Maturity evaluation of real-name management for construction enterprise workers based on PMMM model and AHP algorithm

Abstract

Since current real-name management for construction workers is unreasonable, this study has divided the management levels of construction companies into five categories, based on their IT applications. Apart from adopting literature induction approach and the project management maturity model (PMMM), the study also considers the six modules of human resource management. It has solicited expert opinions and evaluated them with different indicators and the improved Delphi method. Moreover, analytic hierarchy process (AHP) is employed to determine the algorithm of multiple indicators and the weights. This study has created a system to evaluate the maturity of real-name management of construction workers, offering reference fo enterprises’ personnel information management. It can also be used for industrial and social supervision to promote real-name management.

Keywords

Real-name system information management maturity evaluation system

1. Introduction

To better implement Chinese government’s Management Measures for Real-name System of Construction Workers (Trial), it is necessary to establish an online platform for a standard management of construction workers. However, there is a lack of standardized platform for sharing information across provinces and cities. Construction companies, driven by their own interests, are reluctant to establish such a system. Consequently, project data update and transmission are often delayed, affecting the management of the real-name system.

The construction industry, which is characterized by labor segmentation and high turnover rate, faces many challenges in construction workers’ management [1]. For example, the real-name system data lacks authenticity, completeness, and systematicity in nature; and the facilities in the construction management departments are insufficient for data collection, processing, and analysis. Moreover, many construction companies are not interested in building a real-name system to manage their construction workers, so current information management system often lack clear management objectives. The construction workforce digitization remains limited, so personnel manager has to work on fragmented information [2]. Data supervision is also ignored in current real-name system management, which is unfavorable to project management, personnel management, rectification, attendance, and salary distribution. The construction standards’ compliance, data integration, and information utilization are three issues to be solved.

This study applies the real-name system to the management of construction workers to improve the management efficiency of construction workers’ information. Based on the PMM model and AHP algorithm, we have established a system to evaluate the maturity levels of the real-name system management for enterprise self-evaluation, policy implementation and industry supervision.

2. The proposal of a real-name system management maturity model

2.1 Theories on the management of the real-name system

The real-name system is responsible for managing construction workers’ employment, training, skills, rights, and interests. Through the authentication of identity information, it can offer human resources management services for the construction site. Multiple policies have been formulated to facilitate the digitalization of construction enterprises, including encouraging the establishment of the real-name system. Luo et al. [3] conducted an extensive research on construction workforce management projects, in which he pointed out that labor resource management model was service-oriented. He also analyzed the management model from organizational relationships, management processes, and technological frameworks. Hasan and Sacks [4] proposed an event processing model (EPM) based on BIM. This model adopts multiple monitoring techniques and algorithms to interpret data from multiple streams to control operations. Based on GPS and cloud computing, Tang et al. [5] developed the personalized safety instruction management (PSIM) system that allows the real-time and automatic processing of key construction information of workers as well as its visualization. Zhao et al. [6] conducted a Scopus search and found that AI has the potential to forecast labor demands in the construction industry. Chong et al. [7] designed an E-prime software with wearable devices (HKR-11C+) to collect skin conductance response signals of construction workers. This is to better and measure their physiological status and manage the labors. Yan et al. [8] showed that virtual reality (VR) significantly facilitated construction workers’ work willingness. Modern technologies to manage the real-name system, which is the future trend in policy, include BIM, GPS, cloud computing, AI and VR. They can also be applied in the management of construction workers. Therefore, the management of the real-name system is highly feasible.

The research conducted by national and international scholars primarily focuses on three aspects: 1) interpreting national policies, 2) designing management systems, and 3) developing software and interface. However, there are few workable evaluation methods to assess the effectiveness of the real-name system management. Somarathna [9] evaluated the management strategies based on theories of human resources. Adekunle et al. [10] proposed using information management systems to enhance the collection, sharing, and storage of information about construction activities. He believed that valuable information can motivate construction companies. Zhang N [11] built an HR management evaluation system for enterprises. After determining the weights, the results can be derived directly. Irfan et al. [12] used the Project Management Maturity (PMM) model to assess the strengths and weaknesses of current projects, which can be applied to various research fields. Bai et al. [13] employed the PMM model in environmental management, creating a 2D model for construction project environmental management maturity (EMMMCP). Karim et al. [14] reviewed the review and found that some organizations employed the technology of the Project Maturity Model (PMMM) to its complete capacity when evaluating the maturity in their areas of interest. Sanchez et al. [15] research shows that a higher level of project management maturity (PMM) will result in a better performance of the project and reduces the risks of cost overruns. Hence, the PMM-based evaluation model on construction projects’ personnel management could make a breakthrough in improving the management effectiveness of the real-name system.

