ADDIS ABABA UNIVERSITY

College of Business and Economics

Department of Management
Masters of Executive Business Administration
(EMBA)Program

Assessment on Factors Affecting Productivity of

Employees in the Construction Industry, The Case of
Building Projects in Addis Ababa; Executive’s Perspective

Project Submitted in Partial Fulfillment of the Requirements for the

Executive Masters of Business Administration (EMBA) degree

Administration (MBA) degree

By: Mesganaw Ayalew

Advisor: Dr.Mohammed Seid

Jun, 2016
Addis Ababa
 Assessment on factors affecting productivity of
employees in the construction industry, the case
of building projects in Addis Ababa; Executive’s
Perspective
Mesganaw Ayalew has done the study on the topic of:

“Assessment on Factors affecting productivity of employees

in the construction industry, the case of building projects
in Addis Ababa; Executive‟s Perspective”

Advisor: Mohammed Seid (PhD)

Signature___________________________________

_____________________ _____________ __________________

Advisor Signature Date

_________________ _______________ _________________

 DECLARATION/CONFIRMITION

I, Mesganaw Ayalew hereby declare that this research project is my original

work and has not been presented for award of degree in any other university
and that all sources of materials used for the project have been appropriately
acknowledged.

Mesganaw Ayalew

Signature_____________________

Date_____________________
 ADDIS ABABA UNIVERSITY
SCHOOL OF GRADUATE STUDIES
College of Business and Economics
Department of Management
Executive Masters of Business Administration (EMBA) Program

Assessment on Factors affecting productivity of

employees in the construction industry, the case of
building projects in Addis Ababa; Executive’s Perspective

By: Mesganaw Ayalew

Under the supervision of: Mohammed Seid (PhD)

Approval by Board of Examiners

_____________________ _____________ __________________

External Examiner Signature Date

_________________ _______________ _________________

Internal Examiner Signature Date

_________________ _______________ _________________

Chair of Department Signature Date
 ACKNOWLEDGEMENTS

On the remembrance of uncountable blessings, it‟s with high sense of gratitude

offer my sincere thanks to the Almighty God.
My heartfelt thanks go to my supervisor Dr. Mohammed Seid who guided me
thoroughly in this research as he was helpful in his constructive criticisms and
useful comments from the inception of the work to its completion.
My Friend, Sisay Abebe, please accept my heartfelt thanks and a very special
gratitude for your professional guidance and kindness throughout the study.

I am indebted to many of my colleagues who supported me in distributing and

collecting research questionnaires. It is also my pleasure to thank those who
made this research project possible by responding to questionnaires.
Last but not the least; no words to express my special thanks and heartfelt love
to my dearest wife Asratie Abebe whose unconditional love and silent prayers
encouraged me throughout the course of my study.

I dedicate this work to My lovely daughter, Maya Mesganaw ,MAMA

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 Abstract
This study aimed to examine factors affecting productivity of employees in the
construction industry from the point of views of construction company’s
executives. Factors such as proper management and supervision, innovation,
supply chain management of construction inputs, demotivating factors,
motivational schemes, competence skill of employees and similar factors
contribute to the efficiency and productivity of the construction sector are
evaluated.

The construction industry in Ethiopia, worth billions of dollars every year and of
that enormous sum, significant portion of it is lost as wastage that reduces much
the effectiveness and productivity of the sector. The wastage is a combination of
many factors out of which problem related to human resources constitute the
major share that needs to be addressed in managing construction projects.

The sample size for the study is 288 comprising of executives leading and
administering Grade 1,2 and 3 construction company’s involving in building
constructions in Addis Ababa. The sample population was distributed between
contracting companies: 146 executives’ of grade 1 contractors, 60 executives of
grade 2 contractors and 82 executives of grade 3 contractors companies. In the
study, quantitative research methods were used. Primary data was obtained
using questionnaires and literature sources ware also collected from books,
journals, past research works, official documents and the internet. Purposive and
random sampling ware used to select proportional number of samples from the
study area. Data were analyzed using percentages, and correlation.
The study has also focused on examining the extent of awareness of construction
company’s executives about factors affecting productivity. The results obtained
from the study indicated that majority of the respondent executives do not give
much attention to factors hindering productivity of employees.
Some of the major factors that are given little or no attention includes:
compliant management systems, orientation at entry when employees join the
company, implementation of effective construction waste management, timely
monitoring and evaluation, capacity building schemes, and transparent
communication, are some of the major factors neglected in construction
companies employees management systems.
This paper suggests that there should be continuous effort to identify and
raise awareness of construction company executives, core staffs, other
employees and actors in the sector to improve the factors affecting productivity of
employees in the construction sector with special emphasis to building projects.

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Table of Contents
Acknowledgement
Abstract
Acronyms
List of Tables
Chapter One.................................................................................... 1
1.1. General Introduction ....................................................................... 1
1.2. Statement of the problem.............................................................. 4
1.3. Research Questions of the study ................................................... 5
1.4. Objective of the study ................................................................... 5
1.4.1. General objective of the study .................................................. 5
1.4.2. Specific Objectives of the study ............................................... 5
1.5. Scope of the research .................................................................... 6
1.6. Limitation of the study.................................................................. 6
1.7. Significance of the study ............................................................... 7
1.8. Organization of the research............................................................ 7
Chapter Two ................................................................................... 8
2. Theoretical Review of Literature ........................................................ 8
2.1. Introduction ................................................................................ 8
Employees Management ........................................................................ 8
2.2. Employeesand competence ........................................................... 8
2.3. Employees Management and supervision in construction projects...9
2.3.1. value adding activity ..................................................................... 9
2.4. Productivity ................................................................................ 1
2.4.1. Historical Development of Productivity ..................................... 11
2.5. Productivity improvement Factors and Techniques ....................... 11
2.5.1. Productivity improvement Techniques ..................................... 11
2.5.2 Productivity improvement Factors (Competence) ....................... 14
2.5.3 Motivation ................................................................................ 16
2.6. Construction in Ethiopia .............................................................. 17
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2.7. Conceptual framework .................................................................. 18
Chapter Three................................................................................. 19
3. Research approach, Methodology and Design ................................... 19
3.1. Research Approach ....................................................................... 19
3.2. Research Methodology .................................................................. 19
3.3. Research design........................................................................... 19
3.3.1. Study Sites ............................................................................. 20
3.3.2. Target population ..................................................................... 22
3.4. Sample Size Determination ........................................................... 23
3.5. Sampling method and sample size ................................................ 24
3.6. Unit of analysis............................................................................. 25
3.7. Data collection method ................................................................. 25
3.8. ANALYSIS OF FINDINGS .............................................................. 26
3.9. Rating Scale ................................................................................. 27
Chapter 4 ....................................................................................... 28
Findings, Data analysis and interpretation ............................................. 28
4.1 Demographic Characteristics............................................................ 29
4.1.1 Level of the company, gender and main business ................... 29
4.4. Level of education ........................................................................... 30
4.5. Years of Experience ......................................................................... 31
4.7. Productivity level of organizations.................................................... 32
4.8. Do you change your job in 12 months ............................................. 32
4.9. Timely pay and other motivations .................................................... 33
4.10. Safety and Security ....................................................................... 33
4.11. Motivate workers, giving bonus when doing major construction
Works .................................................................................................... 34
4.12. Demotivation factors .................................................................... 35
4.13. Timely Monitoring &Evaluation plan.............................................. 36
4.14. Waste reduction and management of construction materials ......... 37
4.15. Encouraging people with exceptional technical skill ...................... 38
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4.2 Mean rank and importance index of major groups of factors ............. 39
4.2.1. Mean rank and importance index of Motivational Factors ............. 39
Table 4.2.2 Mean Rank of Supervision and management related factors . 40
Table 4.2.3 Mean Rank of Demotivating Factors ..................................... 41
Table 4.2.4 Mean rank of innovation and creativity related factors.......... 42
Table 4.2.5 Mean rank of competence related factors.......................... 42
Table 4.2.6 Mean rank of supply and maintenance related factors ........ 43
Table 4.2.7. Over all Mean Rank of Factors affecting Productivity of employees
.............................................................................................................. 44
CHAPTER FIVE ................................................................................ 45
Conclusion and Recommendation ......................................................... 45
5.1 Conclusion ....................................................................................... 45
5.2. Recommendations ........................................................................... 47
5.3 Future Research ........................................................................... 48
REFERENCES
Annex

3
 List of tables

Table 1 Construction cost limits for grades of BC, RC and GC

Table 2 Scales that represent chances of occurrence

Table 2.1 Rating scale

Table 2.2 Response rate

Table 2.3 Company level

Table 2.4 Main business

Table 2.5 Gender

Table 2.6 Level of Education

Table 2.7 Experience

Table 2.8 Productivity

Table 2.9 Change in 12 months

Table 2.10 Timely payment

Table 2.11 Bonus

Table 2.12 Communication

Table 2.13 Safety and security

Table 2.14 Equal and fair treatment

Table 2.15 Incentives

Table 2.16 Demotivation factors

Table 2.17 Destination of company in five years

Table 2.18 Timely monitoring and Evaluation

Table 2.19 Effective construction waste management

Table 2.20 Encouraging experience

Table 2.2.1Mean rank and priority index of motivation factors

Table 2.2.2 Mean rank and priority index supervision and management factors

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Table 2.2.3Mean rank and priority index of innovation and creativity

Table 2.2.4Mean rank and priority index of demotivating factors

Table 2.2.5Mean rank and priority index of competence related factors

Table 2.2.6Mean rank and priority index of supply and maintenance

Table 2.2.7Over all mean rank and priority index table

Table 2.2.8Correlation analysis between motivational factors

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List of Acronyms

BC Building contractor

CAE Consultancy Architects and Engineers

GC General Contractor

HC Human Capital

HRM Human resource management

MUDCO Ministry of Urban Development housing and construction

M&E Monitoring and Evaluation

ORG Organization

RC Road contractor

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Chapter One
1.1. General Introduction

Now a day‟s construction industries are booming in Ethiopia due to

implementing major infrastructure projects together with many public
buildings, commercial buildings, housing development programs etc. As
moavenzdadeh1996 states, construction contributes to the basic objectives of
development including output generation, employment creation and income
generation and re distribution. Construction industry in Ethiopia, is a vital
element of the economy and has a significant effect on the efficiency and
productivity of other industry sectors. The sector also creates huge employment
opportunities there by sustaining a very large portion of the entire work force
(Alemayehu 20012).Labor costs are major components on any construction
project with value ranging from 30-50% of the total construction costs
depending on the type of construction (Narimah, 2013).

In spite of the economic contribution and huge employment opportunities of

the construction industry, survey of related literatures and analysis made by
researchers in the field indicates that the Ethiopian construction labor
productivity is rated as low to medium (Fekadu, 2003).

