Stress in Construction Management

1.0 Introduction

1.1 Background of the study

Site managers and project managers often find construction work to be motivating, creative, and also stimulation. However, it is notably frustrating, ambiguous, and of importance, is the fact that it has the stressful aspect of it. The term “stress” is regarded as ambiguous, owing to the fact that different people interpret it in their own ways. For instance, the Health and Safety Executive (2016) provides a definition of stress as the different forms of reactions, which people have due to excess pressure or even demands that have been placed on them. On the other hand, the National Health Service (NHS) (2017) note that stress is a feeling that is derived when an individual is undergoing too much emotional or mental pressure. Moreover, other scholars such as Leung et al. (2015) suggest that stress is gotten when life imposes weight on an individual. Overall, a more straightforward and useful definition of stress that is used by most authors in this study is that stress refers to a state of emotional and/or mental strain/tension that results from demanding or even adverse circumstances (Blancflower, 2014). Scholars stress that the work of project managers and site managers in the construction industry is usually stressful, owing to time pressures, the dynamic social networks that are involved, and uncertainties involved (Selye, 2013). In this regard, the role of project management continually increases in its complexity, as the success of a construction project is tied to the success of the managers’ project management skills. It is worth noting that a dynamic working environment that has additional pressure often imposes on the workers’ fluctuating workloads, multiple role demands, as well as undefined requirements (Blanchflower, 2014). The major role of the site managers and project managers is managing uncertainty, as well as project risk, yet these consequently lead to stress. Noteworthy, people have different reactions to stress, owing to the opinion that others may handle it well, whereas others may not, and this may result into serious health issues, such as depression, and mental health (Bakhshi et al., 2016). There have been instances where people suffer from mental issues, which emanate from stress, and as such, they work under medication as a consequence. For this reason, firms opt to prioritize mental health. Notably, stress is best understood as a feature of dynamic, as well as unpredictable arrangement, which involves exchange between an individual and his or her environment (NHS, 2017). Moreover, people are not machines, thus, justifying the opinion that stress is identified thereof. Overall, stress is an issue, which most people complain and even talk about, be it at work, in public, or even at home (Leung et al., 2015). In all life aspect, it is notable that stress is often present. However, it is always regarded as detrimental, owing to the fact that it weakens production, and purposes to expand impairment.

1.2 Aim

This paper aims at exploring the effects of stress, encountered in the construction industry, and which consequently affect workers. In detail, this paper focuses on a particular interest, which is comparing two senior professionals; site manager and project manager. As such, it is evident that this research focuses more on process and outcome. In line with this, the outcome purposes to find out and fix an existing gap, which may be found along the researches that other scholars may have missed. Overall, this paper purposes to discuss stress, imposing it as a detrimental issue, and not a salutary in the construction industry.

The overall primary aim of the paper is thus, as presented below:

To explore the detrimental effects of stress, and how it affects site managers and project manager in comparison

1.3 Objectives

In order to meet the aforementioned aim of this research, this study presents four specific research objectives. They are as presented below:

To investigate and discern the level of stress that site managers and project managers face in a construction site

To investigate the factors that influence stress in the construction industry

To identify the impacts of stress in the construction industry

To investigate and find out the necessary measures that need to be taken by site managers and project manager, in order to deal with stress in the construction industry

1.4 Research questions

This study poses significant questions, which need to be answered, in order to meet the research objectives, and consequently, the research aim. This study questions whether stress is really a detrimental factor in the construction industry, and if it is, then it also questions how it affects site managers, and project manager in a construction site. Moreover, this paper also questions the factors that influence stress and how the necessary measures that need to be taken, in order to prevent stress, which notably, affects workers in a construction site. Overall, and similar to the aforementioned research objectives, this research paper presents four research questions as follows:

How does stress affect site managers and project manager in a construction site?

What are the stressors/ stress factors that the construction industry address?

What are the most significant and effect measures to be taken, if there is need to tackle stress in the construction industry?

How does stress poses its detrimental factors to site managers, in comparison to project managers?

1.5 Justification and Rationale

The drive towards studying stress as a detrimental factor in the construction industry involves the perception that stress is a health-related concern in the construction industry, which consequently affects workers. Mostly, this stress factor often affects site managers and project managers (Wang et al., 2016). Over the years, constant appeals have been made regarding stress, encountered in the construction industry, majorly, owing to the fact that stress is a health matter. A recent research, conducted by Turner (2007) indicated that approximately 70% of all construction professionals in the UK suffered from stress, and of importance to take note of was the fact the professionals involved were managers. The causes of stress that were identified were poor communication, excessive work, inadequate staff, ambitious deadlines, conflicting demands, as well as pressure. It is significant to take note of the fact that despite various studies having explored the detrimental effects of stress to site managers and project managers, it is evident that these studies have not provided an in-depth research on the construction industry. This is owing to the fact that it is in the recent years, the construction industry started receiving greater attention, thereby, presenting the need to learn more (Sunding and Ekholm, 2014). Current studies had explored various aspects majorly through quantitative methods, and just a few using qualitative methods, and this creates the need for this study to use qualitative research. Scholars such as Rezvani et al. (2016) have investigated the existing relationship between a stressful environment, and job demands and thus, it has been noted that there is a need to tackle stress related issues in a construction site. In this regard, the central theme that will be explored in this paper is the stress correlation between project managers and site managers, thus presenting and tackling stress related issues in the construction site, in order to enhance a conducive environment for working (Qazi et al., 2016).

