1.1 Introduction
Productivity is the measure of how efficiently available resources such as labour, materials, equipment, capital, and time are utilized to produce desired outputs within a specified period. It serves as one of the most important indicators for evaluating organizational efficiency, operational performance, and project success across industries. According to the Organisation for Economic Co-operation and Development (OECD) (2001), productivity refers to the ratio between the volume of output produced and the volume of inputs used in the production process. A higher productivity index indicates that resources are being utilized efficiently, while a lower productivity index suggests the existence of operational inefficiencies that require managerial attention.
Partial completion refers to a situation in which a project, production process, or assigned task is executed to a certain stage but fails to achieve its intended level of completion within the planned scope, budget, or schedule (Kerzner, 2022). Partial completion often results in work stoppages, prolonged project duration, increased operational costs, and inefficient utilization of organizational resources.
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the aim and objectives of the study. Others are significance of the study, scope of work, research hypothesis and questions, limitation of the study and definition of terms.
1.2 Background of Study
The concept of productivity has evolved alongside industrial and economic development over the past two centuries. During the Industrial Revolution, organizations began to recognize the importance of measuring output in relation to the resources used in production. Early management scholars focused on improving efficiency through better work methods, labour specialization, and scientific management practices. Productivity remains one of the most important indicators used to evaluate organizational performance, operational efficiency, and the effective utilization of available resources. Partial completion has become a significant issue affecting the successful delivery of projects worldwide. According to Kerzner (2022), project completion involves achieving all predetermined objectives within the approved scope, cost, quality, and schedule. When projects fail to reach this stage and are only completed in part, organizations often experience financial losses, operational disruptions, and reduced productivity. Partial completion may occur because of inadequate funding, poor planning, ineffective supervision, shortages of construction materials, labour disputes, changes in project design, inflation, or delays in decision-making.
Similarly, according to Project Management Institute (2021), effective project management depends on proper planning, continuous monitoring, efficient allocation of resources, and timely execution of project activities. The institute reported that interruptions during project execution frequently reduce operational efficiency because workers, machinery, and materials remain idle while project schedules continue to extend. Such interruptions increase operational costs, reduce labour output, and negatively affect productivity measurements. Organizations therefore consider uninterrupted project execution as an essential requirement for achieving high productivity and sustainable organizational performance.
In the same vein, according to Harris and McCaffer (2019), productivity in project-based industries depends largely on maintaining a continuous workflow throughout the execution process. They reported that when projects experience prolonged interruptions or remain partially completed, labour efficiency declines because employees spend more time waiting for materials, instructions, or financial approvals than performing productive tasks. Equipment utilization also decreases as machines remain unused for long periods, while materials stored on project sites may deteriorate before work resumes. Furthermore, according to Ofori (2015), the construction industry continues to experience significant productivity challenges arising from incomplete project execution. He asserted that partially completed projects reduce economic returns because infrastructure remains unavailable for public use while additional financial resources are required for maintenance, security, and eventual completion.
In many developing countries, abandoned and partially completed projects have become common occurrences due to weak project financing, inadequate contract administration, political transitions, and poor institutional coordination. These conditions place additional pressure on governments and private investors while limiting economic development. Moreover, according to Durdyev and Mbachu (2018), labour productivity is influenced by several organizational and environmental factors, including project planning, workforce motivation, availability of materials, quality of supervision, and continuity of work activities. They stated that interruptions associated with partial project completion reduce employee morale and increase fatigue because workers frequently adjust to changing work conditions and uncertain project schedules. The resulting decline in labour performance contributes directly to lower productivity indices and reduced project efficiency.
Building on this perspective, according to Kazaz, Ulubeyli, and Acikara (2016), productivity improvement requires continuous monitoring of project activities, efficient utilization of resources, proper scheduling, and timely resolution of operational challenges. They affirmed that organizations capable of maintaining uninterrupted workflow are more likely to complete projects within approved schedules and budgets while achieving higher productivity indices.
This study is set against the backdrop of increasing concerns over the growing incidence of partially completed projects and their implications for productivity performance, resource utilization, project efficiency, organizational competitiveness, and sustainable project delivery across construction, manufacturing, engineering, and other project-based industries.
1.3 Statement of Problems
Investigation revealed that partial completion of projects has become a recurring challenge across many construction, manufacturing, engineering, and infrastructure projects, where activities are executed in phases or abandoned before achieving full completion. This situation often results from inadequate funding, poor planning, delayed payments, shortages of materials, design modifications, weak project supervision, and ineffective coordination among project stakeholders. When projects remain partially completed, available resources are not utilized efficiently, work schedules are disrupted, and productivity declines because workers, equipment, and materials remain underutilized for extended periods (Kerzner, 2022; PMI, 2021).
