UMD Theses and Dissertations

Permanent URI for this collectionhttp://hdl.handle.net/1903/3

New submissions to the thesis/dissertation collections are added automatically as they are received from the Graduate School. Currently, the Graduate School deposits all theses and dissertations from a given semester after the official graduation date. This means that there may be up to a 4 month delay in the appearance of a given thesis/dissertation in DRUM.

More information is available at Theses and Dissertations at University of Maryland Libraries.

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Author: search.filters.author.Cheung, Man

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    The Antecedents of Safety Leadership
    (2016) Cheung, Man; Cui, Qingbin; Civil Engineering; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Although a growing body of research shows that safety leadership is a strong predictor of safety outcomes in the construction industry, the factors that affect safety leadership are under-explored. Consequently it is unclear how to develop effective interventions to promote safety leadership. This dissertation addresses this void by adopting the Job Demand-Resource (JD-R) model grounded in positive psychology to identify what and examine how organizational and personal factors influence construction leaders’ engagement in safety leadership. This dissertation consists of three parts. The first part presents the theoretical model, which draws on the JD-R framework, used to investigate the antecedents of safety leadership. The model includes risk perception, work autonomy, and social support as organizational factors, as well as psychological capital (PsyCap) as a personal factor, that could affect leaders’ engagement in safety leadership. The second part tests the model using data from a survey of 383 construction leaders in a large U.S. construction firm. Structural equation modeling showed that work engagement significantly influences safety leadership, while psychological capital (PsyCap), social support, work autonomy, and risk perception significantly contribute to work engagement. These results indicate that the JD-R model can be extended to study safety leadership, and that improving work engagement, by enhancing organizational and personal resources, is critical for promoting safety leadership. In addition, PsyCap was found to moderate the relationship of social support on work engagement as a substitute interaction. This means that work engagement can be improved by either enhancing social support or PsyCap. The third part of this study further tests the direct effect of the organizational and personal factors studied in the second part on safety leadership. Multiple regression showed that PsyCap, social support, and work autonomy are important for safety leadership. PsyCap is particularly influential in strengthening safety leadership.
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    An Integrated Change Model in Project Management
    (2010) Cheung, Man; Cable, John H; Civil Engineering; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Organizations need to change constantly for their survival and success, and project management has been extensively used to implement organizational change. However, studies show only less than 20 percent of organizational change projects actually succeed. This may indicate the lack of a valid model for project managers to successfully implement and manage organizational change projects since what is currently available is a wide range of organizational change models that neither are in a project management context nor pay adequate emphasis on the people-side of change. Under these circumstances, this paper has attempted to build an integrated change model in a project management context. To construct such a change model, we integrates widely cited change models in the organizational change field and the Transtheoretical Model (TTM) (Prochaska, DiClemente, 1984, 1994) in the individual behavior change field with the project management process groups (PMI, 2008).