A large number of young professional, skilled and semiskilled labor force is

introduced to the sector every year. However, in spite of remarkable efforts of
training in large numbers in different higher educations, vocational and
technical institutions, the labor force in the construction sector is given little
thought to follow up supervision and motivation, which may ultimately lead to
the failure of quality output and productivity. Motivation of employees is low
which has ultimately a negative impact on the performance of individual
workers, enterprises and the construction system as a whole. Stakeholder may

1
also exert influence over the project, its deliverables, and the project team in
order to achieve asset of outcomes that satisfy strategic business objectives or
other needs (PMBOK Gide,2013).

In construction projects in general and in the Ethiopian context in particular,

the major stack holders are; the employer, the engineer acting as the
employer‟s representative maintains efficient progress on project and in change
of contract administration. The contractor, Provides service, skills, and
knowledge towards achieving construction project.

One cannot think of widespread investment in manufacturing, agriculture, or

service sectors unless the construction results of infrastructure facilities are in
place. In some of the developing countries, the growth rate of construction
activity out strips that of population and GDP (chitkara,2004). Construction in
Ethiopia, accounts the major /significant portion of the economy. An inefficient
and ineffective construction industry will, therefore, adversely affect all other
sectors of the economy.

Construction projects have specific objectives such as deliverables of physical

facilities and constraints like planned budget, quality output and required time
which must be achieved for economical and successful completion has long
been applied in the construction industry and results have been
achieved(PMBOK Guide,2013). The achievement reflects the considerable
ability of managing and controlling of employees. A project is considered to be
success full, if it is completed on time, on budget, as per the specified quality.

The proper handling of employee swill lead to successful construction projects.

Because, even if projects have been planned organized and controlled perfectly,
it could still fail unless the employees aspect is well handled (RitZ, 1984).
According to Harrison (2004), the four critical elements that determine the
success or faller of a project are; the structures of the project organization, the
methodology used for planning and control, the effectiveness of integration and
2
management of human relation problems and conflict resolution mechanisms.
Resources of finance, equipment and machinery) in the construction industry
are transformed in to productive use by the employees.

The global construction industry, worth trillions of dollars every year and of
that enormous sum, 40% is lost as wastage. The wastage is a combination of
many factors out of which people problem constitute the major share
(O‟sullivian.2003). This implies, the contribution of employees has a major role
and indispensible share that needs to be addressed in managing construction
projects. As management is about obtaining results through people, the sector
needs implementing modern human resource management that incorporates;
acquiring, training, motivation, effective leadership, integration of the
employees with the organization‟s strategic plane, reducing wastage, avoiding
risks, practicing safety mechanisms and other facilitations to ultimately
improve productivity.

The high number of work divisions and items in building projects is

accompanied by collection and interpretation of massive volume of information
regarding employees, lack of efficient utilization of skilled, semi-skilled and
unskilled labor forces which results in excessive spending, delayed completion,
wastage, unsafe construction practices of human resources, which results in
low productivity. This in turn demands the employment of efficient and
effective employees management system. Similar to the case with other
developing countries, the Ethiopian construction industry shares many of the
problems and challenges the industry is facing in other developing countries,
perhaps with greater severity (EEA, 2008).

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 1.2. Statement of the problem
Despite the booming trend of the construction industry in Ethiopian in
recent years:

- The construction industry is full of projects that are completed with

significant time and cost overruns (Amha et al.,2010).

- Survey of related literatures made by researchers in the field indicates

productivity of labor is rated from low to medium (Fekadu, 2003).

Given the critical role the construction industry plays in Ethiopia, and the
poor level of performance of the industry, improving the productivity of the
industry ought to be a priority action. Among the problems, improving
Productivity of employees in the construction sector particularly in building
projects is the important factor which increases the performance of overall
organization.

The sector needs implementing productivity improvement factors ,techniques

and modern human resource management that incorporates; acquiring
industrial engineering techniques, the human behavioral approach and
integration of employees with the organization‟s strategic plane and other
facilitations.

Hence, as the problem of Productive human resource has a significant impact

on the success of construction projects, and ultimately the national economy.
The problem needs deeper investigation to identify the problem areas and
propose solutions. The researcher has tried to assess the factors affecting
productivity of employees and how each factor is viewed, rated and prioritized
by construction firm‟s executives.

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 1.3. Research Questions of the study

The researcher investigated and tried to find more of empirical answers to the
following issues that are related to the main subject matter under study.

1. What are the major factors that can improve productivity of employees
working on building projects in Addis Ababa?
2.What is the status of employee‟s productivity in building construction

Projects in Addis Ababa?

3 How do construction firm‟s executives rate the factors that affect

productivity of employees in building construction projects in Addis
Ababa?

1.4 Objective of the study

1.4.1General objective of the study

The main objective of the study is to assess the factors affecting productivity of
employee sin building construction projects in Addis Ababa from construction
company executive‟s perspective.

1.4.2 Specific Objectives of the study

Based on the above main objective of this study and the problem statement,
the study will have the following specific objectives:

1.To make assessment son the major factors that can improve productivity of
employees working on building projects in Addis Ababa.
2. To evaluate the status of employee‟s productivity in building construction
Projects in Addis Ababa?

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 3. To identify the priorities of construction firm‟s executives among the factors
that affect productivity of employees in building construction projects in
Addis Ababa

1.5 Scope of the research

The scope of the research is limited to evaluating the views of construction

firm‟s executives about factors affecting productivity of employee sin building
construction projects in Ethiopia with special emphasis to building
construction projects in Addis Ababa. The need for limiting the research arises
mainly due to the following major reasons:

- The first reason, to limit the scope and focus on evaluating only executives
views about factors affecting employees productivity on building projects is, the
motive that executives are the one who knows most about the rate of
productivity of employee‟s in the sector.

- The work experience of the researcher on building projects is the other reason.

- The third reason is associated with the number of activities, work divisions and
human intensive involvements in building projects, which is much higher than
those in road or other projects.

1.6 Limitation of the study

The subject of productivity of human resource in general, the case of employee

sin particular, in the Ethiopian construction industry has not been adequately
researched; hence, It may take time to collect all the data necessary about all
stakeholders for the research. Moreover, defining and measurement of
variables may not be perfectly representing the conceptual and theoretical
basis if all concerning parties are included in this study, as a result, this
research is limited to evaluating productivity of employees from the perspective
of executives.

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 1.7 Significance of the study

The prospective beneficiaries of this study will be:

1. Construction parties (clients, consultants and contractors) and general

public.

2. Educational institutions, which use the information for academic purposes.

3. Private/governmental organizations or construction firms

4. Academic and research institutions conducting future studies in

construction labor productivity and related topics.

1.8. Organization of the research

This research project contains the following chapters;

Chapter one is an introductory part containing discussions on background,

research problems, objective of the research, significance of the research, scope
and limitation of the research and organization of the research.

Chapter two presents literature review with general descriptions by different

researchers on construction, human resource and productivity.

Chapter three will be about research design and methodology

Chapter Four will present data analysis and interpretation. And the last
chapter will present conclusion and recommendations.

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 Chapter Two

2 Theoretical Review of Literature

4.1 Introduction

This chapter presents the findings from different reviewed literatures on the
subjects of construction, productivity improvement factors and techniques of
employees and evaluation of productivity from the point of views of company‟s
executives. The project management system of any project depends on the type
and methods of construction, the stage of construction, the type of contract
and delivery system and project type and complexity etc. Similarly the
productivity of employees also depends on factors similar to the project
management system. Hence, this part of the literature review will try to
highlight the issues in relation to productivity of human resource with the
main focus being on productivity of employees in building construction projects
and the views of executives about it.

4.2 Employees Management

a. Employees and competence

As defined by Nalbantianet al (2004),employees is the stock of accumulated

knowledge, skills, experience, creativity and other relevant workforce attributes
and employees management involves putting into place the metrics to measure
the value of these attributes and using that knowledge to effectively manage
the organization. Moreover, employees management is concerned with
obtaining, analyzing and reporting on data that inform the direction of value-
adding people management strategy. It provides the basis for evidence-based
human resource management (Michael Armstrong,2008). Employees
management involves the systematic analysis, measurement and evaluation of
how people policies and practices create value. An organization‟s success is the
8
product of its people‟s competence (the Accounting for People Task Force report
,2003). For improved productivity high-performance strategy should be in
place. As defined by (Appelbaumet al 2000), high-performance work systems
are composed of practices that can facilitate employee involvement, skill
enhancement and motivation. People management basics formed the
foundation of high-performance working (Armitage and Keeble-Allen,2007). A
high-performance work system is described by (Becker and Huselid 1998) as
an „internally consistent and coherent HRM system that is focused on solving
operational problems and implementing the firm‟s competitive strategy‟. They
suggest that such a system „is the key to the acquisition, motivation and
development of the underlying intellectual assets that can be a source of
sustained competitive advantage.

4.3 Employees Management and supervision issues in

construction projects

4.3.1 value adding activity

The duration of construction tasks consists of process (and reprocess or

rework) time, inspection time, move time, and wait time. Only process time
is considered value-adding activity. The value adding activity is defined as
the activity that converts material and/or information towards that which is
required by the customer; non value adding activity (also called waste) as
the activity that takes time, resources or space but does not add value.
However, all value adding time belongs to process time, not all process time
is value adding. Processes are also subject to wastes resulting from
overproduction, wrong construction method, defects, and poor optimization
in performance tasks (Al-Moghany, 2006)

The result of improper handling and managing of the human aspect on site
during construction process will influence the productivity, total project cost,

9
time and quality. Leading management thinkers suggest that “it is not
technology, but the art of human- and humane-management” that is the
continuing challenge for executives in the 21st century (Drucker, Dyson,
Handy, Saffo, & Senge, 1997). Similarly, (Smith and Kelly 1997) believe that
“future economic and strategic advantage will rest with the organizations that
can most effectively attract, develop and retain a diverse group of the best and
the brightest human talent in the market place”.

4.4 Productivity

Productivity is the efficient use of resources in the production of goods and

services. Resources are labor, capital, materials, energy and information. High
productivity means accomplishing more with the same amount of resources or
achieving higher output in terms of volume and quality for the same input
(Prokopenko,1987). The role of productivity in increasing national welfare is
now universally recognized. In every country the main source of economic
growth is an increase in productivity. It is only through increase in productivity
that the standard of living improves (Heizer J and Render B.1999). Productivity
also determines how competitive a countries product is internationally. At the
enterprise level productivity ascertain high performance. In a fast changing
world where competition and interdependence between economies and markets
of countries worldwide is increasing, productivity is the only way to remain
competitive (Lawor,2010) for a company to grow and remain healthy, there
must be growth in productivity. Therefore productivity has to be measured and
managed.

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 4.5 Historical Development of Productivity

Productivity has been a major concern for long. Since (Adam Smith‟s work on
division of labor 1776), people have sought for methods to improve productivity
by organizing human efforts, such that their outputs will be maximal (Brief
A.1984).Frederick (Taylor,1911) worked on improvement of work methods to
help improve productivity. His principles of scientific management
revolutionized manufacturing. His contribution was the belief that
management should assume more responsibility for: Matching employees to
the right job, providing the proper training, providing proper work methods and
tools, establishing legitimate incentive for work to be accomplished. A scientific
approach to the analysis of daily work and the tools of industry frequently
increased productivity by 400% (Heizer J and Render B.1999)

(Lilian and Frank Gilberth,1992) carried out motion study and sought to cut
out unnecessary motion in an effort to increase labor productivity and make
work simpler for manual works.