2.2 The framework of real-name system management maturity model

Project maturity is described by Kerzner (2001) as a gradual progress from a basic knowledge [16]. The project management maturity (PMM) model can be divided into five levels. The maturity of management depends on the following factors: the clarity of personnel responsibilities, the streamlining of management processes, and the overall integrity of the management. When we are evaluating construction companies’ management skills, we can combine the PMM model with the real-name system. Basically, the level of personnel management can be categorized into five levels: in chaos, structured, systematic, well-managed, and optimized. For the above-mentioned levels, management skills are improved in an ascending order, as can be shown in Fig. 1.

Figure 1.

Division of real-name system management maturity.

3. Construction of maturity model evaluation system

3.1 Principles and ideas for the construction of evaluation system

3.1.1 Principles for the construction of evaluation system

The indicator system aims to assess the effectiveness of the real-name system management for construction workers. The five levels of real-name system is meant to use robust metrics to evaluate the human resource management. The selection of indicators adheres to the principles of scientific rigor, systemic coherence, conceptual clarity, and practical applicability.

3.1.2 Ideas for the construction of evaluation system

As the information technology advances, it is essential for enterprises to build an electronic personnel information management system that can inquire, add, modify, and track personnel information [17]. Apart from meeting the requirements of construction companies and conforming the maturity levels of the real-name system management, the study has selected several evaluation indicators from the HR management module. The information types are classified and organized to form an evaluation system capable of reflecting the maturity of the real-name system. Through a questionnaire survey using the Delphi method, the importance of the evaluation indicators is scored, and expert opinions are sought. The Analytic Hierarchy Process (AHP) is used to quantify decision-makers’ value judgments and reasoning, as well as assign weights to the indicators. In this way, a maturity evaluation system for real-name system worker management is established.

3.2 Construction workers real-name management enterprises demand analysis

Construction projects are extensive undertakings, with workflows spanning the entire construction. Construction workforce management involves various aspects such as recruitment, attendance, payroll, and separation. Construction workers often have low educational level and unstable jobs. Companies hiring construction workers often find it hard to maintain workforce quality, ensure their safety, and avoid technical losses [18]. Personnel management is the most important risk factor for project construction [19]. Management that does not consider the allocation of human resources may make incorrect decisions [20]. Therefore, it is necessary to effectively manage human resource information and make sure that enterprises are well informed who could be otherwise affected by unsafe behaviors due to information gaps.

Romo et al. [21] proposed that it is wise for construction companies to invest in human resource management systems. Ghodrati et al. [22] gathered data from 111 general construction projects that demonstrated the effectiveness of incentives, labor management, trainings, communication, supervision, planning, resource deployment, and advanced construction methods and management in increasing productivity. Aghayeva and Ślusarczyk [23] conducted a questionnaire survey involving 350 workers and managers from 25 construction companies. According to the results, methods to improve efficiency for all construction employees include salary, job security, bonuses, and additional benefits. Wu [24] discussed the integration of an efficient human resource management model for enterprises, which include the management of personnel, recruitment, attendance, training, work, and salary. Based on a comprehensive integrated approach, Darvazeh et al. [25] extracted five important components of human resource management from the literature, including recruitment and selection, performance management, rewards, employee empowerment, and training.

Therefore, based on principles of management studies, the realm of human resource management can be categorized into six modules: strategic human resource planning, recruitment and placement, training and development, performance management, salary and benefits administration, and labor relations management. To streamline these modules and meet the requirements from the construction industry, a construction worker’s real-name management platform is built for construction companies. This platform can capture and process essential employee information and dynamic data. Such information covers a wide range of aspects, including fundamental worker details, employment records, worker mobility status, vocational skill training and assessment, complaint handling, misconduct incidents, integrity evaluations, and statistical analysis. This platform furnishes a foundation for human resource management of construction projects. It can classify and organize information as required, which can be shown in Fig. 2.