2.0 Literature Review

2.1 Introduction

This chapter provides the reviews from the literature, whilst taking into consideration, significant definitions, theories/principles, laws/ legislation, case studies, as well as technologies and industry practice. Notably, this chapter will provide a significant understanding, which will aid in backing up and justifying the provisions in the subsequent sections. Firstly, this chapter will provide a deep understanding on the complexity in construction projects. Following this, this chapter will provide deeper insight on project stressors. Then the chapter will provide ways in which project managers and site managers recognize stress, and thereafter, it will provide an explanation of how site managers and project managers cope with stress in the construction industry. Finally, this paper will provide a definitive conclusion that purposes to summarize all its content.

2.2 Complexity in construction projects

Over the recent years, site managers, and project managers have experienced complexity in projects, which has posed as a topic issue. Notably, increasing complexity is attributed to the increasing size of projects, and the rising dynamic, and also competitive environment, plus the characteristics of projects themselves, and programs, which entail challenging characteristics (Müller and Turner, 2010). Having to manage complexity in projects, implies that project managers and site managers must have a setup of a suitable organizational structures, engaging in complicated contracting, and also procurement processes, encountering increased legislative control, having a multi-cultural workforce, constantly changing technology, cultivating talents, providing effective leadership, and generating flexible, as well as resilient workforces (Mir et al., 2014). Most of the interests have as well arisen, owing to the fact that many projects have failed due to time delays or cost overruns. Researchers such as Luo et al. (2017) have not come to a consensus about the exact definition to the term “complexity.” However, a characteristic of what is regarded as complex is possible, owing to the fact that it arises from the nature, as well as the number of interactions amongst the involved variables and components, thus resulting into the creation of multiple, and dependent feedback loops, which consequently given rise to unpredictable, as well as emergent outcomes (Livesey, 2015). Whilst a complicated project could still be predictable, (i.e the possibility of forecasting what could go wrong and have it treated using risk management techniques), it is worth noting that a complex project often has issues, which arise from the complexity itself as it is often very difficult to foresee it, either in its severity or nature (Konstantinou, 2015).

Construction projects, which are complex, have unclear goals, or uncertainty in their delivery method. Such complexities do make it impossible for site managers and project managers to plan the construction project itself from the start to finish. It is of importance to take note of the fact that the higher the level of complexity, the less likely, the site managers, and project managers are able to manage the construction project traditionally (Hosseini et al., 2014). The relationship between the complexity of a project and its success in the construction industry deduce that project complexity has adverse impacts on the success of a project. Discussions surrounding complexity of a project extent to the concepts of ‘systems theory,’ and they also revolve around PMBOK Guide’s which perceives people are entirely hierarchical, and also process driven (Antunes and Gonzalez, 2015). Moreover, in systems thinking perspective, site managers and project managers are urged to perceive organizations as living systems, defined by a set of complex internal, as well as external connections and relationships (Garajedaghi, 2011). This system has significant inputs, outputs, and also transformational processes. It focuses majorly on the organization wholly, and also the inter-relationships of behavior, and structure that are within the organization. This system of systems theory establishes the concept of open and closed management systems, and it notes that the survival of a given organization depends on active exchanges existing between individuals and the organization, or the organization and the environment that it operates in (Garajedaghi, 2011). On the other hand, the complexity system depends on openness, multidimensionality, emergent properties, as well as counterintuitive behavior. Site managers and project managers find it difficult to quantify project complexity precisely. In accordance with the writings of Project Management Institute (2013), there are causes, which lead to project complexity, and they are categorized into three, including human behavior, ambiguity, as well as system behavior (Livesey, 2015). The PMBOK Guide tries to address this by attempting to standardize each process, in order to ensure that all processes are linear as required, whilst also recognizing the fact that certain processes happen at various time intervals during a project’s life cycle (Selye, 2013). This acts as evidence, suggesting that the paradigm of shift is mandatory for managing complex projects, which is distinct to the management of traditional linear projects management processes.

Bakhshi et al. (2016) provided 14 definitions, which aid in determining what project complexity is, in their literature review. In conclusion, they defined a complex project as an intricate arrangement, which involves varied parts, and in which case, the elements can change, and also evolve constantly, thus, posing an impact onto the objectives of the project. Blanchflower (2014) looked at the measurements of complexity, based on task, technology involved, information, organization, goal complexity, as well as environment. In line with this, Bakhshi et al. (2016) put them into three categories, which included the PMI view, the views that had been developed from the analyzed research papers, and the system of system view. Overall, this study purposed to choose the complexity categorization, which was considered to be more suitable to construction projects, as recommended by Leung et al. (2015). They were categorized into the following types; structural complexity, technical complexity, directional complexity and temporal complexity.

