【正文】 assessed. Limitations in using the proposed KAIs have been identified and discussed. Finally the significance and conclusions of this paper are presented. 2. Factors Responsible for Change of Attitude of Contractors It is necessary to analyze the causes of contractor?s attitude change before establishing any attitude measuring indicators. The contractors might have worries or risks at the start of the project as shown in Table 1 (Barrie and Paulson, 1992。 Chan et al., 2020). Contractors wish that those worries driven factors mentioned in Table 1 do not occur during implementation phase, however, that is almost impossible in a dynamic construction field. If those problems start to e on surface, contractors? attitude towards the project success could be largely affected. In a broad sense, the contractors are businesspeople。s worst fear is the owner who changes his/her mind, because each change in plans has a ripple effect that can throw off the entire project. Table 1 has depicted the few major worries or risks of contractor in the construction field. These worries are supposed to be the main causes of attitude changes of contractor towards the project execution. From extensive literature reviews, situational analysis of case studies and expert views 22 attitudinal factors of contractors that might affect the performance of project has been posed. During investigation of attitude factors, it was found that there was almost no study about this topic。 therefore it must be inferred from an assumed relationship with observable indicators. In some aspects, behavior represents the attitude of a person about a thing, person or issue, however。 Fisk, 2020。 therefore it must be inferred from the assumed relationship with observable indicators. Commonly, behavior shown by a person or organization represents its attitude about things or persons or issues. The aim of this paper is to develop a framework for measuring attitude of a Contractor Company in an ongoing construction project. In this paper a set of key attitude indicators (KAIs) measured both objectively and subjectively have been developed through a field survey. The validity of the proposed KAIs is also tested by four case studies. The results of the study show that the KAIs stated in the paper can reasonably measure the attitude of Contractor Company and can be helpful for the owners and project managers to control their projects effectively. This study also provides few significant insights into developing a general and prehensive base for further study. Keywords: construction project, attitude indicators, measuring attitude, owner, contractor 1. Introduction Construction is being increasingly plex. Development oriented organizations are increasingly e to depend on contractors. Evergrowing demands from clients, petition, and regulatory agencies create added burdens to contractors that must be managed in a costeffective manner (Prichard, 2020). In a construction project, three groups of participants: the client, the designer