Resumo

EMUZE, F A  e  SMALLWOOD, J J. Management concepts and project performance: perceptions from the South African public sector environment. J. S. Afr. Inst. Civ. Eng. [online]. 2013, vol.55, n.2, pp.21-28. ISSN 2309-8775.

The thrust of this paper is to examine management strategies that could engender performance improvement in construction. Using the South African infrastructure sector as the geographical limit of the study, the research reported upon emanates from a quantitative study that was underpinned by the review of related literature. A survey was conducted among general contractor (GC) members of the South African Federation of Civil Engineering Contractors (SAFCEC), consulting engineer members of Consulting Engineers South Africa (CESA) and selected public sector clients. Based on inferential statistics, selected findings show that inconsistent and inadequate risk allocation and management practices could lead to inappropriate choice of procurement strategy. Inadequate documentation and transfer of experience and performance could also result in limited organisational knowledge, learning and transfer. The lack of delivery management skills within public sector establishments could result in poor execution of projects, and an inappropriate organisational culture among project partners may lead to resistance to the changes that are necessary for inculcating performance improvement. Although these aforementioned perceptions pertain to a limited number of respondents, especially the individuals working for the clients in the public sector, their views are insightful. As most of the participants were generally involved in public sector construction projects, their opinions can point to a way forward.

Palavras-chave : construction; infrastructure; project performance; South Africa.

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