Effect of Top Management Support on Resource Planning and Leveling (RP&L) Among Contractors in the Kenyan Construction Industry
Shadrack Mutungi Simon
Shadrack Mutungi Simon, Department of Construction Management, Jomo Kenyatta University of Agriculture and Technology (JKUAT), Juja, Kenya.
Manuscript received on 13 June 2017 | Revised Manuscript received on 20 June 2017 | Manuscript Published on 30 June 2017 | PP: 183-187 | Volume-6 Issue-5, June 2017 | Retrieval Number: E5044066517/17©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Construction as a sector of economy is defined by the economic activity of building and civil engineering works (Bon & Crosthwaite, 2000b). Many authors agree that the construction industry is crucial for the growth of developing economies (Ndaiga, 2014; Giang & Pheng, 2010; Muiruri & Mulinge, 2014; Wachira, 1999; and Cytonn, 2016 among others). This criticality of the construction industry calls for efficient execution of construction projects which are the backbone of the industry. Resource Planning and Leveling has been attributed to improved project performance in terms of cost, time and even quality (Newell, 2002; Mendoza, 1995 and Dubey, 2015). For any project to be successful there should be support from top management. According to Schultz, Slevin, & Pinto, (1987), management support during project implementation is a major determinant to the success or failure of the project. Project management could be regarded as one of the means in which the top management implements its goals and objectives for the firm. This study sought to establish the effect of Top Management Support on Resource Planning and Leveling (RP&L) among Contractors in the Kenyan Construction Industry. Results indicated weak negative (-0.038) statistically insignificant (0.736) relationship between top management Support versus age of firm; a weak positive (0.275) statistically significant (0.048) relationship between extent of top management support and extent of carrying out Equipment Resource Planning (ERP); a very weak positive (0.079) statistically insignificant (0.494) relationship between extent of top management support and extent of carrying out Labour Resource Planning (LRP); a very weak positive (0.162) statistically insignificant (0.156) relationship between extent of top management support and extent of carrying out Material Resource Planning (MRP); a weak positive (0.257) statistically significant (0.022) relationship between extent of top management support and extent of carrying out Equipment Resource Leveling (ERL); a weak positive (0.230) statistically significant (0.041) relationship between extent of top management support and extent of carrying out Labour Resource Leveling (LRL); and a weak positive (0.245) statistically significant (0.029) relationship between extent of top management support and extent of carrying out Material Resource Leveling (MRL).The author recommended that there should be more support by top management with regard to Resource Planning and Leveling since the two variables were found to be directly proportional.
Keywords: Construction Industry, Resource Planning, Resource Leveling, Top Management Support.
Scope of the Article: Construction Engineering