Furthermore, the productivity index is widely used to measure the efficiency with which project resources are converted into completed work. Partial completion reduces workflow continuity, increases idle time, creates rework, and prolongs project duration, thereby affecting labour output and overall organizational performance. Projects that fail to reach timely completion often experience cost overruns, declining workforce morale, reduced equipment utilization, and lower returns on investment, all of which negatively influence productivity measurement and project success (Harris & McCaffer, 2019; Hwang & Ng, 2013). It is against this backdrop that this study seeks to examine the effects of partial completion on productivity index.
1.4 Aim and Objectives of Study
The aim of this study is to examine the effects of partial completion on the productivity index. The specific objectives of this research are to:
- Examine the causes of partial completion in project execution.
- Determine the effect of partial completion on labour productivity.
- Assess the influence of partial completion on resource utilization.
- Examine the relationship between partial completion and the productivity index.
- Identify strategies for reducing partial completion and improving productivity.
1.5 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- What are the causes of partial completion in project execution?
- What effect does partial completion have on labour productivity?
- How does partial completion influence resource utilization?
- What relationship exists between partial completion and the productivity index?
- What strategies can reduce partial completion and improve productivity?
1.6 Research Hypotheses
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
Hypothesis One
- H0: There is no significant relationship between the causes of partial completion and project productivity.
- H1: There is a significant relationship between the causes of partial completion and project productivity.
Hypothesis Two
- H0: Partial completion has no significant effect on labour productivity.
- H1: Partial completion has a significant effect on labour productivity.
Hypothesis Three
- H0: Partial completion has no significant influence on resource utilization.
- H1: Partial completion has a significant influence on resource utilization.
Hypothesis Four
- H0: There is no significant relationship between partial completion and the productivity index.
- H1: There is a significant relationship between partial completion and the productivity index.
Hypothesis Five
- H0: Strategies for reducing partial completion have no significant effect on improving productivity.
- H1: Strategies for reducing partial completion have a significant effect on improving productivity.
1.7 Significance of Study
It is believed that at the completion of the study, the result obtained from this research will provide useful information for improving project planning and execution. The study will also help organizations make better use of labour, equipment, and materials during project implementation.
Furthermore, the findings will support efforts to reduce project delays and abandoned projects. It will also contribute to improved productivity and better project performance.
Lastly, the outcome of this research will provide reliable information for future academic studies on project management and productivity.
1.8 Scope of Study
The scope of the research is focused on the effects of partial completion on the productivity index using Julius Berger Nigeria Plc, Abuja, Federal Capital Territory, as the case study. The study covers the causes of partial project completion, its effect on labour productivity, resource utilization, project performance, and measures that can improve productivity during project execution.
1.9 Limitations of the Study
The study was limited to a selected construction company, making it difficult to generalize the findings to every construction organization in Nigeria. Furthermore, access to some project records was restricted because of organizational policies on confidential information.
1.10 Definition of Terms
Partial Completion:
Partial completion refers to a situation where a project is executed to a certain stage but remains unfinished because the planned activities have not been fully completed. According to Kerzner (2022), project completion is achieved when all approved project objectives are successfully delivered within the required scope, cost, time, and quality standards.
Productivity Index:
Productivity index is a performance measurement that compares the amount of output produced with the resources used during production. According to Prokopenko (1987), it measures the efficiency of converting inputs such as labour, materials, equipment, and capital into outputs.
Productivity:
Productivity is the ability of an organization or project team to produce maximum output using available resources efficiently. According to Drucker (1954), productivity reflects how effectively management combines available resources to achieve organizational goals.
Project:
A project is a temporary activity undertaken to produce a unique product, service, or result within a specified time and budget. According to Project Management Institute (2021), every project has a defined beginning, objectives, and completion period.
Project Management:
Project management refers to the planning, organizing, coordinating, monitoring, and controlling of project activities to achieve predetermined objectives. According to Project Management Institute (2021), effective project management ensures successful delivery within scope, cost, quality, and schedule.
Labour Productivity:
Labour productivity is the quantity of work completed by workers within a given period using available resources. According to Harris and McCaffer (2019), labour productivity is an important indicator of workforce efficiency in project execution.
Resource Utilization:
Resource utilization refers to the effective use of labour, materials, equipment, finance, and time during project execution. According to Kerzner (2022), proper resource utilization contributes significantly to successful project completion and improved productivity.
Project Performance:
Project performance refers to the extent to which a project achieves its planned objectives in terms of cost, quality, schedule, and client satisfaction. According to Project Management Institute (2021), project performance serves as a major indicator of project success.
Construction Project:
A construction project refers to the planned process of designing and building infrastructure, buildings, roads, bridges, or other physical facilities within specified requirements. According to Harris and McCaffer (2019), construction projects require effective planning, coordination, and supervision to achieve successful completion.
Project Delay:
Project delay refers to the failure to complete project activities within the planned schedule due to financial, technical, managerial, or environmental factors. According to Chan and Kumaraswamy (1997), project delays often increase costs and reduce overall productivity.
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