【導(dǎo)讀】文章標(biāo)題用3號宋體，章節(jié)標(biāo)題用4號宋體，正。按中文翻譯在上，外文原文在下的順序裝訂。行規(guī)定》，如“2020年2月26日”。如期完工和有個令人滿意的業(yè)主是一個建設(shè)項目的主要目標(biāo)。成功的實現(xiàn)這些項。通常，個人或組織代表其行為或個人對。一種關(guān)鍵態(tài)度指標(biāo)來衡量承包商的態(tài)度，它客觀上和主觀上都已經(jīng)通過了實地調(diào)查。擬定的關(guān)鍵態(tài)度指標(biāo)在四個案例研究中得到了有效的測試。研究表明，文中所述的關(guān)。制他們的工程項目。同時，本研究也為以后進一步研究一項全面和綜合的方案提供了。同時，項目的施工情況將主要由承包商的意愿，方式和態(tài)度而決定。心理活動有關(guān)，這意味著他們的產(chǎn)生，不是天生的。這項工作的結(jié)果將會對各種各樣的項目實施者都是有用的。建立任何態(tài)度測量指標(biāo)之前分析引起承包商態(tài)度轉(zhuǎn)變的原因是非常必要。

　　

【正文】 Site and workers? safety and security 19 Confusing requirements 20 Force meajure/acts of god 21 Change in government codes, acts, regulation etc. 22 Third party delays 23 Local people interruptions/obstruction 24 Political/societal disorder 3. Review of Attitude Factors According to Petty (1981) “Attitude is a general, enduring positive or negative feeling about some person, object or issue” (“SOC 103”, 2020) and also change over time (Dutmore, 2020).Attitude is very difficult to be measured directly。 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。 longstanding controversy concerning the relationship between these is still existed(“SOC 103”, 2020). According to Dutmer (2020) attitudes form the basis of ideas, and from ideas people formulate plans. Attitudes that form the culture of a construction pany are the foundation for the success of that pany and for its longterm profitability. The better a contractor is, the more s/he plans ahead. Anything in the construction process that does not contribute to this goal and duty is a potential obstacle and adds unnecessary risk to the project (Prichard, 2020). In the construction field, a contractor39。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。 however, this study was able to identify few factors extracting from performance related literatures (Ling 2020, Pheng 1997, Barrie et al 1992, Gould 2020 etc.) discussion with construction experts and experiences of authors themselves. Probable attitude measuring factors are listed in Table 2. Professionals working actively in the construction industry were approached to validate the testing factors again later. 4. Method of Study Mean score and AHP (analytical hierarchical process) methods were used to identify parameters to measure attitude of a contractor pany. Three steps as described below were carried out in this study. Identification of KAIs First step was to identify Key Attitude Indicators (KAI). Since no instrument was available for measuring contractor?s attitude, questions were developed based upon the literature review,personal interview and authors? own experiences. This study has collected 22 probable attitude indicators as shown in Table 2. Questionnaire used 22 instrument statements in fivepoint Likert Table 2. List of Perceived Attitude Factors . Perceived Attitude Factors 1 Commitment towards quality control of work (Quality _Work) 2 Commitment towards timely pletion (Time _Progress 3 Investment in the project (Investment 4 Management of work site (Work _Site ) 5 Hiring of technical personnel (Technical _Staff) 6 Dealing with the owner (Owner _Relation) 7 Dealing with A/E consultant (Consultant _Relation) 8 Use of modern tools and equipment (Tools_ Equipment) 9 Taking health, safety and security measures (Health_ Safety) 10 Paying timely to Subcontractors /Suppliers (Subcontractor _Pay) 11 Previous records of relationship with other project participants (Previous _Records) 12 Delivery of materials in advance (Material _Stock) 13 Dealing with Workers? Union (Labor _Union) 14 Low margin tender rate (Tender _Rate) 15 Involvement of the contractor himself (Involvements _Contractor) 16 Number of works at hand (Works _Hand) 17 Types of work (ordinary or high technological) (Type _Work) 18 Location of pany?s head office (Head _Office) 19 Working experiences (years, specialization etc) (Work _Experience) 20 Size of the pany or overhead cost (Size _Company) 21 Timely payment to the workers/staff (Payment _Staff) 22 Excessive correspondences (Excessive_ Correspondence.) Weighting of KAIs Second step was to calculate weightings of KAIs. Attitude indicators will have different impact on the performance of the project. Therefore, it was necessary to assign weights to reflect the relative value of KAI to assess overall attitude of contractor. To do this as objectively as possible, Analytical Hierarchy Process (AHP) was used. AHP is wellknown as decision making technique developed by Thomas Saaty, an American mathematician in early 70?s. This method allows the decision makers to structure plex problems in the form of a hierarchy or a set of integrated levels. In general, the hierarchy has at least three levels: the goal, the criteria, and the alternatives (Shen et al., 1998). Using a predetermined scale 19 (1 as ?equal importance? and 9 as ?absolute importance?), pairwise parisons of the KAI was made. The sample questionnaire is provided in Appendix II This technique is based on constructing a matrix with the same factors in rows and columns (Jefferies et al., 1999). As a general convention, if the row element is more important than column element, then a number in between 1 to 9 is assigned. If the column element is more important than row element, then the number assigned will be the inverse of the assigned in the first case. Measurement of Attitude Third step was involved to measure the contractors? attitude with the help of KAIs. A technical education and vocational training (TEVT) development project was taken for case studies. It was one of successfully implemented projects in Nep