4.6 Productivity improvement Factors and Techniques

/Innovation and creativity for Productivity/

4.6.1 Productivity improvement Techniques

The technical methods fall in to two groups (kopen2007).

- The technical approach-engineering techniques and economic analysis.

- The human approach-behavioral method

Industrial engineering techniques include method study and work

measurement to examine people‟s work and to indicate the factors which affect
efficiency. This includes method study and work measurement

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Method study- is often called motion study, method analysis or method
engineering is the systematic recording and critical examination of existing and
proposed ways of doing works in order to develop and apply easier and more
effective methods and reduce costs. It is used to improve processes and
procedures, plant layout, design of plant and equipment, to reduce human
efforts, use of materials, machines, manpower and to develop better physical
and working environment. Method study is a complex technique that combines
several simple tools, mostly charts, diagrams and other recording techniques
such as analysis of films. Using films to analyze motions, general and specific
questions to analyze and indicate purpose, place, sequence, person and means.

Work measurements- Establishes the time a qualified worker needs to carry

out a specified job at a defined level of performance. Method study helps to
eliminate unnecessary movement, whereas, work measurement helps in
investigating, reducing, and subsequently eliminating inefficient time, during
which useful work is not being performed (prokoshonko 1987). Works can be
measured by different techniques: historical Experiences, time studies,
predetermined time standards and work samplings are the most common and
widely used work measurement techniques.

Work Simplification-This is a philosophy based on the realization that people

who actually do a job are often the best placed to improve it. It is often better to
train workers to think creatively about their jobs and then give them incentive
to make improvements (prokopenko,1987). Work simplification uses the
following six steps: select a job to improve, get all the facts, make a process
chart, challenge every detail, asking all possible questions, list possibilities and
improve necessary details, develop the preferred method, introduce it and
check results.

Pareto analysis- is named after an Italian economist, who noted the principle,
often called the 80/20 rule that 80 percent of the results come from 20 percent

12
of the efforts. It is a useful tool for productivity analysis since it concentrates
attention on the most important few issues or problems and helps to establish
priorities. The basic steps of Pareto analysis are:

1. list the items (products or processes) to be analyzed in ascending order of

use, cost or occurrence,

2. Determine total use, cost or occurrence

3. Express the individual use, etc., as a percentage of the total,

4. Produce accumulative column for step 3

5. Divide the cumulative percentage column in to three groups, say 70%,20%

and 10%. Pareto analysis is sometimes called „‟ABC” analysis. “A” being the
expensive 70%,”B” the moderate 20%,and “C” the Lowe-cost 10%.

6. Repeat steps 1-4 for the items studied, the previous steps have all related to
cost: we now need to relate the “ABC” aspect to the percentage of items
contained in each category.

7. Compare the cumulative percentage use/cost/ occurrence column with the

cumulative percentage item column.

Management through value analysis- Is an important technique for

productivity improvement through waste reduction. Every product can be
broken down in to its components and each component is analyzed in terms of
its value to the whole. The main criteria of value in such analysis are worth,
desirability, and utility (Prokopenko,1987). Value analysis aims at achieving
many small savings or improvement efficiency, which will collectively be
significant. Substantial cost reductions have been achieved in construction,
hospital administration, and banking and in public services. Value analysis is
an organized, creative approach for identifying and eliminating unnecessary
costs in a product or service.
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2.5.2 Productivity improvement Factors (Competence)

There are three main productivity factor groups (kopen2007): Job related,
resource related, and environmental related. These factors can be either
internal (controllable) or external (not controllable).

External factors include government policies, institutional mechanisms,

social political and economic conditions, the business climate, availability of
external finance, power, water, transport, communication and raw materials.
These factors should be understood and taken in to consideration by
management when planning and implementing productivity programs.

Internal factors are of two types:

Hard factor, which are not easily changed and includes product, plant
equipment, technology, materials and energy consumption.

Soft factors are those that are easily changed and include people,
organization, system, work methods, and management styles. People are
principal resources and the central factor in productivity improvement roles to
play. Each role has two aspects: application and effectiveness.

Effectiveness- is the extent to which the application of human effort brings the
desired result in output and quality. This is a function of method, technique,
personal skill, knowledge, attitude and aptitude.

The ability to do a productive job can be improved through:

- Training and development

- Job rotation and placement

- Systematic job progression (promotion)

- Career planning

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The following key approach, methods and techniques can be used to improve
labor productivity: Wages and salaries, training and education, social security
such as pensions and health plans, rewards, incentive planes, participation
and codetermination, contract negotiations, attitude to work, to supervision
and to change, motivation for higher productivity, co-operation, organization
development, improved communications, suggestion systems, career planning,
attendance turnover and job security.

Automation for productivity

An organization also needs to be dynamically operated and led towards

objectives and must be maintained, serviced and reorganized from time to time
to meet new objectives. One reason for the low productivity of many
organizations is their rigidity. They fail to anticipate and respond to market
changes, ignore new capacities in the labor force, new development in
technology and other external (environmental) factors. Rigid organizations lack
good horizontal communication. This slows down decision making and inhibits
delegation of authority close to the point of action resulting in inefficiency and
bureaucracy. No system, however well designed, is efficient in all situations.
Dynamism and flexibility should be incorporated in to the systems design in
order to maximize productivity.

Improved work methods, especially in developing economies where capital is

scares, technology is intermediate, and labor-intensive methods dominant,
constitute the most promising area of productivity improvements. Work method
techniques aim to make manual work more productive by improving: the way
in which the work is done, the human movements performed, the work place
laid out, the materials handled and machines employed.

Work methods are improved by: systematically analyzing present methods,

eliminating unnecessary work, and performing the necessary work more
effectively with less effort, time and cost.
15
Application - is the degree to which people apply themselves to their work.
People differ not only in their ability but also in their will to work. Motivation
decreases if it is either satisfied or blocked from satisfaction. In order to
stimulate and maintain motivation, the following factors should be
considered,(www.readingfantatic.org).

A set of values conducive to higher productivity should be developed in order

to bring about changes in the attitude of managers, employees and workers.
Standard of performance and motivation are the major factors of productivity.

2.5.3 Motivation- is basic to all human behavior and thus to efforts in

productivity improvement:

- Material incentives/money reward/,

- Improving recognition, involvement and learning opportunities,
- Eliciting co-operation and participation from workers in goal setting,
- Incur aging workers to apply their creative talents.
Motivation of employees in the construction sector can be influenced at an
individual level by various demographic and psychological factors that include
age, sex, origin and education level as well as health, knowledge and attitudes.

Workers motivation can also be affected at the interpersonal level by peer

pressure and the lack of recognition and appreciation by colleagues,
supervisors and the community at large. A meta-analysis of 20 papers
conducted by Willis-Shattuck et al. indicated that workers who received more
recognition had higher motivation than those who reported that they never
received recognition.

16
 4.7 Construction in Ethiopia

The construction industry is among the leading industries in producing

employment and contributes to the national development of the country
(Abraham A., 2007 and Kassim S, 2008). A large number of young professional,
skilled and semiskilled labor force graduates join the sector every year.
However, in spite of remarkable efforts of training in large numbers in different
higher educations ,vocational and technical institutions, the labor force in the
construction sector is given little thought to follow up supervision and
motivation, which may ultimately lead to the failure of quality output and
productivity. Low motivation of employees has a negative impact on the
performance of individual workers, enterprises and the construction system as
a whole.

The construction industry has feature that are not usually encountered in
other industries. Some of the unique features includes; its difficulty to use
mass production techniques due to the variability of the construction site not
custom oriented,(Hillson D2009 ), have specific project characteristics, and
circumstances can influence it, involvement of different stakeholder who may
have competing expectations that might create conflicts within the project.
(Copare1990), stated that, the number of business failures in the construction
industry is high and the high failure rate is not because contractors do not
know the techniques of construction but rather they have not developed their
management skills. Among such skills, management to improve productivity of
employees is one of the key elements.

17
 4.8 Conceptual framework

To address the research questions, and to disclose the relationship between

factors affecting employees variables and construction projects inefficiencies an
initial research model is build and the constructs are discussed briefly as
below in the figure.

Motivation

Innovation and
Productivity
creativity
of Supply

Employees
Competence

Supervision
Maintenance
And
Management

Research model

Source: Developed based on the literatures:

18
 Chapter Three
5 Research approach, Methodology and Design
5.1 Research Approach
Research is a process of collecting, analyzing and interpreting information to
provide solutions to questions or problems, (Kumar, 1999). In inductive
research, the goal of a researcher is to infer theoretical concepts and patterns
from observed data. In deductive research, the goal of the researcher is to test
concepts and patterns known from theory using new empirical data, (Anol
Bahattacherjee,2012). For the purpose of this study, research is defined as a
practical investigation to find out new facts or assemble old facts by scientific
ways for the purpose of developing existing theory or its application for real
problems. Accordingly, this research has explanatory approach.

Research Methodology

Based on the conceptual frame work /proposed research model, the

research is primarily based on quantitative approach to comply with its
objective.

5.2 Research design

This research is a practical problem developed from the observation of
Construction Company‟s executive‟s views about productivity problems of
employees practices in construction projects. The research questions are
oriented to investigate factors that cause inefficiencies of labor output in
construction projects. This research can be categorized as applied and
descriptive type. It is applied because the research is initiated from practical
problems and investigate factors affecting productivity of the labor force. It is
also descriptive because it tries to describe the actual rate of the problem based
on the factors.

19
 5.2.1 Study Sites
This study was carried out between November 2015 and May 2016 on building
construction projects in Addis Ababa. Since the construction practice in other
parts of Ethiopia is similar, special emphasis were made onprojects in Addis
Ababa to represent the cases in Ethiopia. All national construction firms whose
grades are from 1 up to 3,and renewed their license up to April 2016 are
included in the study.
5.2.2 Target population
Construction firms in Ethiopia must be registered and licensed by the Ministry
of Urban Development housing and construction (MUDCO) in order to
undertake any construction work in Ethiopia. The Ministry has placed the
basic human and equipment requirements to attain different licenses with
different grades and only when these conditions are fulfilled the qualified firms
/people or companies\ be allowed to participate in the industry. Construction
firms are classified based on trend of work as follows: General
Contractors,(GC), Building Contractors,(BC), and Road Contractors,(RC). Each
category is classified into ten grades according to size, expertise and financial
capability requirements set by (MUDCO). Accordingly there are 146Grade one,
60Grade two, 82 Grade three, Contractors renewed their license for the current
budget year at the federal level.

