be used, ranging from the past to-date.
The cost-benefit analysis will be carried out as part of the quantitative research method. The analysis will be carried out in the companies that plan to open soon or are the in the early stages of their existence (Singh, 2007). The cost and benefit analysis will help in projecting what the costs for the company will be and the benefits involved in the company. Once the cost-benefit analysis is complete, the information will provide more information, regarding remuneration and management of funds in the company. The outcome of the analysis will provide information whether employees are well paid and the benefits they get to boost their motivation.
Statistical tests will be administered. Tests such as T-tests, Q-tests will be administered to test the hypothesis. The statistical test that will be used for samples with number less than thirty will be a t – test. For those numbers of workers or employees more than thirty, Z test will be used. Collaborations between the researching team and the ministry of labour will be established. Such collaborations will help in understanding the case being investigated clearly (Bryman & Cramer, 2011). The collaborations will assist not only the research but also encourage the government to take part in collecting data on the workers, working conditions, the remuneration plans, and the benefits for the workers. Research in the participants will be considered research activity. There should be free will to participate in the research. To cover more ground, research assistants will be involved in the process of data collection (Gorard, 2003).
Sampling will be administered randomly since it might be difficult developing a concrete and non-biased method of sampling in the construction sites and companies. Stratified sampling will be administered where numerous numbers of participants will be encountered (Marsden & Wright, 2010). The neighbors of the construction companies will be considered to provide information using the stratified method of sampling. Among the people who will benefit from the research include the collaborators in the research the collaborators in this case include the government and nongovernmental officials who will take part in the research.
The next groups of people who will benefit are the construction owners and employers. The construction companies’ owners will be updated on the current events that revolve around their businesses. The employees are the people who will benefit optimally from the research. They will learn new things they might have never heard before. In one on one interviews, one’s fears and concerns are brought out and discussed, therefore, learning from the participants even more than from the books and records (Rubin & Babbie, 2009)..
Data that will be recorded from the research will be analyzed then validation of the data to make conclusions from the findings (Schreier, 2012). Content analysis will be carried out in order to categorize data in terms of verbal or non-verbal, behavior, purpose of classification, summary and finally tabulation. The content analysis will be carried out at two levels, the basic level and the latent level. The basic level will have a description of the data generally without any theories or comments to “why” or “how.” The latent level will interpret the analysis in depth to understand the research clearly (Krippendorff, 2012). The content analysis will involve coding and data classification. The classification will help the research to make sense of the data collected throughout the process.
In the process of content analysis, preparing of data will be required. Microsoft Excel and SPSS are used to format the data collected. After entering data, crosschecking will be done to get rid of the mistakes and human errors that may be there. After data preparation, descriptive statistics will be used to determine the general findings of the research (Neuendorf, 2012). Descriptive statistics will help the research in pointing out data findings from sampled interviews and focus groups. A Correlation analysis will also be conducted where two variables will be described in terms of their relationship. The relationship between the motivations of construction workers will form one part of the variables, whereas the work output will reflect on the other variable.
Data collected will be used to make inferences about the hypothesis given and the data collected. Conclusions at this point will be made in relation to the target population. The findings of the research are noted and statistical significance drawn from the findings. Errors in results will be worked on to maximize the workability of the hypothesis given.
Once data are collected, analysis is conducted and a conclusion is made, the study hypothesis will be justified or nullified (Langdridge & Hagger-Johnson, 2009). Ethical issues in the research projected will be presented to ensure there are no ethical issues within the conduct of the research. Experiments using human beings will be carried out in a way that does not endanger their lives and living conditions. Fabrication of data will be discouraged at all times to avoid academic misconducts and scandals (Rothstein, Sutton, & Borenstein, 2006). The interests of the workers and employees will be kept as private as possible. High levels of privacy and confidentiality will be encouraged to avoid ethical issues arising thereof.
The researchers will be held accountable to workers, employees and generally to the public. Social and moral values will be upheld in order to promote a healthy relationship with the participants in data collection and all aspects in the research activity. Integrity will be upheld as part of ethics.
Biases are blind spots to research. In research, bias will be minimized as much as possible. For research not to be affected by bias, race, gender, sex, religion will not be considered while involving participants in the research activities (Schmidt & Hunter, 2014).  The topics will be neutral and sensitive of the cases that lead to bias. Open-ended questions will be asked in interviews and focus groups so that the participants have a chance to answer the questions and add anything that might not be focused on by the question. To avoid population definition bias, reports stating the current conditions of the population will be used. Such information will be helpful rather than using general descriptions such as rich, old, many etc. (Stake, 2010).

                                    
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