3.3 Construction of maturity evaluation indicators

3.3.1 Questionnaire screening based on expert authority index

The Delphi method uses a five-point scale to rate the importance of the six modules of information requirements for construction companies (Fig. 2). Experts were asked to evaluate the modules’ content and process information elements. Parameters and values were set based on the background information of the experts (Table 1). The expert authority index, $C r$ , was calculated using the following formula:

$\displaystyle Cr=(Ca+Cs)/2$ (1) $\displaystyle Ca=Ca1+Ca2+Ca3+Ca4$ (2)

Table 1

Description of evaluation parameters and values of expert authority index

Parameters (meaning)		Rules for assigning influence degree
Ca (Judgment criteria)	Ca1 (Theoretical analysis)	Based on the educational background, assign values of 0.3, 0.2, and 0.1 for Master’s and above, Bachelor’s, and other qualifications, respectively.
	Ca2 (Work experience)	Based on the professional title, assign values of 0.5, 0.4, 0.3, and 0 for senior, junior, intermediate, and other titles, respectively.
	Ca3 (industry understanding)	Based on industry familiarity, assign values of 0.1 for direct engagement, 0.05 for understanding, and 0 for other cases.
	Ca4 (personal intuition)	Based on logical reasoning, assign a value of 0.1 for logical consistency and 0 for invalid questionnaires.
Cs (familiarity)	–	Based on years of work experience, assign values of 1.0 for over 15 years, 0.7 for over 10 years, 0.5 for over 5 years, 0.3 for over 3 years, and 0.1 for less than 3 years.

Figure 2.

Information demand of employment in construction companies.

To get an expert opinion, a questionnaire survey was used, which targeted the human resource specialists, real-name management specialists, project managers, and professors. A total of 25 questionnaires were distributed through government visits, association recommendations, school-enterprise cooperation, and university exchanges. Among them, 6 questionnaires were excluded due to insufficient information. Based on the level of expertise, questionnaires with expert authority index values greater than 0.7 were retained. This study selected 15 experts, including 5 human resource management professionals and 10 project management personnel from construction companies. These 15 questionnaires were valid for further analysis.

3.3.2 Determination of evaluation indicators

According to the results of demand analysis and feedback from experts, the six modules of human resource management are retained as indicators to organize the content and workflow of indicators given by experts. Based on the input requirements, the basic information includes work, salary, training, real-name attendance, schedules, monitoring, salary, and contract. Expert opinions were sought, and multiple feedbacks were iterated to supplement the information. Finally, a mature evaluation indicator set for real-name management information was categorized. The indicators and their explanations are outlined in Table 2.

Table 2
Evaluation indicator set of real-name system management maturity

Indicators	Contents	Elements of process information
Human resources planning	Human resources planning Staged human resource planning	1. Organizational structure and job description 2. Staffing basic information roster 3. Comprehensive statement of cost and budget 4. Dynamic analysis of phased employment demand
Recruitment and deployment	Internal recruitment plan External recruitment plan Distribution management	1. Internal and external personnel and labor service company reserve pool 2. Interview and background check information 3. Deployment and assessment
Training and development	Training modules and plans Training effect evaluation	1. Training plan and budget 2. Training effect and feedback 3. Real name training files and updates
Performance management	Performance appraisal system Performance management system	1. Setting assessment objectives 2. Face recognition and real-name attendance 3. Intelligent scheduling, overtime, and monitoring 4. Assessment results and evaluation adjustment
Salary and benefits	Salary management Benefits management	1. Measures for the administration of post remuneration 2. Employee benefit management policies 3. Personal real-name salary file 4. Records of real-name payment and distribution of wages
labor relation	Transfer and appointment and dismissal system Contract management Employment risk assessment	1. Position change, resignation management and appointment and dismissal system 2. The signing and alteration of labor contracts and employment contracts. 3. real-name registration system employee contract information 4. Employment risk analysis report

4. Calculating indicator weight based on AHP algorithm

The analytic hierarchy process (AHP) is a decision-making method that allows the relative prioritization and assessment of alternatives under multiple criteria contexts [26]. In this study, AHP algorithm is used to achieve the overall goal, decompose the indicators according to the hierarchy, and compare the indicators in pairs to quantify the value judgments and the reasoning of decision-makers. The weights of the indicators will be determined.

4.1 AHP algorithm model

(1) Defining goals and indicators

To have systematic solutions and share personnel information and establish a standardized personnel management information system for construction companies, the model integrates organizational process information and connects with the real-name management platform. The goal is to have effective information management and reduce employment risks. The indicators for real-name system management maturity of construction workers were confirmed (Table 1).

(2) Expert scoring and forming the judgment matrix

Based on the maturity goal, this paper assumes that the evaluation indicators are A1, …, An. Pairwise comparisons are made to determine the importance of each indicator. The importance involves five levels: equally important, slightly important, considerably important, significantly important, and absolutely important. The importance levels are assigned with scores of 1, 3, 5, 7, and 9, respectively. Values between two adjacent levels were assigned scores of 2, 4, 6, or 8. This forms the comparison scores $a_{ij}$ , and the judgment matrix is as follows:

$\displaystyle A=(a_{ij})_{n\times n}(i=1,\ldots n,j=1,\ldots n)$ (3)

Where, $a_{ij}$ $=$ the comparison score of indicator $i$ to indicator $j$ .

