Job Stress of Chinese Construction Project Management Personnel in Project Overall Implementation Process

The characteristics of modern construction projects, such as tight schedule, a large number of participants and complex working relationship, have significantly increased the job stress of project management personnel. However, there is no research on the change of job stress of construction project management personnel in the overall project implementation process globally. Based on literature review, Job-Demand-Control-Support (JDCS) classical stress theory and questionnaire survey, from the perspective of overall implementation process, this paper explores the changes of job stress levels of construction project management personnel in different stages of project implementation, and analyzes the differences of job stressors between the two types of management personnel of involving and non-involving in construction project overall implementation process. The results show that most of the management personnel experience the highest level of job stress in the tendering stage (36.1%), followed by the commencement stage (26.4%) and the normal construction stage (19.4%). There are significant differences in more than 50% of job stressors between the two types of management personnel. The management personnel involving in overall implementation process feel more strongly influenced by job demand stress, but they can better control their work and receive more support from their superiors and colleagues. The findings are valuable to understand the changing rules of job stress among management personnel involving in project overall implementation process, to develop a more effective job stress management program.