2.3 Construction project stressors

It is significant to note that being a site manager and a project manager is the most tiresome and stressful job in project management, owing to the fact that these two professionals are responsible and accountable for the failure, or success of a construction project (Wang et al., 2016). Significant to take note, is the fact that stress is a major risk factor, which imposes a variety of health implications. Moreover, the chronic characteristics of stressors are regarded as a significant factor when considering the development of forms of stress-related pathology (Turner, 2007). Various research studies confirm that site managers and project managers undergo a lot of stress and consequently, they suffer from it. The overall stress level often considerable, and in most instances, it shows significant evidence of “burnout,” when it becomes extreme (Sunding and Ekholm, 2014). In the year 1980, Albrecht pointed out the primary stressors, which site managers and project managers face within a project, and they includes time constraints, concerns regarding the future (he referred to these as anticipatory), situational, as well as people (he referred to these as encountered) (Albrecht, 2008). Based on the same line of thought, Rezvani et al. (2016) expounded on these factors more explicitly, and noted them as unrealistic timelines, working in a systematic matrix, in which project managers and site managers fail to have full control of the required resources, lack of equipment, or human resource. Moreover, proliferation of significant virtual teams, as well as a cross-cultural influence, conflict in the organization, as well as project management) (Müller and Turner, 2010). The notable outcomes of construction projects are being made more accountable to stakeholders. Owing to the fact that these stakeholders often see the construction progress, another perspective of stress in the project is added (Mir et al., 2014). Livesey (2015) identified 33 stressors that affect employees and they cover aspects such as working relationships, personal factors, organizational policies, as well as communication (Mir et al., 2014). Based on their conclusion, they noted that the biggest stressors included bureaucracy, insufficient opportunity of learning new skills, different viewpoints from supervisors, as well as work-family conflict (Konstantinou, 2015; cited in Antunes and Gonzalez, 2015). Whilst there are certain incidents such as vanishing of valuable resources, certain organizational tasks take more time, as well as energy that they were planned for, duties and objectives cannot completed, resources are not assigned, amongst other factors. These often influence an individual perception regarding project-working conditions (Garajedaghi, 2011). A project access to significant ‘resources’ is noted to cause the biggest stress, and as such, trusted teams appear to be at their best defense. This then denotes that Garajedaghi’s study is not only focusing on project and site managers, but also clients, team members, contractors, as well as consultants. Evidence from literature review also notes that experience, cognitive perception, as well as genetic makeup of situations vary the effect of stressors in a construction project. An individual’s personal ambition, and also, social expectations influence the levels of stress in project managers and site managers. Bowen et al. (2014) purposed to gather data, based on an online questionnaire. In his study, he sampled 676 architects, quantity surveyors, project managers, site managers, as well as civil engineers. The results from his study indicated that there is a significant relationship existing in occupational stress, and this is related to the imbalances of work-life, the dire need of an individual to “prove” self, long working hours, working on tight deadlines, and also, support from various line managers in demanding work situations. Chen et al. (2017) point out that the role of project managements, especially in a case that involves multitasking is often challenging, and is characterized by significant, yet tight working schedules, multitasking, coordination of resources, multi-faceted negotiations and the dire need of taking significant responsibility. Various scholars such as Guo et al. (2019) investigated the psychosocial work aspects, especially in a multi-project setting, and they also investigated how site managers and project managers in the construction industries viewed their working situations. These authors noted that just a third of the entire 392 respondents were experiencing “project workload” and in this case, it was defined as poor adherence to working time schedules, little skill development, less improvement activity, as well as higher levels of the reactions of psychological stress. In this regard, it was evident that stress was majorly caused by four significant factors, which include lack of enough opportunity meant for recuperation, scarcity of time resources, inadequate routines, and also, more simultaneous projects (Sunindijo & Kamardeen, 2017). The table below indicates a brief summary various project stressors:

2.4 Recognizing stress

Stress is noted to have various observable symptoms. However, site managers and project managers recognizing that they are under stress is highly germane to this study. Omar et al. (2018) note that there are many project and site managers who have prematurely grey hair, and also take antacid pills, because they are aware of the consequence of stress. In most instances when site managers and project managers feel overwhelmed, they often ignore the warning signs, and as such, they insist that they are not experiencing stress, yet this often results into bigger health conditions, which interfere with job performance, as well as satisfaction (Enshassi et al., 2016). Previous reports indicate that some stresses are unplanned and also unforeseen. A good example is personal stress that can arise, owing to serious illness of a family or team member, and this can even take a priority attention when handling construction projects. Research by Aryal et al. (2017) indicate that stress, as well as over-secretion of hormones that are associated with the body often deals with stress, yet often negatively affects the functioning of the brain. Noteworthy, emotional liability is recognized as stress, owing to the fact that it stimulates a sharp reaction, such as sadness, anger, or even happiness (Sherratt, 2018). Aryal et al. (2017) indicate another recognizable stress that project managers and site managers often ignore is presenteeism. This is a term that is used in describing workers, who fail to turn up for work, owing to reasons such as they are worried about job security, letting people down or even performance targets. Notably, Leung et al. (2015) note that such constitute mental distress, which implies that project managers and stress managers might be present at a construction site, but are not in a position of fulfilling the full efficiency of a work. Noteworthy, when such happens, it is evident that their productivity fails, and there emerges increased risk of errors, as well as accidents that that may result, due to lacking concentration. In accordance with the provisions of Tabassi et al. (2016), if a worker has a significant considerable knowledge at a workplace, and at the same time strives to handle it, it simultaneously reduces the worker’s rate of absenteeism, and this increases the level of stress in project managers and site managers.