and the contractor are brought together for a temporary period to build projects during which they are expected to cooperate and work towards a mutual goal. Contractors are now facing immense petition in construction industry, profits have been modest or even least (Levy, 2020).Thus, for a contractor to be successfula critical element for success on any construction projectthe contractor must be able to properly manage its business as a business (Prichard, 2020). A contractor should have technical knowledge and ability, interpersonal skills/ability to get things done through others, and motivation to produce not only a lot of work, but a lot of good work too. Though the clients invest money on the project。為了驗證這些關鍵態(tài)度指標實用性和有效性，案例研究關于四個 TEVT 開發(fā)項目的施工進行了審查。然而，文中給出的因素將有助于評估者評估承包商公司的態(tài)度。 鼓勵承包商正確地利用該項目的活動預付款。通常合同文件將有一個規(guī)定，即承包商應執(zhí)行額外的高達 25％的合同中提到的數(shù)量，按現(xiàn)有合同利率。 用新的比率給承包商新的額外 項目獎勵。 看看承包商的承包價格，無論是低價競標或高價競標。消極態(tài)度 的 承包 商制 造各類沖突，如不及時主動管理可能會成為大糾紛。接下來的問題是投資方法和健康 /安全標準。其他項目交付方法應該是稍微比設計 /招標 /建造型承包商更努力，這就是為什么通過研究建立的關鍵態(tài)度指標可能需要修改以適應其他方法。承包商也可以使用這些關鍵態(tài)度指標評估其他分包商在該項目的態(tài)度。這些態(tài)度測量工具可以適用于任何類型的建筑地盤用，無論是一般的建設項目或者特定類型的項目，如建設項目。該項目官員們并不滿意這個項目的承包商的態(tài) 度。這個包括學生宿舍及現(xiàn)場發(fā)展工程的建設。該項目的施工時間是 18 個月，完成該項目用了 32 個月的時間，比規(guī)定的期限超過 14 個月（超過 75％合同期內），因此對時間因素有態(tài)度得分為 1 分。雖然，偶爾承包商用直升機買進珍貴的材料，但是，它是一個昂貴的選擇。 該承包商整體得分為 點（是承包商的評價最高的），從而揭示了該項目的業(yè)主對承包商的表現(xiàn)很滿意。承包商已得到關鍵態(tài)度指標標準整體得分（或中立）為 分，這是被認為稍微積極態(tài)度量表，如圖 5 所示。 項目 1 這是一個大廈擴建工程，包括城市地區(qū)（省會）額外的辦公空間，技能測試實驗室和會議廳的建設。 為了測試承包商有關工程的態(tài)度，研究者在項目完成后就進行了調查。承包商的態(tài)度得分 14 將被定性為消極態(tài)度的承包商。因此，他們無法感受到濃濃的專業(yè)承包總是以任何方式尋求利潤。表 8 顯示承包商態(tài)度得分水平， 46 之間的態(tài)度得分分類為承包商溫和的態(tài)度。承包商態(tài)度得分超過 6 級的將被歸類為積極的態(tài)度承包商。這些類型的承包商與政府資助的公共業(yè)主能正常 的工作，例如政府部門，市委員會，地方企業(yè)等這些項目整一年能全面實施。 圖 4 態(tài)度測量過程模型 為了克服風險，承包商有不同的項目。主觀的方法將采用 9 點 Likert 規(guī)模。類似性，它已經(jīng)建議所有的態(tài)度指標將由 9 點 Likert 量表來測量。頂部和底部兩個 關鍵態(tài)度指標 有兩種結果的排名相同，而其余的 關鍵態(tài)度指標 明顯不同。在本次調查涉及的對象是經(jīng)驗豐富的施工專家，所以結果的可靠性水平較高。然而，模型如圖 3 所示已經(jīng)被開發(fā) 。這是為了優(yōu)先權的維護計劃設置 ； Chua ,（ 1999 年）的成功的關鍵因素 ； Fong and Choi（ 2020）的承包商的選擇及 Cheung,（ 2020 年）的采購選擇方法。對于評估目的，評估人員能夠感知情況，如果有任何對承包商抱怨他們都能采取措施。據(jù) Oglesby.（ 1989年），最常見的承包商與分包商的區(qū)別是進展情況和最后的工程付款。設備是承包商的一個昂貴的資源，因此設備能否得到有效利用是很重要的。這取決于項目規(guī)模和易改變性。 安全檢測主要集中在施工期間，因為大多數(shù)事故發(fā)生在這個階段。表6 列出承包商態(tài)度的投標率指標評級標準。承包商的投資態(tài)度將用本表中所示的標準來測量。 項目計劃投資 承包商的態(tài)度也可通過測量其在該項目的投資。 由于傳統(tǒng)的承包方式使設計師和建設者保持聯(lián)系，這些組織的人已經(jīng)失去了與合作者的一些尊嚴和工作能力（ Pocock,1996）。這個參數(shù)可以很容易被評估，因此將使用 9 點 Likert量表主觀衡量。從施工速度，項目進展情況的評估 時間將被計算，態(tài)度將根據(jù)表 4 所示的建議準則衡量。截止日期和時間資源對工作的規(guī)劃和實踐非常重要（ Nordqvist,2020 年），因此這與承包商的有效性是很有關系的。該質量檢測可以衡量 九點 Likert 量表。較高的平均數(shù)值（ X=）表明回復者認為這個指標 可以用來衡量承包公司的態(tài)度。根據(jù)研究方法的標準，這項調查已確定 11 個關鍵態(tài)度指標，最能評估在項目實施階段的一個承包公司的態(tài)度。大多數(shù)的回復都立即收到，有些答 復通過電子郵件和傳真收到。得分是實地調查所獲 得的分數(shù)分別乘以 關鍵態(tài)度指標 的加權因子，并將其添加到每個承包者最后的總態(tài)度。對于 關鍵態(tài)度指標 因素的主觀測量，項目官員 /業(yè)主代表已經(jīng)進行了了解。為了案例研究 ， 采取實行職業(yè)教育和職業(yè)培訓開發(fā)項目。 (Shen,1998) 使用預定的規(guī)模 19（ 1 為平等的重要性，以及 9 的絕對重要性），啟動關鍵態(tài)度指標的對比，這種技術是基于建設 在行和列有相同