The population of the study comprises executive bodies of contractors who are
involving in the building construction process in Addis Ababa. Since the
construction practice in other parts of Ethiopia is similar, observations were
made in building construction projects in Addis Ababa to represent the cases
in Ethiopia. The executives are considered as one of the key players in the
industry and are the one who knows most about the industry. Questionnaire
were distributed for either managers, deputy managers or any one represented
as executive of the construction company, working on building construction
projects in Addis Ababa.
20
 Construction Cost (Birr)

Categories Grade BC RC GC

(GC,BC,RC) 1Above 210,000,000 Above 300,000,000 Above 350,000,000

(GC,BC,RC) 2 Up to 210,000,000 Up to 300,000,000 Up to 350,000,00

(GC,BC,RC) 3 Up to 160,000,000 Up to 225,000,000 Up to 270,000,000

(GC,BC,RC) 4 Up to 110,000,000 Up to 154,000,000 Up to 185,000,000

(GC,BC,RC) 5 Up to 54,000,000 Up to 76,000,000 Up to 100,000,000

(GC,BC,RC) 6 Up to 27,000,000 Up to 38,000,000 Up to 45,000,000

(GC,BC,RC) 7 Up to 11,000,000 Up to 15,000,000 Up to 18,000,000

(GC,BC,RC) 8 Up to 5,400,000 Up to 7,500,000 Up to 9,000,000

(GC,BC,RC) 9 Up to 3,000,000 Up to 4,200,000 Up to 5,000,000

(GC,BC,RC) 10 Up to 1,000,000 Up to 1, 500,000 Up to 1,800,000

Table: - 3.1 Construction cost limits for grades of BC, RC and GC [source
(MUDCO, 2015)

21
 5.3 Sample Size Determination
In order to evaluate and assess the current productivity level of employees in
construction on selected building projects in Addis Ababa, a wide range of
Construction parties were targeted.
In this research, the population includes executives of first, second and third
category Contractors. The firms included in this study are those that have valid
registration for the current budget year by MUDCO in Addis Ababa. The main
reason for purposively selecting only those categories of companies and their
executives are; most of them have more than hundreds of employees, their
sufficient experience in building construction compared to the remaining firms,
their relatively better managerial capability and having more than one hundred
million Birr contracting amount capacity.
Total number of 288 executives leading and administering Grade 1,2 and 3
contractor companies executive‟s involving in building constructions in Addis
Ababa are considered as study population.
The sample population was distributed between contracting companies based
on correction for finite sample equation. The following equation is used to
determine the sample size of each category contractor (Al-Moghany, 2006).

( )
………………………..Equation (1)
Where SS = Sample size
Z = Z value (e.g. 1.96 for 95% confidence level)
P = percentage picking a choice, expressed as a decimal (0.50 used for sample
size needed).
C = margin of error (9%)

( ) ( )

22
Correction for Finite Sample:-

------------------------------------ (Equation 2)
( )

Where: Total sampled construction executives = 288, pop= study population

=82 total sample size

( )

To ensure good representation of each stratum, the following was done:

Ss new Executives of Grade 1 contractors =(82*146)/288 =42
Ss new Executives of Grade 2 contractors =(82*60)/288 =17
Ss new Executives of Grade 3 contractors =(82*82)/288 =23

Based on the sampling method and criteria cited above, the researcher selected
eighty two (82) construction company‟s executives.

5.4 Sampling method and sample size

Purposive and random sampling techniques are used to select the respondent
executives‟ of the specified contractors‟ firms. According to (Walliman,2005),
purposive sampling is a useful sampling method which allows a researcher to
get information from a sample of the population that one thinks knows most
about the subject matter.Sampling for this study was conducted for executives
of contractor firms. The sampling for the study was selected at two levels.

First the researcher purposively selects contractors of Grade 1 to 3 firms

as a sample for the study. The main reason of considering the specified
grades of contractor firms is their work experiences in the sector, relatively
better organizational structure, large number of employees and their
financial capacity.

23
 Secondly, having selected the construction firms, the researcher randomly
selected eighty two (82) respondent executives representing the selected
companies based on the above sample size determination formula.

The selection process was established after explaining to managers and

company owners about: their rights to participate in the study, procedures,
benefits and purpose of the study to allow for questioners.

5.5 Unit of analysis

It is the 'what', ”why”, ”how” or 'who' that was studied. In this research, ordinal
scales were used. Ordinal scale is a ranking or a rating data that normally uses
integers in ascending or descending order. The numbers assigned to the
agreement or degree of influence (1, 2, 3, 4, 5) do not indicate that the interval
between scales are equal, nor do they indicate absolute quantities. They are
merely numerical labels. Based on Likert scale the researcher has the
following:

Table ; Scales that represent chances of occurrence

Chances of strongly Agree Neutral Disagree strongly

occurrence
agree disagree

Scale 5 4 3 2 1

5.6 Data collection method

The data are gathered in two ways :

1. Document review: Secondary data about building construction projects

such as books, journals and internet sources, archival document, are
reviewed to understand the background of productive management of
employee sin the construction sector. These secondary sources provided a
24
 general understanding of the subject area by presenting a wide range of
ideas in the field which helped to supplement other specific information
obtained from the primary data sources.

2. Questionnaire: Secondary data are used to prepare questionnaires in

relation to the topic under discussion. Closed ended questionnaires were
prepared and distributed for all selected respondents.

5.7 ANALYSIS OF FINDINGS

From literature review it has been discussed factors which affect productivity of
the labor force in construction sites. 61 factors, from the perspective of
executives that have impacts in productivity of employees in building
construction sites in Addis Ababa have been selected.

The draft questionnaires ware pre-tested with purposively selected: 15 resident

engineers and 15project manager level executives. The results obtained from
the pilot study(pre-test) indicated that some of the questioners could not
critically measure the research variables.

It also indicated the need for the addition of other questioners. Rearrangement
of questioners was also made after the pilot test. Based on this the final
questionnaire containing41 factors influencing productivity of employees from
the perspective of firm‟s executives were prepared and distributed.
Respondents were asked to fill the questionnaire and they have assured that
the information will be confidential and only for research purpose.

The results from the document review/desk study and questionnaire were
presented, interpreted and analyzed in detail by SPSS version 23 software. To
summarize the collected data both descriptive (tables and figures) and
inferential statistics are used.

25
 5.8 Rating Scale
Rating scale is one of the most common formats for questioning respondents
on their views or opinions of an event or attribute. In this regard, participants
were asked to indicate agreement or degree of influenceof factors (research
variables) by rating them on a five point scale, (1= strongly disagree,2 =
disagree, 3 = nutral,4 Agree and 5 = strongly agree). This statistical technique
is intended to establish the importance of the factors. Each of the factors
has been assigned an importance index or degree of influence index, to help
rank them according to their importance, as follows.
Importance index = (Σi=0 Wi x fxi) x100) ...................................... [4.1]
3n
Where Wi = weight given to Ith response; i = 1, 2, 3, 4,5
fxi = Responses frequency
n = total No of responses (67 responses)
For example the importance index of the first factor “payment is made on time”
is calculated as shown in Table below.

Payment in my organization is paid in a timely Frequency

manner Weight(Wi) (fxi) (Wi x fxi)
strongly Disagree 1 1 1
Disagree 2 3 26
Neutral
Agree 0 0 0
4 38 114
Strongly agree 5 15 75

Total
67 216

Note : importance index = 216 X 100 = 87.8%

(82 x 3)

The ranking format is used for analyzing question in which respondents were
asked to place a set of attitudes in ranking order, indicating their importance
priorities or preferences.

26
 Chapter 4

Findings, Data analysis and interpretation

This chapter reports on the findings from 82 respondents drew from grades 1
to 3 construction firm‟s executives working on building construction projects in
Addis Ababa. It is organised into six sections. It begins with respondent‟s
personal demography and general information in part one. Part two is about
motivation and demotivating factors, part three is about supply and
maintenance, part four is about supervision and management, part five is
about innovation and creativity, and the last, part six, is about competence.
The ultimate goal of measuring these factors is to explore respondent
executive‟s level of awareness and importance priorities about factors affecting
productivity of the labour force in building construction projects.

Table 4.0 Response Rate

Respondents Questionnaires Questionnaires Return Rate

distributed Returned

From Grade 1 42 34 81%

Contractors

From Grade 2 17 15 88%

Contractors

From Grade 3 23 18 78%

Contractors

Total 82 67 82%

A total of 82 questionnaires were distributed to the selected contractor‟s

executives working in the building construction industry in Addis Ababa. 70
responses were obtained, out of which 3 were rejected because of

27
incompleteness. The effective response rate was 66 or 82%. This was believed
to be acceptable for the research. The information obtained from the
respondents is summarized using frequency distribution by using SPSS 23.0

4.1 Demographic Characteristics

This section outlines the findings on the demographic characteristics of the
sample, which includes grade/company level of the respondent, main business,
gender, education level, and year of experience.

4.1.1 Level of the company, gender and main business

As shown in the following table the level of the company andmain business of
the respondent executives are leading is presented with respective frequency of
occurrence in the data and percentage are presented and discussed in brief.
Table 4.1. level of the company

Level of the company /Grade of your

firm/? Frequency Percent
Valid Grade 1 34 48.6
Grade 2 15 21.4
Grade 3 18 25.7
Total 67 95.7

As presented in the table above, the summary of figures from the respondent
executives indicates that 34 % of the respondents are executives of grade 1
construction companies, where as 21% of the respondent executives are
leading grade 2 construction firms and 25 percent of the respondent executives
are from grade 3 construction firms. This indicates that majority of the
respondent executives are from grade one construction companies.

28
Table 4.2 what is your gender

Please indicate your gender

Frequency Percent
Male 67 95.7
Female 0 0
Total 70 100.0

According to Table 4.2, among the randomly distributed questionnaires 67 or

more than 95% of respondent were male and there were no female respondent.
It is inferred that almost all of executives of grade 1-3 construction companies
are males. There is substantial over representation of males among executives
of the specified grade construction companies.
Table4. 3. Main business

The main business of your organization?

Frequency Percent
Construction 67 95.7
Design and Supervision 0 0

Main business in which respondents are working on is fully construction.

This indicates that all the respondent executives are from construction
companies of grade 1,2 and 3.

4.4. Level of education- The educational profile of the respondent executives

indicates that: respondent‟s having first degree and above are 48%, 28 % are
technical education and vocational training diploma graduate, 17 % are high
school completes, while the remaining 1.4% have completed only elementary
school. This indicates that majority of grade 1-3 construction company
executives are first degree and above followed by diploma level graduates but

29
 there are also high school and elementary school educated executives leading
construction companies.

