Abstract
The construction industry in the United States is projected to grow faster than average compared to other industries through 2026. The Baby Boomer generation is leaving a significant gap in the labor force as they reach retirement. Retention of high quality management personnel is a priority for all companies in the construction industry, including mechanical contracting companies. Firms that fail to retain these employees will be left with an understaffed and underqualified workforce, which will hinder their ability to be competitive in the marketplace. In order to aid in retention efforts, mechanical contracting firms need to focus their attention on the factors that affect burnout, which leads to turnover of their management personnel. Social Resources were identified using the LISRES-A survey for mechanical contracting supervisors. The results showed that these supervisors had significantly low levels of social resource in regards to their children. The results suggest that contracting firms should tailor their employee assistance programs (EAPs) to increase this social resource. By doing this, mechanical contracting firms can combat burnout and help retain their management personnel.
Recommended Citation
Wentz, Blake and Gandara, Sarabeth
(2019)
"Social Resources of Mechanical Contracting Management Personnel,"
The Professional Constructor: Vol. 44:
No.
1, Article 5.
Available at:
https://open.clemson.edu/aic-journal/vol44/iss1/5