(3) Combining weight coefficients and completing a one-time test

The judgment matrix A was normalized using the product-sum method and column normalization to obtain matrix B,

$\displaystyle B=(b_{ij})_{n\times n}(i=1,\ldots n,j=1,\ldots n)$ (4) $\displaystyle b_{ij}=a_{ij}\left/\sum\limits_{k=1}^{n}a_{kj}(i=1,\ldots n)\right.$ (5)

The weight values $\overline{W}_{i}$ for each indicator were determined using matrix B

$\displaystyle\overline{W}i=\sum\limits_{{j}=1}^{n}b_{ij}(i=1,\ldots n)$ (6)

It was normalized to get $W=(W1,\ldots,Wn)T$ , where $W i$ represents the i-th component,

$\displaystyle W_{i}=\overline{W}i\left/\sum\limits_{{i}=1}^{n}{\overline{W}i}(% i=1,\ldots n)\right.$ (7)

The maximum eigenvalue $\lambda$ max of the matrix was calculated as

$\displaystyle\lambda\max=\sum\limits_{i=1}^{n}\left(\frac{\sum\limits_{j=1}^{n% }{a_{ij}W_{j}}}{nW_{i}}\right)$ (8)

The consistency ratio CR was calculated to verify the consistency of expert judgment,

$\displaystyle CR=\frac{\lambda\max-n}{(n-1)RI}$ (9)

Where, $n$ represents the order of the matrix, $C I$ is the one-time index of the judgment matrix, and $R I$ represents the average consistency index of the matrix.

The opinions of individual experts were combined and examined through a consistency test. The ones that did not pass the test were excluded. Thus, a list of importance levels was formed (Table 3). The CR values in the table are less than 0.1, indicating that the calculation results meet the requirements.

Table 3

Importance coefficient of maturity evaluation indicators

Experts	Weight						CR
	Human resources planning	Recruitment and deployment	Training and development	Performance management	Salary and benefits	Labor relation
HR expert 1	0.345	0.081	0.069	0.240	0.156	0.114	0.044
HR expert 2	0.419	0.081	0.063	0.224	0.125	0.088	0.050
HR expert 3	0.371	0.087	0.066	0.235	0.139	0.102	0.047
HR expert 4	0.364	0.078	0.049	0.289	0.127	0.100	0.045
HR expert 5	0.399	0.035	0.086	0.140	0.121	0.206	0.043
Project expert 1	0.278	0.054	0.066	0.310	0.138	0.146	0.027
Project expert 2	0.190	0.060	0.060	0.293	0.156	0.241	0.051
Project expert 3	0.201	0.058	0.077	0.228	0.203	0.222	0.056
Project expert 4	0.209	0.082	0.091	0.238	0.174	0.194	0.023
Project expert 5	0.273	0.050	0.073	0.308	0.139	0.148	0.009
Project expert 6	0.283	0.031	0.049	0.286	0.132	0.208	0.030

4.2 Determination of indicator weight

According to the importance coefficient table, there are certain differences in the subjective judgments of HR experts and experts of construction companies. HR experts emphasize the IT application in human resource planning, as well as the coordination of information systems plans with key business plans. They consider performance management to be the core of personnel management, giving it a significant weight. On the other hand, construction project managers believe that the human resource planning and the recruitment of construction workers are the responsibilities of labor service agencies, so they give IT application in this field a moderate importance. Conversely, they believe modules related to benefits and risks have greater importance, such as performance, salary, and contract management. With standardized hiring procedures, the construction industry has also established special departments to oversee the trainings. The two groups of experts agree that the applications of information technology in recruitment, deployment, training and development are necessary but not critical. HR experts tend to improve the efficiency of personnel management, while project managers lean toward practical engineering. Considering the opinions from both groups of experts, the indicators’ weights were determined using the average method. Ultimately, the weights of human resources planning, recruitment and deployment, training and development, performance management, salary and benefits, and labor relations were calculated to be 0.304, 0.064, 0.069, 0.255, 0.146, and 0.162, respectively.

5. Level definition and application of maturity model

5.1 Definition of real-name system management maturity level

The real-name system management includes five maturity levels: first-level, structure level, system level, management level and optimized level. At the enterprise level, information is collected, shared, and dynamically updated based on qualities such as clarity, integrity, dependability, integration, and openness of platform information. The measurements are presented in Table 4.