Table 4.5. Level of education

level of education
Frequency Percent
degree and above 34 48.6
Diploma 20 28.6
High school 12 17.1
Primary school 1 1.4
Total 67 95.7

4.5.Years of Experience

Table 4.5 presents the summary of years of experiences of respondent

executives. The years of experiences classification shows that 37 (51%) of
company executives have more than 10 years of experiences and 25(35%) of
the respondents have worked at the level of executive between 6-10 years. Only
5 (7%) have experiences of less than 5 years. This indicates that leaders of
grade 1-3 construction companies are relatively experienced executives

Table 4.6. years of experience as executive

How many years have you been working as an

executive in the construction sector
Frequency Percent
0-5 years 5 7.1
6-10 years 25 35.7
More than 10 years 37 52.9
Total 67 95.7

30
 4.7 Productivity

Do you believe that your organization is more

productive? Frequency Percent
Yes 53 75.7
No 14 20.0
Total 67 95.7

Total 70 100.0

4.7. Productivity level of organizations

The research indicated that respondents predominantly (more than 75%),

believed that the company they are leading is productive, while the remaining
20% rated their company as not productive.

4.8. Do you change your job in 12 months

Do you have any intention to change your job

in the coming 12 months?
Frequency Percent
Yes 7 10.0
No 60 85.7
Total 67 95.7

Total 70 100.0

4.8. plan to change job in 12 months’ time-When respondents are asked

about their plan to change, more than 85% of the respondents say no and only
10% of them have planned to change their job in the coming 12 months. This
reveals that executives are happy in their current status and intended to stay
in the construction industry for long.

31
 Table 4.9Timely pay and other motivations

Payment in my organization is paid in a timely

manner Frequency Percent
Valid strongly Disagree 1 1.4
Disagree 13 18.6
Agree 38 54.3
Strongly agree 15 21.4
Total 67 95.7

4.9.Timely pay and other motivations- When respondent executives were

asked about the practice of paying on time in their organization, as presented
in table 4.8 above, more than 79% of them agree that their organization pays
on time and about 20% do not agree about the timely payment of their
employees in their organization.

Table 4.10.Safety&Security

My organization is very much concerned about safety

and security of its workers Frequency Percent
Valid strongly Disagree 4 5.7
Disagree 33 47.1
Agree 27 38.6
Strongly agree 3 4.3
Total 67 95.7
Missing System 3 4.3
Total 70 100.0

When respondents were asked about the concern of safety and security in their
construction firm‟s for employees more than 55% of the respondent executives
do not agree about the presence and practices of employee‟s safety and security
32
in their organizations. About 43% of the respondents agree to the existence of
safety and security practices in their firm.

4.11. Motivate workers, giving bonus when doing major construction

works

When respondents were asked about other motivational schemes for employees
such as bonus for major work performances, more than 60% of the
respondents on average do not agree about the implementation of such
motivational factors.

This indicates that even though motivation sis basic to all human behavior and
thus to efforts in productivity improvement, it does not get significant attention
in construction companies.

33
 Table 4.12. Demonization factors

Demotivation factors such as demolish& rework, Frequency Percent

Valid strongly Disagree 4 5.7
Disagree 25 35.7
Neutral 1 1.4
Agree 23 32.9
Strongly agree 14 20.0
Total 67 95.7
Missing System 3 4.3
Total 70 100.0

4.12. Demonization factors

As mentioned in the table 4.9,when respondents are asked if employees most of

the time, get de-motivated when work done is demolished and need to be
reworked due to sub-standard, slightly more than half ,52% of them agrees
about the situation and the remaining 41% of the respondents do not agree
about it. This indicates that demolishing and rework of substandard works
affect employee‟s motivation to work negatively.

Table 4.13. Timely Monitoring &Evaluation plan

There is timely Monitoring &

Evaluation plan in my org. Frequency Percent
Valid strongly Disagree 8 11.4
disagree 41 58.6
Agree 10 14.3
Strongly agree 8 11.4
Total 67 95.7
Missing System 3 4.3
Total 70 100.0

34
4.13. Timely Monitoring &Evaluation plan-

The table above presented the existence of timely monitoring and evaluation in
individual organizations under this study. About 70% of the respondents said
there is no proper and timely monitoring and evaluation plan in their
organizations while the remaining 30% said there is timely monitoring and
evaluation plan in their respective organizations. The result indicated, most of
the target construction companies do not have a timely monitoring and
evaluation plan which help them properly track their achievements and key
indicator for their productivity.

4.14. Waste reduction and management

35
4.14. Waste reduction and management of construction materials
As shown in the bar graph below most of the respondents believe that their
organization do not have strict way to properly manage their construction
materials and reduce wastage. As wastage one major factor to reduce
productivity of construction outputs, construction companies need to improve
their management towards reduction of construction materials as well time
wasted as a result of improper handling and management of human resource.

4.15 Machineries and other equipment are timely maintained

With regard to supply, and maintenance of machineries and other important

equipment‟s, most respondents said such facilities and services are not
available in their respective organizations. As indicated below only few of the
respondents believe that there is timely and proper supply and maintenance of
construction machineries in their organizations. This implies that most local
construction companies have problem of supplying and maintaining
36
 construction equipment‟s on time and this might definitely have negative
impact on the productivity of labor.

4.15. Encouraging people with exceptional technical skill

As indicated below respondents majority of them encourage competent workers

with good technical skills and retain them in their company. Such tendency of
executives help the organization to remain productive and competitive in the
labor market.

4.16. Company encourages people with exceptional technical skill

Our company encourages people

with exceptional technical skill Frequency Percent
Valid strongly Disagree 1 1.4
disagree 9 12.9
Neutral 4 5.7
Agree 43 61.4
Strongly agree 9 12.9
Total 66 94.3

Total 70 100.0

37
4.2 Mean rank and importance index of major groups of factors

4.2.1. Mean rank and importance index of Motivational Factors

Importance Rank
Motivation related factors Mean index
Payment in my organization is paid in a timely 1
3.7910 87.8
manner
My organization motivates workers by giving pay
cheques (bonus) when they do major 2.7612 63.96 7
construction works
Communication in my organization regarding
measurement, promotion, etc.. is transparent 2.5672 59.47 8

My organization is very much concerned about

safety and security of its workers 2.8806 66.73 6

There is a work load in my organization and

compensation is made accordingly 3.4627 80.21
2

Everybody in my organization is treated equally

and fairly 3.2090 74.34
3
Regardless of the payment, employees in my 5
organization are always happy to do their job. 2.9701 68.8

There is non-monitory incentive mechanism

4
such as annual leave, health insurance, etc.. in 3.1791 73.64
my org.
2.3731 54.97
There are various capacity building schemes 9
such as on job training, mentorship, etc.. in our
organization to be more productive
The table above indicates mean rank and importance index regarding
motivational factors affecting productivity of employee‟s performance. The
survey finding revealed that company executives rate the highest 87.7% for on

38
time payment to 54.7% for the availability of capacity building schemes such
as on job training, mentorship etc. in their organizations. Other motivational
factors like transparency of measurement to measure employees, equal and
fear treatments have got medium attention.
Motivation of employees such as material incentives, money reward,
recognition, involvement and learning opportunities, eliciting co-operation and
participation from workers in goal setting, incur aging workers to apply their
creative talents can improve productivity of the construction sector, but the
result from respondent executives indicate that motivation is not commonly
practiced in the industry compared to the importance index of other factors.

Table 4.2.2 Mean Rank of Supervision and management related factors

Importance
Supervision and Management related factors Mean index
We know where the direction of our org. in five years is
3.8955 90.24

There is a standard for volume and quality of work

measured in time to be accomplished by employees 3.6269 84.02

Our company have daily, weekly, monthly work plan

3.2836 76.06

Effective design standard is put in place

3.1045 71.92

I feel that most of the workers are honest

2.7761 64.31

Workers usually feel responsibility for success and Failure

of the org. 2.6515 61.42

There is timely M&E plan in my org.

2.5373 58.78

There is orientation at entry for employees 2.2836 52.9

Whenever there is compliant there is management
2.2537 52.21
mechanisms

39
Respondents rated company goal setting, 90.24% as the highest important
factor for in efficient productivity. Second to this the existence of standard for
volume and quality of work measured in time to be accomplished by employees
with importance index of 84.02%. Having daily, weekly, monthly work plan
comes in the third place. Among supervision and management related factors
affecting productivity of employees, compliant management system is rated as
the least in the rank. Providing orientation for new employees at entry and the
implementation of timely monitoring and evaluation are rated 52.9% and
58.78% respectively. The result revealed that construction companies lack the
proper practice of supervision and management as a result cannot track their
achievements and key indicator for their productivity.

Table 4.2.3 Mean Rank of Demotivating Factors

Importance
Demotivating factors Mean index
I usually get discouraged by equipment
breakage and out of order machines 4.1538 96.22

Bad weather hampers construction works

3.6418 84.36

I get demotivated because of demolition and

3.2687 75.72
rework of substandard work

The survey results indicated that, respondents allocate high importance to,
demotivating factors compared to other factors. This indicates that majority of
respondents believe that demolition of works due to faulty designs, design
changes, misinterpretation of designs, poor quality of construction material,
poor workmanship and other problems are significant demotivating factors for
their workers. Equipment breakage and out of order machineries are the main
de-motivating factors for of the respondents above all the factors in this

40
category. Majority of the respondents also believe that bad weather negatively
affects their productivity.

Table 4.2.4 Mean rank of innovation and creativity related factors

Importance
Innovation and creativity Mean index

The organization strives to achieve and apply automation

3.0896 71.54
mechanisms to enhance performance of the work process

The organization applies strict waste reduction and

management of construction materials 2.4925 57.74

Factors related to innovation and creativity, as indicated in the table above are
rated as least priorities by respondents. When they were asked if their
organization strives to achieve and supply automation mechanisms to enhance
performance of the work process, their importance index is 71.54%. In
comparison to other factors, this indicates lower preference of respondents
towards it. The other factor, application of strict waste management reduction
and management of construction materials has got even more less priorities by
respondents. The overall implication of loss of interest to focus much on
creativity and innovation related factors will hamper the productivity of labor.

Table 4.2.5 Mean rank of competence related factors

The mean and importance index of encouraging employees to communicate

each other to improve productivity and the believe of respondents in
experienced professional to boost construction works productivity have higher
priorities by respondents compared to other factors.

41
 Importance
competence related factors Mean index
workers encouraged to communicate to
improve productivity 4.2537 98.54

Experience of professional boosts productivity

4.0149 93.01

Company encourages people with exceptional

3.7576 87.04
technical skill

Encouraging people with exceptional technical skill has also relatively higher
preferences by the surveyed respondents. From these it is possible to deduce
that competence related factors have got higher concerns among the surveyed
construction company executives.