2.5 Coping with Stress for site managers and project managers

Notably, construction site managers and project managers, having different personalities often make risk assessments and thus, develop various different risk management strategies. It is significant to take note of the fact that a negative correlation exists between the level of control that someone has over his or her job and the level of stress that he or she perceives. In other words, low control consequently leads to high levels of stress (Zheng et al., 2016). The results from studies regarding a person’s appraisal on the amount of control they have indicate that there is a tendency for project managers and site managers to appraise stressful situations, which require more information, as well as control. The study of Aitken and Crawford’s (2007), was of the view that site managers and project managers often use more active and also planning coping strategies in instances where they are dealing with stressful situations. Notably, the results of this study also indicated that project and site managers appraised their stressful situations as requiring more information, and also controllable (Naoum, 2016). Historically, there were leadership theories that focused on an individual leader, whilst considering his or her traits, thus making a deeper detail on subsequent leadership theory, purposing to explain the context of leadership situation, in considering personal attributes, to interpersonal relationships, as well as intellectual exchange. Scholars such as Aitken and Crawford’s (2007) recognized that site managers and project managers need intrinsic characteristics, in order for them to cope with uncertainty. It is also significant to note that researchers aim at exploring the concept of emotional intelligence, as well as the need for site managers and project managers to be socially, and also technically competent. The competency profiles of project managers and site managers often vary based on the type of project that they are conducting (Zheng et al., 2016). However, they rely on their ability to think in a critical manner, thus, aiding in influencing and motivating people on their trait of consciousness. Site managers and project managers perform better, and also stay longer whilst performing their role, especially if their personal characteristics purpose to meet the requirements that are needed of their positions (Leung et al., 2015). There is also a debate, which questions whether project managers and site managers self-select, in order for those continuing in this role have a personality type/temperament that can enable them to management projects and also stress. In this regard, studies conducted by Leung et al. (2015) support the idea that site managers and project managers use more active, and also planning coping strategies when handling stressful situations. The use of significant planning strategies relates to the level of practice that they are exposed to in the project management (Represented by the maturity of the organizational project management) (Sunindijo & Kamardeen, 2017). Other studies focus on the leadership styles adopted by the site managers and the project managers. Sunindijo & Kamardeen (2017) concluded that transactional style is appropriate for projects that are relatively simple and more transformational leadership styles are more significant if used in complex projects. Notably, transformational leaders often operate effectively in a rapidly dynamic environment through working with their teams in generating creative solutions to various complex problems, whilst also encouraging them to handle a broad range of responsibilities that are gotten through leadership (Zheng et al., 2016). Transactional leaders tend to work within the required system are in most instances, they are motivated by the dire need to meet the organizational objectives. In most instances, they use reward, as well as punishments in gaining compliance from those they lead, thus, enabling them to be more directive and also action-oriented (Guo et al., 2019). Of importance to also take note of is the fact that optimism plays a significant role in site and project managers’ ability to cope with their working environment. The strength derived from emotional competency of self-awareness, motivation, influence, emotional intelligence, consciousness, as well as influence is important in ensuring successful projects (Guo et al., 2019). Notably, high emotional intelligence is as well considered to enhance a positive attitude for site managers and project managers, thereby, leading to project success, trust, as well as better job satisfaction. Emotional intelligence refers to the capabilities of an individual to recognize his or her own, as well as other people’s emotions, thereby, allowing the person to discern between different feelings, thereby, labeling them appropriately, to using emotional environments in guiding thinking, behavior, and also to manage or to adjust emotions, adapting to environments and ultimately achieving one’s goals. Having to train in emotional intelligence should be considered as a worthwhile exercise for site managers and project managers who have a positive relationship with the success of their construction processes (Mir et al., 2014). Emotional intelligence is also regarded as a positive relationship that enhances job performance, as well as job satisfaction. Various scholars such as scholar also indicate in their writings that specific work-related characteristics, which include work experience, age, level of education, and project size, influence the psychological adjustment of site managers and project managers, to enable them to cope easily with stress in construction (Livesey, 2015).

2.6 Conclusion

Based on the provisions in this chapter, it is significant to note that the information provided on the complexity in construction, project stressors, recognizing stress, and how project managers and site managers cope with stress have been deeply expounded on. This then provides significant backed-up information, which will aid in the subsequent chapters (especially the discussion chapter). The following chapter is the methodology chapter, and it provides detailed information on how data was collected.

3.0 Methodology

3.1 Introduction

This chapter purposes to meet the objectives, research questions, and consequently, the aim of the study by focusing on the research design, as well as methodology adopted in this study. This paper will first provide the research design. This will be followed by the sampling strategy, interview, and the procedure for data collection. Following this, this chapter will provide the concept of reliability and validity, as applied in the research, followed by the ethical concerns, and finally, a definitive conclusion will follow, in order to summarize the content of the paper.

3.2 Research design

In exploring the stress that project managers and site managers encounter in the construction industry, there are difficulties encountered, being that they are all-encompassing and also multi-faceted in nature. In this regard, Silverman (2016) suggest that qualitative research method is useful, as it focuses on naturally occurring and ordinary events in an environmental setting, thus, enabling the author to handle what “real life” is like. In this regard, this study used qualitative research. The qualitative data was collected with significant “groundness,” as it discussed specific experiences with the project managers and site managers directly, in a context, which allowed them to understand, express, and also interpret their opinions (Houghton et al., 2015). Notably, an analysis of the conversation between the researcher and the respondents enhances the development of significant themes, which purpose on reflecting on the richness, as well as truths, that are far more than the mere snapshots, which could as well be gained from any form of survey, quiz, or even questionnaire. It is significant to take note of the fact that qualitative research methods have an emphasis on experiences that are appropriate for locating various meanings around various events, social contexts, as well as concepts in a unique environment that project managers opt to experience (Gaber & Gaber, 2018). In addition, this study used the literature reviews that had been provided in the previous section, to act as a benchmark, on what has been identified on project complexity, causes of stress, recognizing stress and coping mechanisms of site managers and project managers within the construction industry (Friese, 2019). The review of the literature assisted in planning the entire narrative of the actual research, precisely, what questions needed to be asked, and the manner of opening the conservation. In a bid to providing the measure of complexity, the kind and type of project that the site managers and project managers were involved in, their experiences, the respondents were asked precise questions when the interview commenced. Silverman (2016) suggest that once the qualitative data had been collected, they were turned into general discussion, whilst considering the questions that had been provided by the researcher. All the participants volunteered to provide their time, despite having heavy workloads, and as such, they were as well willing to provide frank answers and open discussion. Overall, it is significant to take note of the fact that qualitative research should be purposive, rather than random and in this regard, just a small number of interviews can be accepted, owing to the fact it that the conversation is often in depth and majors on a precise context (Silverman, 2016). The boundaries of this study were based on the desire to study site managers and project managers within the UK construction industry. The titles of site managers and project managers are in some instances misnomers, thus bringing forth the debate as to whether project management and site management are still open. Site managers and project managers within the construction industry come into the area, whilst they have a background of construction management, engineering, or even other disciplines. In this regard, it was significant to take note of the fact that the attributes of the site managers and the project managers for this study were determines, prior to the commencement of the research process.