Table 4
Description and measurement of maturity level

Evaluation indicators	Initial level	Structural level	Systemic level	Management level	Optimization level
Human resources planning	Unclear planning information, lack of clear human resources planning information.	Form transactional organizational structure and personnel information around work and progress.	Possess project staffing planning and phased personnel and change information.	Continuously optimize human resources planning to achieve information integration internally and externally.	Reasonable and cost-effective employment, achieve digitalization of human resources planning.
Recruitment and deployment	Personnel turnover, ineffective recruitment, lack of personnel information reserves.	Standardized and stable employment, with recruitment plans and stored personnel and team information.	Stable recruitment information, complete and transferable information, appropriate internal assessment and deployment.	Automatically collect information from multiple channels and form a personnel and team information database, achieve rational personnel allocation.	Intelligent analysis of recruitment data, real-time generation of multidimensional reports, achieve optimal personnel allocation.
Training and development	Absence of training plan information.	Have skill and safety training, possess training records and information.	Systematize skills and safety training, including briefing and job sheets, with assessment and archiving.	Keep up with the times, regularly evaluate training effectiveness and make adjustments.	Comprehensive informationization of training information, methods, and content.
Performance management	Arbitrary and chaotic management information.	Set goals, record project personnel information, and integrate information within departments.	Clear goals, facial recognition, smart attendance, forming an internal real-name information platform.	Monitor dynamically, combine external environment to achieve platform information correction and improvement.	Performance information visible to all employees, forming a driving evaluation system.
Salary management	Lack of systems and standards in management, insufficient salary information.	Establish salary rules, accurately calculate salaries, and have complete information.	Link salary with performance, issue electronic pay slips, and have a closed-loop salary payment system.	Standardize salary archives, automate data updates, and allow combined retrieval.	Multi-dimensional display of salary data, employee self-service for salary information.
Labor relations	Incomplete labor relations functions, chaotic information.	Possess effective contract information and archive information related to job changes.	Internally establish a real-name-based basic data labor relations management platform.	Form a comprehensive labor relations database that is interoperable with the industry.	Achieve terminal self-service for labor relations information, optimize talent policies.

5.2 Application of model evaluation

We have built an indicator evaluation system to measure the maturity levels of the real-name management, with different scores assigned (Table 5).

Table 5
Evaluation system for real-name management maturity level

Indicators	Weights (Wi)	Scores (Ai)	Criterion
Human resources planning	W1	A1	Classification of evaluation
Recruitment and deployment	W2	A2	indicator levels
Training and development	W3	A3
Performance management	W4	A4
Salary and benefits	W5	A5
Labor relations	W6	A6

The ratings given by experts for each evaluation indicator can be used to derive the final maturity evaluation score on a 20-point interval scale. Sij stands for the the j-th expert’s rating for the i^-th indicator. Ai denotes the average rating for the i^-th indicator, and Wi represents the weight assigned to the i^-th indicator. As a result, the formula of the final maturity evaluation score is:

$\displaystyle ML=\sum\limits_{{i}=1}^{n}{A_{i}W_{i}}$ (10)

The final scores can reflect an enterprise’s maturity level of construction workers’ real-name management: 0–20 points represents the initial level, 20–40 points are for the structural level, 40–60 points corresponds to the systemic level, 60–80 points reach the managerial level, and 80–100 points are the optimized level. Enterprises that have some knowledge about the real-name system management and are open to feedback are more suitable for model evaluation. The maturity levels and indicators allow enterprises to analyze and identify deficiencies in projects and facilitate regulatory authorities’ supervision work.

6. Conclusions

This paper proposes a management maturity evaluation system – real-name system for construction workers. It systematically organizes construction workers’ information, defines the construction standard, and integrate the data. The hierarchical decomposition enables enterprises to better manage the construction workers’ information. While meeting the demands and boost the development of the enterprise, we need to implement policies to ensure the construction of the real-name management system for the industry.

This study has assigned weights through AHP algorithm to the indicators, defined the maturity level of the real-name system management, and established related evaluation model. As most experts are project managers, the weights of the indicators in the research may have some subjectivity. Since construction companies often employ labour through subcontractors, it poses a great obstacle to their information maturity. To ensure the maturity of information in construction companies, the evaluation of real-name management should effectively integrate personnel information and project management information. Furthermore, we need to promote reforms in the employment of outsourced workers.

Footnotes

Funding

This article was supported by Science and Technology Research Project of Colleges and Universities of Hebei Provincial Department of Education “Design of Real-name Data Ecosystem Based on the Perspective of General Contracting” (ZC2021026).

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