Human resource management in construction projects : strategic and operational approaches

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Title:

Personal Author:

Loosemore, Martin

Publication Information:

London : Spon Press, 2003

ISBN:

9780415261630

Subject Term:

Construction industry -- Personnel management

Added Author:

Dainty, Andrew

Lingard, Helen

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010019577	HD9715.A2 L56 2003	Open Access Book	Book	Searching... Unknown
Searching... PSZ JB	30000010019951	HD9715.A2 L56 2003	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000010063724	HD9715.A2 L56 2003	Open Access Book	Book	Searching... Unknown
Searching... SPACE KL Main Library	30000010019952	HD9715.A2 L56 2003	Open Access Book	Book	Searching... Unknown

Although construction is one of the most labour-intensive industries, people management issues are given inadequate attention. Furthermore, the focus of attention with regards to HR has been on the strategic aspects of HRM function - yet most problems and operational issues arise on projects. To help redress these problems, this book takes a broad view of HRM, examining the strategic and operational aspects of managing people within the construction sector. The book is aimed at project managers and students of project management who, until now, have been handed the responsibility for human resource management without adequate knowledge or training.
The issues addressed in this book are internationally relevant, and are of fundamental concern to both students and practitioners involved in the management of construction projects. The text draws on the authors' experience of working with a range of large construction companies in improving their HRM operational activities at both strategic and operational levels, and is well illustrated with case studies of projects and organizations.

Author Notes

Andrew Dainty is a Lecturer in Construction Management, Department of Civil and Building Engineering at Loughborough University , UK.

List of illustrations	p. ix
Preface	p. xi
Acknowledgements	p. xiii
1 Introduction: the challenges of managing people in construction	p. 1
Introduction	p. 1
Background	p. 2
The challenges of managing people in construction	p. 2
Conclusions	p. 13
Discussion and review questions	p. 14
2 The development of modern organisational and management theory	p. 15
Introduction	p. 15
The seeds of contemporary management thought	p. 16
The influence of mass production on the early construction industry	p. 17
Contemporary management theory	p. 18
Production efficiency: the 'classical' approach	p. 19
Human behaviour	p. 23
The organisation as a system	p. 27
Conclusions	p. 30
Discussion and review questions	p. 31
3 Human resource management theory: strategic concepts and operational implications	p. 32
Introduction	p. 32
Strategic HRM	p. 37
Core components of SHRM	p. 41
The operation and implementation of effective SHRM practices in construction	p. 43
Conclusions	p. 47
Discussion and review questions	p. 47
4 Strategic approaches to managing human resources in the construction industry	p. 49
Introduction	p. 49
Developing an SHRM strategy	p. 49
Formulating an SHRM strategy	p. 52
Approaches to HRM in construction	p. 54
Managers' attitudes towards people in construction	p. 64
Conclusions	p. 74
Discussion and review questions	p. 75
5 The mechanics of human resource management in construction: resourcing, development and reward	p. 77
Introduction	p. 77
Expectations of the employment relationship	p. 79
Employee resourcing	p. 83
HRD	p. 94
Reward management	p. 106
ICT support for the SHRM function	p. 109
Case study: Shepherd Construction Ltd and Birse Construction Ltd: an innovative approach to performance management in construction	p. 110
Conclusions	p. 112
Discussion and review questions	p. 113
6 Employee relations	p. 114
Introduction: unitary and pluralistic perspectives on employee relations	p. 115
Approaches to managing employee relations	p. 117
The changing role of trade unions	p. 119
The effect of unions	p. 121
Collective bargaining	p. 124
Future developments in employee relations	p. 135
Conclusions	p. 141
Discussion and review questions	p. 142
7 Employee participation, involvement and empowerment in construction	p. 143
Introduction	p. 143
The evolution of empowerment within HRM	p. 144
The application of empowerment to construction	p. 155
Communication requirements for employee empowerment	p. 162
Case study: empowering employees in Multiplex Asset Management	p. 167
Conclusions	p. 170
Discussion and review questions	p. 170
8 Workforce diversity, equal opportunities and work-life balance in construction	p. 171
Introduction	p. 171
Differentiating between diversity and equal opportunities	p. 172
Minority groups in construction	p. 173
Arguments for diversity and equality in construction	p. 179
Barriers to diversity and equality in construction	p. 183
Case study: racism towards Asian operatives in the Australian construction industry	p. 188
Increasing diversity and reducing disadvantage	p. 192
Case study: working towards the diversification of Gleeson Construction	p. 198
Work-life balance	p. 200
Case study: 'Build a Life': the Construction, Forestry, Mining and Energy Union (CFMEU) of New South Wales, Australia	p. 203
Case study: the family support needs of employees in a large construction company	p. 207
Conclusions	p. 209
Discussion and review questions	p. 210
9 Employees' health, safety and welfare	p. 211
Introduction: the importance of health and safety in construction	p. 211
Workplace health and safety hazards	p. 221
Influences on workplace health and safety	p. 223
Case study: attitudinal change in small Australian construction firms: the importance of training	p. 228
OHS management systems	p. 230
OHS in the future	p. 244
Case study: are Australian construction professionals burnt out?	p. 245
Conclusions	p. 251
Discussion and review questions	p. 252
10 Strategic human resource development	p. 253
Introduction	p. 253
The concept of learning organisations	p. 254
SHRD in construction	p. 256
Planning and implementing effective SHRD activities	p. 259
Current issues influencing construction training provision	p. 271
Case study: Multiplex Construction's international benchmarking in training standards	p. 276
Management development activities in construction	p. 278
Case study: Galliford-Try PLC: a supportive and proactive approach towards management development	p. 283
Conclusions	p. 285
Discussion and review questions	p. 285
11 The HRM implications of management thinking, trends and fads: cross-cutting HRM themes for the new millennium	p. 287
Introduction	p. 287
The psychological origins of management fads	p. 288
The problems with business fads	p. 291
Cross-cutting themes and priorities for construction HRM	p. 296
Requirements for successfully taking into account the human dimension in re-engineering business processes	p. 299
Conclusions	p. 301
Discussion and review questions	p. 302
12 Conclusions: SHRM as a route to improved business performance	p. 303
Introduction	p. 303
The relationship between HRM and business performance	p. 304
Current industry issues and the role of HRM	p. 305
Future improvement in construction HRM: towards an SHRM approach	p. 311
Measuring the performance of HRM	p. 312
Conclusions	p. 315
Discussion and review questions	p. 317
Bibliography	p. 318
Index	p. 340

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Author Notes

Table of Contents