3.3 Sampling strategy

The respondents in this study were 5 project managers and 5 site managers. All of the selected participants had at least 6 years of experience or more in managing construction projects. The youngest participant incorporated for this study was 24 years old. This group of participants was selected solely from the UK, and they purposed to provide a valid example of what happens in the UK construction industry. The reason behind this claim is the fact that the UK is regular for many construction managers (this includes some participants that were used in this research) moving and working around the UK, thus implying that they have extensive experience interstate. In addition, it can be deduced, based on the study of Silverman (2016), that the construction industry depicts significant consistency, on a national perspective, thus, the UK purposes to provide a perfect example

3.4 Interviews

Based on qualitative research, this study used semi-structured interviews, owing to the fact that they provide the participants with a significant opportunity for providing their thoughts and opinions regarding a specific subject. The research questions that were used were general, and they also required the participants to explain into detail and describe their experiences with stress in the construction industry. The semi-structured interviews were regarded as most appropriate for this study, majorly, owing to the fact that they drew knowledge, as well as experience of the participants (Glaser & Strauss, 2017).

3.5 Research procedure

This research study used grounded theory, which was aimed at getting the participants to express themselves freely, and talk generally about their roles, in the management of complex construction projects, the risks involved in them and also the stress that they encounter (Silverman, 2016). The conversation between the participants and the researcher were recorded, and later analysed, based on the themes that were derived. It is significant to note that the participants came from non-residential building, heavy, as well as civil engineering construction and a construction services. Notably, most of them were working in a mix of both private and public (government) organizations. All of the participants, except just one, worked with construction projects that are greater than £1 million, with 9 of them managing construction projects that are greater than £100 million. There was no significant difference that was revealed, based on qualitative analysis between the group of participants (experience or project size), and this is seen in the extracted quotes that will be further explained in the ‘results and discussion’ section.

3.6 Reliability and validity

Reliability refers to the measurement of consistency and also stability, in which various data collection instruments target at examining the problem experienced in the study. Notably, there are tests that are commonly used in measuring reliability and as such, they include the test-retest, and the split-half reliability. On the other hand, it is worth noting that validity test is a test, in which various data collection instruments purpose to enable the researcher to ascertain whether the correct concepts are being measured (Friese, 2019). In this regard, a researcher should be obligated to ensure that the following aspects are attained. They include the validity of the content, construct validity, as well as the criterion validity. In a bid to achieving the construct validity, it is significant to take note of the fact that the researcher of this study ensured that the study findings were similar to the findings, identified from the pilot study that had already been carried out before conducting the actual study (Glaser & Strauss, 2017). Moreover, in a bid to achieving reliability of this study, the researcher of the study ensured that the questionnaire that was to be given to the participants were pre-tested with one participants, thus aiding to authenticate its reliability. Of significant to note is that the pre-testing was carried out, using a different participant that was not to be engaged in this research, and this prevented any form of influence on the participants of the study before the actual research was carried out (Glaser & Strauss, 2017). In addition, the researcher also ensured that the reliability of the study was attained through assuring the participants that any comment that they would provide, any opinion, or vital information would be regarded as their sole decision, and this then created the need for the information provided to be treated with utmost confidentiality. Whilst considering the fact that timing was notably, as critical issue in this research study, the participants were provided with ample, and also, appropriate time for answering the questionnaires, in order not to interfere with their usual daily schedules.

3.7 Ethical considerations

The participants were assured that the responses that they would provide in the research questionnaire would be treated with utmost confidentiality. In this regard, their responses were only to be known to the researcher. In line with this also, it was evident that the respondents were assured that once the analysis of their responses was completed, the answered questionnaires were to be discarded. In facilitating confidentiality, the questionnaires were significantly designed in a manner that they did not require the respondents to jot down their personal details (Friese, 2019). Moreover, the respondents were granted the opportunity of withdrawing from the study whenever they felt like changing their mind on the same. In case such happened, the participant’s input that could have already been collected would be discarded with an immediate effect. It is significant to take note of the fact that the aforementioned ethical approval practices

3.8 Conclusion

Based on the provisions in this chapter, it is evident that the methodology has provided significant information that aid in supporting the next chapter, which is the results and discussion chapter. This chapter has provided a guideline, which is necessary in answering the research questions, meeting the research objectives, and consequently the achieving the aim of the research.

