IMPACT OF WORKFORCE MANAGEMENT PRACTICES ON PROJECT DELIVERY TIMES IN MEGA CONSTRUCTION PROJECTS

  • Unique Paper ID: 209875
  • Volume: 13
  • Issue: 5
  • PageNo: 3606-3610
  • Abstract:
  • Mega construction projects such as metro systems, highways, airports, industrial facilities and large commercial developments require coordinated deployment of a large and diverse workforce. This study evaluates the influence of workforce management practices on labour productivity and project delivery time using field observations, work sampling, activity-wise productivity measurement and a questionnaire survey. Data were collected from three active RCC construction sites—Sinhgad Guardian, Paranjape Broadway Wakad and Pristine Equilife—with beam, column and slab activities examined in detail. Productive and non-productive time were recorded at regular intervals, while survey responses were analysed using SPSS. The observed productive work percentages were 78.86%, 79.46% and 78.80% for the three sites, respectively, indicating a common productivity gap against the expected 88–89% benchmark. Column work required the highest median execution time at all sites, while beam work showed the greatest variation between locations. The questionnaire scale showed good internal consistency with Cronbach’s alpha of 0.858 for 21 items. Regression analysis of psychological factors was statistically significant (F = 3.390, p = 0.021), although the model explained 9.6% of the variation in labour productivity. Motivation (p = 0.013) and job satisfaction (p = 0.031) were significant factors. The study concludes that workforce planning, supervision, activity sequencing, resource readiness, safety, motivation and productivity monitoring should be integrated to reduce non-productive time and improve project delivery performance.

Copyright & License

Copyright © 2026 Authors retain the copyright of this article. This article is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

BibTeX

@article{209875,
        author = {Nivedita Suresh Zure and Dr. R P Singh Kushwah},
        title = {IMPACT OF WORKFORCE MANAGEMENT PRACTICES ON PROJECT DELIVERY TIMES IN MEGA CONSTRUCTION PROJECTS},
        journal = {International Journal of Innovative Research in Technology},
        year = {2026},
        volume = {13},
        number = {5},
        pages = {3606-3610},
        issn = {2349-6002},
        url = {https://ijirt.org/article?manuscript=209875},
        abstract = {Mega construction projects such as metro systems, highways, airports, industrial facilities and large commercial developments require coordinated deployment of a large and diverse workforce. This study evaluates the influence of workforce management practices on labour productivity and project delivery time using field observations, work sampling, activity-wise productivity measurement and a questionnaire survey. Data were collected from three active RCC construction sites—Sinhgad Guardian, Paranjape Broadway Wakad and Pristine Equilife—with beam, column and slab activities examined in detail. Productive and non-productive time were recorded at regular intervals, while survey responses were analysed using SPSS. The observed productive work percentages were 78.86%, 79.46% and 78.80% for the three sites, respectively, indicating a common productivity gap against the expected 88–89% benchmark. Column work required the highest median execution time at all sites, while beam work showed the greatest variation between locations. The questionnaire scale showed good internal consistency with Cronbach’s alpha of 0.858 for 21 items. Regression analysis of psychological factors was statistically significant (F = 3.390, p = 0.021), although the model explained 9.6% of the variation in labour productivity. Motivation (p = 0.013) and job satisfaction (p = 0.031) were significant factors. The study concludes that workforce planning, supervision, activity sequencing, resource readiness, safety, motivation and productivity monitoring should be integrated to reduce non-productive time and improve project delivery performance.},
        keywords = {Workforce management, Labour productivity, Mega construction projects, Project delivery time, Work sampling, Construction scheduling, SPSS, Workforce optimization},
        month = {October},
        }

Cite This Article

Zure, N. S., & Kushwah, D. R. P. S. (2026). IMPACT OF WORKFORCE MANAGEMENT PRACTICES ON PROJECT DELIVERY TIMES IN MEGA CONSTRUCTION PROJECTS. International Journal of Innovative Research in Technology (IJIRT), 13(5), 3606–3610.

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