The purpose of this paper is to compare the performance levels of small scale local government contractors (SSLGCs) in northern part of Nigeria with international practice. Previous studies focused attention primarily on benchmarking the performance of contractors, but were mostly conceptual rather than from empirical findings. This continuous to pose a challenge to the sustainable development of the construction industry, particularly, in developing countries like Nigeria. There is therefore a need to identify, assess and compare performance practice levels of small scale contractors.
The performance of each contractor was evaluated using a five-point Likert scale used in obtaining mean performance levels in respect to three classes of performance practices. A questionnaire survey was administered to major parties in the industry; clients, contractors and consultants who were selected by using a proportionate stratified random sampling technique. The contractors’ performance was compared by using ANOVA with post hoc.
The results indicated that the SSLGCs in Nigeria were average performers and there were effects and differences among the various contractors’ levels of performance with international practice.
The study is limited to SSLGCs in northern part of Nigeria.
The study provided the criteria for evaluation of SSLGCs’ performance in Nigeria and other developing countries that faced similar problems.
The study created bases for self-evaluation and competition among small scale contractors in Nigeria for the enhancement of productivity particularly in rural areas and general national development.
This study emanated from the governmental reports and past researches in the area of performance management on the persistence of the poor performance of small scale contractors in construction industry.
Gambo, N., Said, I. and Ismail, R. (2016), "Comparing the levels of performance of small scale local government contractors in Northern Nigeria with international practice", Engineering, Construction and Architectural Management, Vol. 23 No. 5, pp. 588-609. https://doi.org/10.1108/ECAM-12-2014-0155
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