4.0 Results and discussion

4.1 Introduction

This chapter provides the results and ultimately, the discussion of the responses provided by the participants. Notably, these will aid in meeting the aim of the research. This chapter will start by providing the general profile of the participants, then an explanation of the grounded theory, which aid in providing a detailed explanation of the responses of the participants and a discussion of their provisions. These are as provided below:

4.2 The profile of the participants

4.2.1 The work experience and designation of the participants

This study used a total of 10 participants and of the ten, five of them were site managers and the remaining five were project managers. These participants managed complex construction projects in the UK. Two of the project managers, two were senior project managers, one was a principle manager and the remaining two were just project managers. On the other hand, of the site managers, three were senior site managers, whereas the remaining were just site managers. The highest recorded work experience was 25 years, whilst the least was 6 years. This data is as presented in the table (2) below:

4.2.2 The industry type/ main projects

One of the participants noted that they work in residential building construction, four non-residential building, three heavy and civil engineering construction, and two in construction services. This data record is as provided below:

4.2.3 Complexity of project

Notably, each of the partiticipants were asked to scale their level of complexity that construction projects have. One of the participants noted that the complexity of the project is temporal, three of them noted that it is directional, four of them noted that it is technical, and two of them also noted that it is structural. The four types of complexities from level 1 (low) to level 10 (extremely high). Temporal complexity was noted to be only 5.04, thereby, implying that time prssures was not to be regarded as so much relevant to project managers and site managers. This is as presented in the figure below:

The following word cloud was formed, based on the comments of the respondents, thereby, providing significant insight into the words used in describing stress that is related to their roles. This is as presented in the figure below:

The perception of the respondents was that the level of complexity attached to a construction project is continually increasing and notably, this adds the level of stress to the roles of site managers and project managers. The following are the examples of the comments provided by the participants

4.3 Increasing stress

The participants noted the following:

“We experience the pressure of having to perform on very tight deadlines, and the implication accompanied by this is very high. I acknowledge that the bigger the project, the much the risks that are noted, and the bigger the risks involved. As such, if something is notably missing, then the implication involved is millions of dollars, or it might make someone to be seriously hurt.” (P5)

“Well, it narrows down to my role. My role is a stressful one. I believe that there are some of my colleagues that take it on board while others consider the approach they have towards it But it is very stressful, because you are carrying the can and I guess on projects that are bigger. For this, much risk are identified at the fore. In terms of accountability, it requires that I be in position always, to have something ready and to consider everything. That’s where the risks come in, and in managing that, we have some contingency put in place, but certainly, I can assure anyone that it is very stressful” (P7).

“So, yeah, it is highly stressful. We are playing with other individual’s money, time, and we are as well put in charge to manage other individual’s expectations. In this case, if we get it all wrong, then we would be considered responsible for the hurt” (P10)

4.4 Complexities are increasing

Based on this subject, the following are some of the comments provided by the participants:

“The construction project has joint ventures, and for this reason, you have to get xxx xxx, like engaging in a joint venture to construct, and there are three companies that do the joint ventures on design, thereby, implying that I have to deal with many people, from varied backgrounds, you got to try and understand. Construction projects entail a definite structure on the manner in which all operations are conducted and it entails things like who’s looking after what are other things like that” (Structural complexity: P5)

“…the reason for legacy drawings is constrained with huge risks for us, owing to the fact that various drawings were established in the early 60’s and 70’s. The most unfortunate thing is that they have maintained, so I need to be speculative when I am doing underground work, as we have to do ground penetration prior to digging the hole, as we will have to hit things that should not be hit. Based on structural complexity, I’d just say 8 out of 10” (Structural complexity: P6)

“Hidden agenda, and also ambiguity, that is actually linked to the structural perspective of certain things, which are at the top” (Directional complexity: P1)

“..But the kind of job we do it bigger in size and this is quite complex. For instance, we have just had to fly a group from Span to sort out some problems. In this regard, I give technical complexity a nine” (Technical complexity: P2)

“There are lots of innovations that have to be done and also a lot of melding of the old technology with new technology, and to get it working with incomplete documentation, as well as design” (Technical complexity: P3)

“…We have a dynamic environment from one time to another…, if there is an emerging issues and which especially is an environmental issue, then it can easily be constraining” (Temporal Complexity: P4)

“I am thinking that a construction project is an evolving thing, owing to its scope. You’ll definitely know the full scope of the project even before you start. In the real world, yes you might think you do, while in reality, you don’t” (P5)

“.. We often tend to consider more complex projected and by complex, what I mean is things in the project that should be managed, and which international projects should be worrying or not worrying about them, but should take into account the ethnic, as well as religious aspects, plus all other sociological and parameter sorts with people” (P9)

The participants of this study identified what they meant by their major stress factors. Notably, they jotted them down as working in complex systems, in which site managers and project manager fail to have full control of various resources, lack of human resources and equipment, lack of sufficient control, as well as increasing accountability. In this regard, the participants worked towards developing their personal techniques, in order for them to moderate the increasing complexity, as well as the stress that they encounter in their construction projects. They appraised projects as controllable, entailing an optimistic attitude, and can need the undertaking of an active planning.

4.5 Stressors in roles of site managers and project managers

Based on these subjects, the participants provided the following comments.

