Assessing the Mediating Role of Project Management Training on the Nexus between Job Satisfaction and Project Performance in the Nigerian Construction Industry

Abstract

This study fills a critical gap in behavioral science by exploring the mediating role of project management training (PMT) in the relationship between job satisfaction (JS) and project management performance (PMP) within Nigeria’s construction industry a context rarely examined in prior research. Using a non-probabilistic sample of 250 professionals, with 208 valid responses, data were analyzed through structural equation modeling to test both direct and indirect effects. Results show that JS has a significant positive effect on PMP (β = 0.250; p = 0.003), while PMT strongly predicts PMP (β = 0.833; p = 0.000). Indirect effects analysis confirms that PMT partially mediates the JS–PMP relationship (β = 0.295; p = 0.000), meaning job satisfaction still enhances performance even when training is accounted for. This mediating role represents the study’s key novelty, demonstrating that training amplifies but does not replace the influence of employee satisfaction on project outcomes. The findings emphasize that improving job satisfaction alone is insufficient for optimal project results. Targeted PMT equips workers to manage complex construction demands, boosting engagement and overall performance. Practically, the study provides actionable insights for managers and policymakers: integrating structured training programs with initiatives to enhance job satisfaction is essential for stronger project delivery and sustainable development within Nigeria’s construction sector. Keywords: Project management training, job satisfaction, project management performance, construction industry.