Table 4.2.6 Mean rank of supply and maintenance related factors

Importance
Construction materials supply and maintenance Mean index
Construction input materials (eg cement , aggregate,
re-bar, electrical, sanitary, finishing, etc…) are
3.2985 76.41
available on site up on need

The necessary labor force for each work item is

sufficiently available on our construction sites 3.2537 75.37

Machineries and other equipment are timely

maintained at work sites 3.0299 70.19

The company provides with all the appropriate tools

2.8209 65.35
and equipment to facilitate construction works

Regarding contractors‟ performance with respect to supply and maintenance,

the survey finding revealed that attitudes of respondents preference can be
42
categorized as medium in general compared to other factors. Supplying of
construction materials is the higher priority among this group of factors
followed by the availability of necessary labor force for work items on
construction sites. Timely maintenance of machineries and equipment‟s has
also closer priority to the first two factors. But The availability of appropriate
tools and equipment‟s to facilitate construction works is among the least
preferred factors as rated by the respondents. The mean rank and priority
index of this group of factors indicate that even though proper management of
supply and maintenance are critical for construction firms productivity,
construction company‟s consider them as les important and gives laser
priorities.

Table 4.2.7. Over all Mean Rank of Factors affecting Productivity of employees

The overall mean rank and importance index of factors affecting productivity of
employees in the construction sector are summarized as below in table 4.2.7.
The responses from questionnaire analyzed in detail by SPSS version 23
software. The mean rank and index data are the results of analysis of the data
collected through the research questionnaire. To arrive at the mean rank and
priority index summarized table, descriptive statistics analysis methods are
used.

Priority index is used for analyzing question in which respondents were asked
to place a set of attitudes in ranking order, indicating their importance
priorities or preferences. Accordingly, the factor, Workers encouraged to
communicate to improve productivity has got the highest priority index(98.54%) and to
the other extreme, the other factor, whenever there is compliant there are
management mechanisms has the least(52.2%) priority index as pointed out in the
table below. The other factors that affect productivity of the labor for in the
construction sector particularly on building construction projects are ranked in
descending orders based on their mean and priority index results.

43
 Mean rank and importance index of major Factors affecting Importance
productivity of employees in construction Mean index
Workers encouraged to communicate to improve productivity 4.2537 98.54
I usually get discouraged by equipment breakage and out of order
4.1538
machine 96.22
Experience of professional boosts productivity 4.0149 93.01
We know the direction of our company in five years 3.8955 90.24
Payment is paid timely 3.7910 87.82
Company encourages people with exceptional technical skill 3.7576 87.04
Bad weather hampers construction works 3.6418 84.36
There is a standard for volume and quality of work in time 3.6269 84.02
There is work load in my organization 3.4627 80.21
Construction inputs are available up on need 3.2985 76.41
Our company have daily, weekly, monthly, work plans 3.2836 76.06
I get demotivated because of demolition and rework of substandard
3.2687
work 75.72
Sufficiency of human resource on site on demand 3.2537 75.37
Everybody treated fairly in my org 3.2090 74.34
There is incentives such as leave health insurance in my org 3.1791 73.64
Effective design standard are put in place in my org. 3.1045 71.91
Use of digital technology 3.0896 71.57
Is your salary sufficient 3.0299 70.19
Machineries and equipment maintained timely 3.0299 70.19
Happy in my job regardless of payment 2.9701 68.80
Safety and security is a concern 2.8806 66.73
Tools and equipment‟s available for my work 2.8209 65.34
I feel that most of the workers are honest 2.7761 64.31
pay cheques (bonus) eventually for major performances 2.7612 63.96
Employees feel responsibility for success and Failure of the org 2.6515 61.42
Managers are keen to coach and mentor workers 2.6119 60.50
Communication is transparent in my org 2.5672 59.47
There is timely M&E plan 2.5373 58.77
The company applies strict waste reduction and management 2.4925 57.74
Capacity building scheme are available in my org. 2.3731 54.97
There is orientation at entry for employees 2.2836 52.90
Whenever there is compliant there is management mechanisms 2.2537 52.20

Table 4.2.8. Over all Mean Rank of Factors affecting Productivity of employees
44
 CHAPTER FIVE
Conclusion and Recommendation
5.1 Conclusion

The study found out major results concerning importance and priorities given
to factors affecting productivity of employees in building construction projects
from the point of views of construction companies‟ executives. Some of the
major results include:
Factors such as encouraging workers to communicate each other to share
ideas and skills, demotivating factors such as equipment breakage and rework
of substandard works, employing experienced and skilled workers have got
higher priorities.

Motivation of employees such as material incentives, money reward,

recognition, involvement and learning opportunities, eliciting co-operation and
participation from workers in goal setting, incur aging workers to apply their
creative talents do not commonly practiced in building construction projects
compared to the importance of other factors.

Construction Company‟s give little attentions to proper supervision and

management practices that include timely monitoring and evaluation, clear and
achievable mission and vision statements, proper daily, weekly, monthly and
annual plans, orientation mechanisms for new entrants, coaching and
mentoring of employees at different levels.

Implementation of innovation and creativity practices such as application of

strict waste management and automation mechanisms to enhance
performance of the work force is below 40 % according to the results of this
study. The overall implication is loss of interest to focus much on creativity and

45
innovation related factors consequently hampers the productivity of labor
output.
Proper and timely Supply of construction input materials, maintenance and
availability of construction machineries are given relatively medium priorities.
This study provides new insights into understanding of the factors that affect
performance, and productivity of employees in construction projects. The level
of understanding and priorities given by construction company‟s executives to
these factors is also evaluated. The research has important implications to
construction, design, consulting and supervision companies. Policy makers can
also use it as input in the planning and developing of activities that raise
productivity of the labor force in the construction sector to positively enhance
productivity. Besides, this research also stressed the importance of enhancing
knowledge of company executives, core staffs, and employees and, other actors
to realize and make use of factors contributing to labor productivity.

46
5.2. Recommendations

Lack of efficient and modern management system that incorporates the

employee‟s management system is one of the major factors, which undermine
contractors‟ overall capacity. The consequence of this hampers construction
companies from fulfilling predetermined performance criterions. The poor and
inefficient performances are manifested in terms of over budgeted cost, overrun
of completion time, compromised quality and stakeholders‟ dissatisfaction.
Proper management of factors affecting productivity of employees help them to
reverse the problems and assume better financial position, and firm value.
Which in turn enable them achieve company‟s goals and projects objectives.
The recommendations forwarded by this research are from the point of view
of executive‟s internal environment. The process from the view of the
external environment which primarily encompasses the various
stakeholders is not included in the study.
Implementing efficient and modern employee‟s management system or
enhancing efficiency of the prevailing practice is one of the very, relevant
instruments to promote productivity of the construction sector. This will
ultimately bring economic growth for the nation.For this to happen, more to
be done on factors affecting productivity of employees in the industry.
Among some of the recommendations the following are the major ones:
 National contractors, apart from the technical capacity enhancements, and
focusing on equipment and machinery capacity building, should also
consider critically the human resource management and productivity
aspect.
 Employee‟s management is important as a very relevant instrument to
accomplish construction projects successfully. This ultimately contributes
for growth of the nation's economies. Hence more need to be done on factors
affecting productivity of the labor force by policy makers and other stack

47
 holders to infuse dynamism in the economic activity of the construction
sector.
 As revealed by the results of this survey, contractors should give especial
emphasis to identify, analyze and implement those factors affecting
productivity of the human aspect.

5.3 Future Research

This research has explored factors of national contractors' practice, with regard
to factors affecting productivity of employees from the points of views of their
executives. The research has also forwarded recommendations to improve the
practice and obtain improved result. However, the issues covered by the
research are so vast that it became difficult to present all relevant interventions
in a comprehensive and exhaustive manner. On top of that the research was
conducted from the perspectives of executives. Therefore, the following points
are recommended to be assessed in detail, as they can be focal points for
further research, to improve productivity:
 The application of monitory and non-monitory motivational schemes from
the employees perspective
 It would be interesting to explore the factor variables further to learn more
about employees productivity applying the factors more exhaustively.
 It would also be interesting to explore the factor variables from the
perspectives of employees and clients of construction projects.

48
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of knowledge (PMBoK), fourth edition, USA.

AbebeDinku (2003). Construction Management and Finance. Addis Ababa

University Press, Addis Ababa.
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Au T., Bostleman R.L. and Parti E.W. "Construction Management Game-

Deterministic Model," Asce Journal of the Construction Division, Vol.
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KasiemSeid, study of the problems of construction conditions of contract for

public works in Ethiopia, School of Graduate studies, Addis Ababa
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Kerzner, H., (2003) Project Management: A Systems Approach to Planning

Scheduling and Controlling.

Liu Yi, Claims in International Construction Contract: A Case Study Of

Ethiopia, MSc. reaserch project, Addis Ababa University School Of
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AlemTesfahunegn, Construction in Ethiopia, Housing development

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Moavenzadeh F., Rossow J., the construction industry in developing countries,

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Our work in Ethiopia (2013), Self Help Africa, USAID. (WWW.Selfhelpafrica.org)

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The ministry of works and urban development, General conditions of contract
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ZewduTefera, Construction law, Engineering contracts lawyer, Department of

Civil Engineering, Addis Ababa University.

DerejeKidane (2003). Contractors’ Entitlements under ‘FIDIC 87’ and ‘FIDIC 99’.
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Bulletin, Vol. 5, No. 1, Addis Ababa.

GTP (2010).Growth and Transformation Plan of Ethiopia (2010/11-2014/15).

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MoFED (2005).National Accounts of Ethiopia: Sources and Methods. Ministry of

Finance and Economic Development, Addis Ababa.

BaTCoDA (1987) Standard Conditions of Contract for Construction of Civil

Work projects Addis Ababa: Building and Transport Construction Design
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DAVID M. (2004) Construction Delivery Systems: a Comparative Analysis of the
Performance of Systems within School Districts Pittsburgh: University of
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WUBISHET J. (2004) Performances for Public Construction Projects in (Least)

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Eljelly, Abuzar M. A. and Mansour, Ilham Hassan F.(2001) 'Predicting Private

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Boxall P. &Steeseveld M., (2009), human resource strategy of engineering

consultancies ,journal of management studies, 36(4)443-463
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Fakhar V. Afaq A.K, (2008), relationship of training with employee‟s
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Hinzer J.(1996) Construction safety record since 1971.

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Boxall, P and Purcell, J (2003) Strategic Human Resource Management,

Palgrave Macmillan, Basingstoke

51
ANNEX
1 Questionnaire for Primary Data Collection

Questionnaire on Factors affecting productivity of employees in the construction

industry, the case of building projects in Addis Ababa; Executive‟s Perspective
Dear Respondents,
This questionnaire is designed for the partial fulfillment of the requirements for
Executive Masters of Business Administration (EMBA) Degree at Addis Ababa
University. The purpose of the questionnaire is to investigating factors affecting the
productivity level of the labor force in the construction sector particularly on
building construction projects in Addis Ababa from the viewpoints of
executives. By filling out this questionnaire you participate in a study for my
EMBA final research project.
Hence, I request you to give the required information since your genuine
Contribution is very important for the success of my study. Your responses will be
used for this research purpose only and kept confidential. You are not required to
write your name.
For further information please don‟t hesitate to contact me by Cell phone:
0930099577 or E-mail- [email protected]
Thank you in advance for your willingness!!!
Part one:-
Background information

Level of the company you are leading /Grade ____________

The main business of your organization?

1. Design and supervision
2. Construction

Your level of education please?