4.5.1 Lack of resources (equipment/ human)

“I think people often purpose to do more with the little that they have and that ultimately leads to increased stress levels” (P4)

“Or my biggest source of stress in the construction projects that I manager, is probably because of resourcing across various projects, and whether I do have ample time of doing things properly” (P5)

“… because resource often constraints actually, as there are a lot of them” (P6)

4.5.2 Lack of control

Some of the comments from the respondents were as follows:

“The causes of stress include bureaucratises, and politics” (P10)

“The biggest thing that I can say, causes me stress is things happening beyond my control. I like it when things go smoothly, but hate it when something hits you out of your control” (P9)

“I have a high ambiguity tolerance, but when faced with high pressures, that often doe not sit well. So I am usually comfortable with the don’t know staff, as I can deal with it and some kind of that staff. Just ambiguity and uncertainty bother me. The more I know, the more comfortable I get, and the more I know, the more relaxed I often become, and the less stress I have” (P8)

“I guess the things costing me most are things, which are beyond my control, last minute changes, and last minute demands from my customers” (P5)

4.5.3 Increasing accountability

The participants responded as follows:

“It’s increasing definitely. I think I will have to say that becasue there is more justification around the expenditure of construction projects, whatever we do in the community should be regarded with a higher profile. The areas that I got involved in, so… If anything is wrong I will be contacted and normally at that point, I find it very difficult” (P8)

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4.6 Site and project managers’ ability to manage stress

Everyone is after a result. What I mean is that nowadays, someone can tend to be stressful and in belief that others will perform to some level or even better, then if they don’t perform it depends, Notably, everyone is different and if they take such differences of board, then you just allow it, although it becomes very stressful” (P7)

Site managers and project managers when discussing stress management had their focus on certain issues such as experience, reliable systems, teams, trustworthy, as well as competent colleagues. Significantly, their experience provided them with a perception, which enabled them to manage project complexity and adapt to various dynamic situations. The experience levels in construction projects is notably a decisive factor in the manner in which project members tend to react to a given situations. Additionally, based on their trustworthy teams that they support for significant information, it is significant to note that they saw the stress involvement in their work and laid it their job on people management. As such, the attitude of the team determines how stress will have to be handled. On depending on reliable processes as well as systems, it is evident that the respondents has developed their organizations in a way that they can be able to easily manage uncertainty and reduce the level of stress that they experience. Significant to note, is that fact that some of the participants relied on those processes and systems that were implemented in their organization, whereas others purposed to enhance these with their personal processes, which thus, enabled them to feel much comfortable that they were having enough information, which could provide them with significant confidence. Lastly, the participants perform best when it comes to sourcing information and seeking for experts. This is regardless of whether it might be part of their organization, paid experts, or even google. These themes are as provided in the comments below:

4.6.1 Appraise stressful working conditions as controllable

The respondents provided the following comments:

“If you have more experience, anxiety slowly goes down and this comes with a lot of challenges as they anxiety might come back again” (P10)

“…The stress that is generated by risk. If I am able to capture and also understand certain risks earlier, then it becomes very easy” (P3)

4.6.2 Optimism

The following were the comments of the participants:

“For a fact, we are expected to manage what we know. This is because we are not in a position to manage what we do not know” (P1)

“I think if a thing goes wrong, then that’s probably it. In almost a quarter a million of project, it is true that not even seven million pound projects are big enough to show ball things and as such, go catastrophically wrong” (P3)

“Essentially, we take stock of a given situation, settle down, have a look at it, consider what should be done and work with what is already there essentially” (P6)

“I have subcontractors that have told me that they want to see me lose for even a day as they have never seen me in a stressed more. This is my personal trait. The problem continues to tomorrow. There is no point in I don’t see the reason for losing sleep because of something. This is probably my personal way of siding with certain things and with that I think if one remains calm and relaxed, the person can sit back, consider a bigger picture, and move the pawns in the construction project, thus, getting necessary things done” (P4)

“Yes because to some extent I encounter pessimistic people in my working site and all they think about is that when it gets too tough, it ends in death, which it might. However, it reaches a point where you overanalyze various unknowns, with the likelihood that it is what is going to happen. So let us not focus on this one with a million unlikely event. We should drive our focus towards the likely unknowns. With this it is clear that paralysis can be known” (P8)

“That you have not encountered before, and yet you have to be adaptive enough to try it out until it works” (P5)

4.6.3 Active planning

The participants commented in the following ways, based on this subject

“I put much effort in construction project plan normally, owing to the fact that it forms the base where I need to start strategizing my thinking and plan, to the best that I can. The process as well as methodology is some sort of things that I need to put into consideration” (P7)

“Planning of a project or everything should be considered as the utmost priority. It is significant to set the right foundation and thus, the construction will automatically stay up. If you get a wrong foundation, the building will collapse” (P8)

“Basically, the existing conduit between different parties that aim at making sure that every individual has the right information that they are all working towards is of utmost significance” (P5)

4.6.4 Experience

“If you have more experience, anxiety slowly goes down and this comes with a lot of challenges as they anxiety might come back again. I guess with more experience, someone gets to a point where he or she knows it will still be persistent tomorrow. So you have to, oh there are a times where you do, yeah you should be obligated to take your work home, and have a thought about certain things. But on good jobs, life is considered to be more flexible, yet obviously when you have complex jobs, it gets you weary and you forget about your personal life, as it consumes you a lot. But I guess that the point where experience comes in. You have to be able to manage things effectively, and let go of others that consume you. Like I mentioned earlier, they will be persistent tomorrow” (P10)

“I can say that it gets less, when one has more experience definitely. I was stressed two years ago than I am presently” (P6)

“To be honest, I am as good as having experience” (P6)

