Investigation On Effect Of Psychological Empowerment On Human Capital Contribution Of The Construction Project Manager

Organizational Behavior studys the relationship between human behavior andpsychological discipline in the organizations. It changes the employee performance and workattitude through the affect of mentation on the beviror. Incentive is the core of organizaioanlbehavior. In the field of construction engineering，as a project manager，it is of necessity tocomplete the complex and uncertain task and take into account the requirements of bothcontractors and owners, which has a crucial impact for the smoothness of the project. Themethod of motivating project managers becomes a key factor to ensure the project’s successand the basis of incentives is to evaluate the work of the project manager. However, thecontribution of the project manager’s job can not be fully evaluated through existing humancapital measurement model, which results in a waste of human capital and a dilemma toachieve the effect ofthe excitation. Thus re-building of the human capital contribution isimportant for project manager. Psychological empowerment as a psychological variable caninspire employees to improve performance, whose human-oriented research exerts a positiveemotional response and eliminates negative work behaviors effectively in order to improveindividual performance through various factors.In the thesis, through social exchange theory,the research sets up a model of the relationship between psychological empowerment andhuman capital contribution and explore incentives to improve the human capital contributionof the project manager.The thesis uses the Strategic Human Resource Management theory to build the model ofhuman capital contribution, indicating that the model contains contextual performance, taskperformance and strategic performance, and the development of relevant scales.On this basis,it presents four hypothetical models, comprising the establishment of a psychologicalempowerment and human capital contribution, psychological empowerment and contextualperformance, psychological empowerment and task performance and psychologicalempowerment and strategic performance. It conducted a questionnaire survey in Beijing,Tianjin, and Jiangsu Province, collecting237valid questionnaires. The thesis conducted thetest of reliability, validity of variable measurement scale based on sample data and structuralequation model was used to test various theoretical assumptions in this paper. The resultsdemonstrated that: Social capital contained three dimensions, including contextualperformance, task performance and strategic performance; Psychological empowermentshowed positive correlation with human capital contribution; Psychological empowermentshowed positive correlation with the four dimensions of contextual performance;Psychological Empowerment showed positive correlation with strategic performance;Psychological Empowerment showed positive correlation with two dimensions of taskperformance. In the thesis, when doing these studies we conducted research from both contractors andowners, changing the phenomenon that usually ignore the impact of the owner to the projectmanager previously. In addition, the thesis presents necessary demonstration of therelationship between psychological empowerment and project manager by using empiricalanalysis, providing reference and support for the project manager’s incentive practices andimproving human capital utilization in China’s construction engineering.