1. First degree and above
2. Diploma (level I-V)
3. High school completion
52
 4. Primary school

Please indicate your gender

1 Male 2Female

How many years have you been working as an executive in the construction
sector
1. 5-10 years2. 10-15 years 3. more than 15 years

Do you believe that your organization is more productive

1. Yes 2.no

Do you have any intention to change your job in the coming 12 months?
1. Yes 2. No

Part two :- main interview questions

Questions Strongly Agree Neutral Disagree Strongly
Agree disagree
1 Motivating factors
Payment in my organization is paid
in a timely manner
2 My organization motivates workers
by giving pay cheques (bonus) when
they do major construction works
3 I believe that the salary the
organization pay for employees is
adequate
4 Communication in my organization
regarding measurement, promotion,
etc.. is transparent
5 My organization is very much
concerned about safety and security
of its workers
6 There is a work load in my
organization and compensation is
made accordingly
7 Everybody in my organization is
treated equally and fairly
8 Regardless of the payment,
employees in my organization are
always happy to do their job.
9 There is non monitory incentive
mechanism such as annual leave,
53
 health insurance, etc.. in my
organization
10 There are various capacity building
schemes such as on job training,
mentorship, etc.. in our organization
to be more productive
11 Demotivating factors
Employees most of the time, get de-
motivated when work done is
demolished and need to be re worked
due to sub standard
12 Workers on construction sites
usually discouraged by equipment
breakage and out of order
machineries
13 Bad weather sometimes hampers our
construction work that negatively
affects labor productivity )
14 Supervision and management
I know that there is a standard for
volume and quality of work to be
accomplished within a certain time
period by professional and ordinary
workers
15 We know where our company Is
heading the next five years
16 I Know that my company has proper
daily, weekly, monthly and annual
plans.
17 There is a timely monitoring and
evaluation of our work to measure
process and outcome performance
18 Whenever employees have complaints
with regard to work, there are
compliant delivery and management
mechanisms
19 Whenever new workers are coming to
our company there is orientation
mechanism about their duties and
responsibilities
20 Management of my company is keen
to coach and mentor workers at all
levels during supervision
21 I believe that many workers feel
54
 responsible for the success and
failure of the company‟s work
22 I feel that most of the workers are
honest in their work
23 The organization follows effective
design standards prior to
construction
24 Innovation &creativity
The organization applies strict waste
reduction and management of
construction materials
25 The organization strives to achieve
and apply automation mechanisms
to enhance performance of the work
process
26 Competence
The company identifies and retain
people who have the personal
technical skill to improve productivity
27 Staff served the organization much
longer helps to improve productivity
than new staff
28 Workers shall be encouraged to
communicate widely to improve
productivity
29 Supply and Maintenance
Construction input materials (eg
cement , aggregate, re-bar, electrical,
sanitary, finishing, etc…) are
available on site up on need
productivity
31 The necessary labor force for each
work item is sufficiently available on
our construction sites
32 Machineries and other equipment
are timely maintained at work sites
33 The company provides with all the
appropriate tools and equipment to
facilitate construction works

Do you have any thing that you want to add?

Thank you for your time

55
MINISTRY OF CONSTRUCTION

CONSTRUCTION INDUSTRY DEVELOPMENT AND REGULATORY BUREAU

LIST OF REGISTRED CONTRACTOR'S FOR 2008 BUDGET YEAR

Registration from Hamle 2007 e.c. Megabit 2008 e.c

Ser. Reg. No. Remark

Organization ID No. Category
No. Con/_

A B C D E
1 Radar Construction --- 2636 BC-1
2 Yirgalem Construction P.L.C. 09296 0871 GC-1
3 CRBC Addis Engineering PLC --- 1846 GC-1
4 TikuBerhane Building Contractor --- 3025 BC-1
C.G.C. OVERSEAS CONSTRUCTION ETHIOPIA
5 13276 4146 GC-1
LIMITED
6 Amahara Road Works Enterprise -- 5039 GC-1
7 Yeshi PLC 13303 5310 BC-1
8 KassahunAbeje Building Contractor 13325 2648 BC-1
9 Roel Construction 13333 3574 BC-1
10 Samket Engineering & Construction PLC 07695 4865 BC-1
11 Cobalt Construction PLC 13387 4968 BC-1
12 BelayenehTesfaye 13474 0869 BC-1
13 Orrix Construction PLC ---- 9428 BC-1
14 Dugda Construction PLC 08581 5717 BC-1
15 SA Construction P.L.C. 01095 2108 BC-1
16 GutemaFirisa Building Contractor 13633 10228 BC-1
Geom Luigi Varnero P.L.C (Alber to Varnero)
17 11353 746 GC-1
18 Yotek Construction PLC -- 0799 GC-1
19 SA Construction P.L.C. ---- 2108 BC-1
20 MEDCON Engineering and Construction PLC --- 3986 RC-1
21 Jafar Construction & Real State 13759 2914 BC-1
22 EL General Business PLC 13788 4345 BC-1
23 TilahunAbebe General Contractor 10970 4569 GC-1

56
24 AbebeGirmaye Building Contractor -- 7761 BC-1
25 Megelta Construction PLC -- 4415 BC-1
26 Zamra Construction PLC -- 0620 BC-1
27 Yirgalem Construction PLC --- 0871 GC-1
28 TamratTemesgen Building Contractor 13904 0668 BC-1
29 AhmetAydeniz Construction --- 5580 GC-1
30 Anchor Foundation Specialist PLC 10526 8220 SC-1
31 Mohammed Abas 13985 3391 BC-1
32 Amhara Water Works Enterprise Construction -- 5617 GC-1
33 ATS Engineering PLC -- 2821 BC-1
34 Capstone Engineering 11144 2027 BC-1
35 YemaneGirmayBisrat General Contractor -- 3393 GC-1
36 Melcon Construction PLC -- 4991 GC-1
37 BereketEndashaw Building Contractor -- 3749 BC-1
38 Magercon P.L.C. --- 0605 BC-1
39 Justice Building Contractor P.L.C. 10301 3100 BC-1
40 Mohammed YesufeEshete --- 3288 BC-1
41 YaredTekelemedhinMengistu 14144 5201 GC-1
Afro Tsion Construction P.L.C. (SisayDesta
42 G/Yesus) --- 0380
GC-1
43 GemshuBeyeneBotte 11542 2758 GC-1
44 Samson G/Yohannes Building Contractor 06050 0984 BC-1
45 BerhanTobiawMareye --- 0009 BC-1
46 AberaLisanu Building Contractor --- 3077 BC-1
47 Mela Engineering & Construction P.L.C. --- 1427 BC-1
48 Bermog Construction PLC 14236 10566 GC-1
49 Rama Construction PLC --- 0915 GC-1
50 HawaAdemMusse ---- 4421 GC-1
51 Giga Con.P.L.C. (G/HiwotGirmay) ---- 0659 GC-1
52 Data Construction PLC ---- 0041 BC-1
53 Sur Construction PLC --- 0876 GC-1
54 BekeleSorsa Building Contractor --- 2974 BC-1
Lucy Engineering P.L.C. BC-1
55 --- 2869
56 Equator Engineering Construction PLC --- 0938 BC-1
57 Koracon Construction --- 0645 BC-1
58 Alas Construction PLC ---- 3383 BC-1
59 Universal Construction P.L.C. -- 0028 BC-1
60 SATCON Construction 14451 0774 GC-1

61 Defence Construction & Engineering Enterprise 14481 4076 GC-1

57
 1073
62 --
EmneteEndeshaw General Contractor GC-1
63 Beaeka General Business PLC 09976 6034 GC-1
64 Bamacon Engineering P.L.C. --- 2604 BC-1

65 Genale Construction PLC -- 0049 BC-1

66 Africawit Construction PLC -- 0083 BC-1
67 Kulubi Construction -- 0263 BC-1
68 United Construction P.L.C. -- 3294 BC-1
69 TNT Construction -- 2972 GC-1

70 Adam Construction (Samuel Bogale) -- 1124 BC-1

71 Mepo Contracting and Management Services PLC 10033 7535 BC-1
72 K.K.G. Building Contractor -- 4352 BC-1
73 Etete Construction 14648 4056 BC-1
74 Orbit Engineering & Construction P.L.C. -- 0166 BC-1
75 Kassa& Sons Construction P.L.C. -- 0295 BC-1
76 Elmiolindo Construction P.L.C. -- 1150 BC-1
77 Lorat Construction --- 3540 BC-1
BC-1
78 Yerer Construction P.L.C. --
2621
79 Samuel S/Mariam Endale -- 0311 BC-1
GC-1
80 GebrehiwotEqubemariam General Contractor -- 5857

81 -- 6090 GC-1
Aser Construction PLC
82 Yohannes Haile Building Contractor -- 3675 BC-1
83 Amhara Building Works Construction Enterprise 14708 10866 BC-1
84 GAD Construction PLC -- 0993
BC-1
85 Fal General Contractor 14233 2784 GC-1
86 Bright Construction PLC -- 0599 BC-1
87 14725 0283 BC-1
Santa Maria Construction P.L.C.
88 Sina Construction P.L.C. --- 4745 BC-1
89 Crafts Construction PLC --- 2230 BC-1
90 Atem Building Contractor -- 1650 BC-1
91 DesalegnAsradeKassa -- 0064 BC-1
GC-1
92 -- 0135
Sunshine Construction
93 TIKS Construction -- 5320
BC-1
94 Dini Construction 12947 4741 BC-1
58
95 Bereka Construction 14911 0821 BC-1
96 3M Engineering & Construction PLC 14910 0086 BC-1
Rediete-Dagem Engineering & Construction P.L.C. BC-1
97 05421 0265
TeklehaimanotAsgedom Building Contractor BC-1
98 09517 0515
Ziquala Building Contractor BC-1
99 10120 1172

100 Orchid Bussiness Group P.L.C. 10111 2267 GC-1

101 Kibco Service & Investment PLC 14830 6774 BC-1

102 14832 2772 GC-1
Ethio Canadian Business Group
103 Daniel Tsegaye G/Yohannes 14911 1313 BC-1
104 XUEKAI YU 14973 6535 GC-1
105 Ethio General Contractor ------ 2485 GC-1
106 Flintstone Engineering 07636 0627 BC-1
N.K.H. Construction P.L.C.
107 09735 0996 GC-1
108 Nasew Construction P.L.C. 14943 0031 BC-1
109 Keangnum Enterprises Limited --- 1943 GC-1
110 FE Construction PLC ---- 3183 BC-1
Yencomad Construction PLC (YemiruNega)
111 --- 1202 GC-1
112 YosefKassaye Building Contractor 14976 0534 BC-1
BehaConsturction (BehailuTeferaSeifu)
113 3944 BC-1
----
Midroc Foundation Specialist (Bauer Midroc) PF-1
114 1542
----
115 DiribaDefershaAmosha ---- 0417 GC-1
116 Homa Construction (AdugneEjigu) ---- 0760 GC-1
SaliniCostruttori S.P.A Ethiopian Branch
117 ---- 2521 GC-1
118 Kif Construction ----- 5090 GC-1
119 ALTABE PLC ---- 2619 BC-1
120 GetachewAtsbehaKidanu ---------- 0635 BC-1
121 DawitGirmay Building Contractor 15658 1508 BC-1
122 Trust Construction -------- 0853 BC-1
123 Kasma Engineering P.L.C. -------- 3496 BC-1
124 Oromia Roads Const. Entrerprise -------- 5565 GC-1
Cross-Land Construction GC-1
125 -------- 3308
(YaregalYifredewMengistu)
126 TewodrosAbera General Contractor ------- 7778 GC-1
127 Ethiopian Road Construction Corporation ---- 7877 GC-1