“.. With experience, the anxiety, but do not worry much on anxiety, as it decreases with time but the organization can have significant preparation but as it is said, if something is meant to happen, if you decide to go back on it, then you do not have checks. There you can go saying, “Has this guy been able to do something that is reasonably practical?” Obviously, the answer would be yes, why should I have much worry? (P10)

“I find that working with younger team members, like for instance, we have so many young people working with me. You people do not handle construction work well, as compared to experienced people (P2)

“It depends on the confidence that one has the level of experience he/she had. So initially is was a lot more stress as compared to now, as I can foresee certain things that are happening and can really fix those going the wrong direction. But when I was younger, I found it stressful as I did not know what to do. It was so much panicking” (P1)

4.6.5 Relying on teams

Some of the participants provided the following comments:

“Construction work is done as a teamwork and I am fortunate that if I am working on big project, I do have a team that we pull together and can be able to make certain discoveries, or even uncover certain risks, which might be encountered” (P1)

“Yeah, I normally engage my team as I cannot do it alone” (P6)

“I would say that construction work is all about a team. If you have a team that you can be able to trust, and can listen to you, I think that is the best way construction work can be managed, especially when there is need to avoid certain risks in all situations” (P5)

“Personally, I have not yet picked up everything and I can dare say that I will not miss either. I prefer working with a team as e maneuver our ways through the construction project. It is not a one-person thing. For a construction to be successful, a group of people to stick together and collectively comes up with something like, “our risk register” (P6)

4.6.6 Good systems, people, and processes

“It helps so much to have systems, processes, as well as people in place. Notably, if they are missing that that implies that you are managing a construction project without sufficient support, thus, making it a lot more different and also very stressful. So I would like to consider a collaboration of more than a single person in project management. It is notably a single point person, especially if you like being a manger that is capturing lots of different ideas from different persons” (P3)

4.6.7 Gathering information and expertise

Some of the participants commented on the following:

“…magnitude and ambiguity are the issues which bother me the most and the more I know, the more confident I usually become. And the most relaxed I also become, and the less stress, I also become. I should say” (P2)

“Yeah, good is my great friend. For instance If I intent to build a pump station or build an air warfare destroyer, which is a construction facility, I will look at previous examples, and as such, read through the provisions on the social media. This is how relevant google is to me” (P8)

It is also significant to note that an additional copying strategy that most of the participants provided was a sense of humor, which enabled them to have a deflection of the stress caused by the humor that comes with expressing oneself. This is accompanied by certain quips like “stress builds character” or “You have good days, you have really bad days just like any other person. Yes, we have days where we’re wading through various puddles and days when waves are ten-feet high”

5.0 Conclusion

The aim of this paper was to explore the detrimental effects of stress, and to determine how it affects site managers and project managers in comparison. The findings of the study indicate that stress levels are presently increasing in construction projects and this correlated to the increased level of complexity that site managers and project managers experience in the construction industry (Houghton et al., 2015). Notably, the level of stress is also noted to correlate closely with the uncertainty degree, as well as corresponding with the level of project complexity. A sample of site managers and project managers, based in the UK were interviewed and it is evident that they are experiencing increased structural, and technical/ directional complexity, but lower temporal complexity in their construction projects (Leung et al., 2015). This study concludes that what site managers and project managers perceive to be causing stress is consistent with various issues that have been identified in the literature review. There is lack of sufficient resources, lack of control, as well as increasing rates of accountability. On the other hand, there are also internal stressors, which include bureaucracy, lack of significant opportunity to learn new skills, work-family conflicts, as well as different point of view from the superiors, personal ambitions, and work imbalances, amongst other factors (Konstantinou, 2015). These were turned into themes, which were discussed in the qualitative analysis of the interviews between the researcher and the participants. Experienced site managers and project managers that were interviewed developed mechanisms that could help them to manage stress. It is significant to note that the participants appeared to be empowered as a team that provided a broader view, which confirmed that fact they are in total control of their roles and as such, they hold an empowered and also an authorized positions in their construction projects (Hosseini et al., 2014). The coping strategies that were identified in this study included a tendency of the site managers and project managers to appraise stressful conditions/situations as controllable and also manageable. The participants also demonstrated optimism, as well as emotional intelligence and as such, they undertook active planning strategies in instances where they needed to provide their leadership skills, in order to find solutions easily (Livesey, 2015). Stress was noted to be moderated, based on the experience of the site managers and the project managers, as with experience, it is notable that they purposed to share it with their various teams, have reliable systems, and processes. They were also effective and start at making additional sourcing information, data, as well as people that assist them in making reliable decisions.

Managing the stressors has been identified as the role of the site managers and project managers and notably, pressure increases when there is increase in complexity, as well as uncertainty that surround various construction projects. Overall, it is of great significance for academicians and practitioners to assess various ways that can be adopted in avoiding complexity, or reducing its effects on the role of site managers and project managers (Livesey, 2015). Significantly, stress levels can be reduced effectively by reducing the frequency of engaging in stressful situation by developing the site and project managers’ experience, providing supportive structures and also enabling/ assisting the site managers and project managers to access reliable experts, in order for them to be able to assess and also manage uncertainty effectively. Moreover, it is significant to take note of the fact that recruitment, provision of training and enabling site managers and project managers to adjust and also to manage various stressful situation psychologically is paramount (Leung et al., 2015). This is because it enables site managers and project managers to acquire significant and appropriate confidence levels, optimistic attitude, as well as develop significant practical leadership tools that include active communication, and active planning.

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