59
128 AyenalemeGashaweAriga ---- 3253 BC-1
129 TewodrosAbera General Contractor ---- 0778 GC-1
Unity Engineering P.L.C (AssefaDemssie)
130 -- 1031 BC-1
131 Samson Chernet Road Contractor 11889 4490 GC-1
RC-1
132 Senan Construction P.L.C. 01208 3152

133 Demera Engineering Construction ---- 0026 BC-1

GC-1
134 15835 4027
Shade General Contractor P.L.C.
135 MurezaLeja Building Contractor --- 0806 BC-1
136 Loza Construction P.L.C. 15869 4603 BC-1

137 Aster Mengistu G/Michael -- 0934 GC-1

138 MesayOli Building Contractor 10223 0415 BC-1
139 Michael Abreha Building Contractor 15904 4743 BC-1
140 TayeAsfawMekonnen 11427 0643 BC-1
141 TekleberhanAmbaye Construction P.L.C. 10157 0981 GC-1
142 FufaLegissa Building Contractor -- 0646 BC-1
143 Habcon Construction 08015 4483 BC-1

DMC Construction PLC GC-1

144 -- 0864
Terra Construction
145 15987 1185
RC-1
146
1 MebrhitTeame Building Contractor 13083 4543 BC-2
2 Bethel ConstructionConstruction PLC 13305 0679 BC-2
3 YaredSeyoumKahsay -- 3131 BC-2
4 Mohammed Abas Contractor -- 3391 BC-2
5 Samuel Lemma Building Contractor --- 0952 BC-2
6 Ashito Engineering PLC --- 3832 BC-2
7 NigussieWorke Building Contractor 11146 2434 BC-2
8 Yetwins Construction PLC -- 6232 BC-2
9 BantiwalaTessemaYitna 11147 3824 BC-2
10 T.D.T PLC --- 6057 BC-2
11 SeyfeWondie Building Contractor ---- 2890 BC-2
12 Zeta Construction PLC --- 1666 GC-2
13 SeyfeWondieAdnew 14180 2890 BC-2
14 Biyanko Building Construction PLC 14209 4326 BC-2
15 BerhaneAdane G/Egziabhre 6164 BC-2
16 AberaMamo Building Contractor 14332 5256 BC-2
17 10539 4243 BC-2
AyalnehTsegayeMengistu
60
 Jerry Maraki Engineering P.L.C. BC-2
18 -- 4298

19 TekesteTesfayeWoldu 14523 0491 BC-2

20 MuluHadguDebesie --- 2009 BC-2
Qaga General Business PLC 9039
21 14564 GC-2

22 Narucon Construction PLC 14596 5770 RC-2

23 TewodrosSimenehAlemayehu -- 5264 GC-2
24 -- 1679 BC-2
AlemayehuTefera
25 --- 1363 GC-2
AklileAssefa General Contractor
26 Powercon P.L.C. -- 2268 RC-2
GC-2
27 -- 6145
Mikada Engineering & Trading PLC

28 14768 3925
Solomon Tilahun Building Contractor BC-2
29 -- 6729
TesfayeLegesse Construction GC-2
30 GashawMelese Building Contractor 14779 0327 BC-2
31 Select Construction PLC -- 4787 BC-2
BC-2
32 -- 4384
Haverim Construction
33 Fidel Con Engineering P.L.C. -- 4300
BC-2
34 WorknehMekonnen General Contractor 14860 4747 BC-2
35 MetaferiaKifle Building Contractor 10122 1134 BC-2
AfeworkGideyBerhe GC-2
36 10685 2584

37 Tariku Tadess H/mariam 14953 10980 GC-2

38 Blulayen Building Contructor 14958 10954 BC-2
39 JB Construction PLC 08781 7199 GC-2
40 TOWER P.L.C. 14981 1538 BC-2
41 BirhanuAbebe G/Mairiam ---- 1840 BC-2
42 Desalegn Addis Belete ---- 6252 BC-2
43 LilayWoldu Water Works and General Contractor ---- 6584 BC-2
44 Issayas&Herouy Construction PLC ---- 1529 BC-2
45 YosephWondimu Building Contractor ---- 3269 BC-2
46 Mat General Cont. (TamiratNegash) ---- 1157 GC-2
47 Rocket Constrauction 15682 3587 GC-2
48 MerideDechasaGaredew --- 1422 BC-2
49 Rocket Constrauction --- 3587 GC-2
50 Katekse Engineering and Trading P.L.C. ---- 1824 BC-2

61
51 PaulosZelekeGizaw 09858 6612 BC-2
52 Tefera Michael Wajebo 15771 3940 BC-2
53 12521 0416 BC-2
Daniel Berhe G/Medhin
54 -- 1106
CherenetChaneYimer GC-2
55 Mod Con Engineering P.L.C. 15823 4734 BC-2
56 EneyewAlemu Building Contractor -- 1816 BC-2

57 09898 7824
TewoldeGidey Construction BC-2
58 Safer Construction 15926 2040 GC-2
59 ZelekeRediBelachew 10302 7696 BC-2
60 10394 3653
Tedat Construction P.L.C. BC-2

1 Belachew Solomon Gezahegn 13077 0584 BC-3

2 TadeleGari Building Contractor 13063 0602 BC-3
3 Dynamic Construction --- 0609 BC-3
4 Kazol Construction PLC 13110 9874 BC-3
5 GizachewAbrhaTafere 13157 9916 BC-3
6 HD Construction PLC --- 1078 BC-3
7 A.B.M Construction PLC -- 3046 BC-3

8 Addis Ababa General Construction PLC 13216 2876 BC-3

8 AsmamawAlene --- 4248 BC-3
9 Heber Construction 13294 0878 BC-3
10 AW-HARIM Construction --- 1372 BC-3
11 MengistuShewarega General Contractor 10941 0088 BC-3
12 Samson Girmay Building Contractor 13352 9462 BC-3
13 Kemal Aman Building Contractor 13369 3260 BC-3
14 BGM Construction -- 4873 BC-3
15 GebremedhinTsegayeBerhe 08706 4862 BC-3
16 LibuKifleBurdamo Building Contractor 13428 0225 BC-3
17 BerhanuYigezuBeyene 13436 5730 BC-3
Hamracon Construction and Engineering
18 13472 6109 BC-3
Enterprise
19 NegashAkaleWorku -- 2106 BC-3
10317 6438 BC-3
20
GT Darago PLC
21 Line Construction 13570 2056 BC-3
22 Assefa Kara Building Contractor -- 2530 BC-3
23 MeishoYibrah Building Contractor 13675 10173 BC-3

62
24 Samson WoldaySahulu --- 6532 BC-3
25 Bencon Construction 11340 5437 BC-3
26 Hoha Engineering PLC -- 5872 BC-3
27 Ronali Construction PLC 07756 6511 BC-3
28 BekeleBeyore Building Contractor 13927 2338 BC-3
29 EyayuEshete Building Contractor ---- 0464 BC-3
30 HailegiorgisTamerat Building Contractor 10628 0094 BC-3
31 TesfayeAbebe Building Contractor 10139 0446 BC-3
32 AynalemGashaw Building Contractor --- 3253 BC-3
33 Kek Construction & Trading PLC 13990 10499 BC-3
34 Skill PLC 11514 3400 BC-3
35 TesfayeTsegaye -- 4111 BC-3
36 Abaya Building Contractor --- 1011 BC-3
37 KassahunZerihun Building Contractor 14004 3805 BC-3
38 BayrayTadesse Building Contractor --- 0706 BC-3
39 Solomon AbiyeDagne -- 3305 BC-3
40 Serja Construction And General Trading PLC 14100 5805 BC-3
41 Nayom Construction PLC 14096 6712 BC-3
42 Alroy construction PLC 09756 5672 BC-3
43 DawitEmiru Building Contractor ----- 1967 BC-3
44 AyalewAddisu 14199 10525 BC-3
45 YemanTekele Building Contractor -- 7160 BC-3
46 DawitAleneDesta 11155 8637 BC-3
47 GetachewAssefaMekonnen --- 2680 BC-3
48 Nued Construction 14263 8362 BC-3
49 MeyramMahe General Contructor 14257 6002 BC-3
50 AbebeAlemu Building Contractor 0216 BC-3
51 TesfayeKumsa Building Contractor ---- 0733 BC-3
52 Sabeh General Construction PLC 8048 BC-3
53 GetenetTesfayeWube 14306 3107 BC-3
54 Tekrom Construction 14339 1553 BC-3
55 Nisir Construction PLC 7186 7186 BC-3
56 PaulosZelekeGizaw --- 6612 BC-3
57 Akwos Building Contractor 12879 9694 BC-3
58 DebebeKinfe Building Contractor --- 3641 BC-3
59 Dehayeb Engineering 14419 10679 BC-3
60 Huikab Construction Materials Rental PLC 11837 8956 BC-3
61 Mekbet Engineering PLC 11464 5532 BC-3
62 HenokTamiruMentile Construction -- 6123 BC-3
63 Berhane Haile Building Contractor 14498 0527 BC-3

63
64 AlemayehuBayraDaba --- 1911 BC-3
65 AnjeloArsheDiddo -- 0629 BC-3
66 Ahmed WodmatasNuro 14546 6886 BC-3

67 Berecha Feta Tufa -- 2645 BC-3

68 BirukTesfayeTeklewold 07060 1885 BC-3

AB Construction P.L.C.
69 -- 0268 BC-3

70 Van Construction -- 0903 BC-3

71 AKA Construction PLC --- 0675 BC-3

72 14697 3628 BC-3

MekashaAmbaw Building Contractor
Radar Business PLC
73 --
6831 BC-3
74 Addis GelawBuilidng Contractor -- 0524 BC-3
75 Hiya General Contractor -- 1517 BC-3
76 GYG General Contractor 11776 6696 BC-3
77 Kaleb Construction P.L.C. -- 3579 BC-3
78 Yonatan Abiye General Contractor -- 8763 RC-3
79 TewodrosMesfin Building Contractor 15800 11209 BC-3
80 Eyaya International Business PLC -- 11174 GC-3
81 Nahiet Business PLC 15865 5738 BC-3
FikaduBogaleWorku
82 06254 5871
GC-3

64