Human Resource Management in Construction

Although construction is one of the most labor-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.

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

List of illustrations

ix

Preface

xi

Acknowledgements

xiii

Introduction: the challenges of managing people in construction

1

(14)

Introduction

1

(1)

Background

2

(1)

The challenges of managing people in construction

2

(11)

Conclusions

13

(1)

Discussion and review questions

14

(1)

The development of modern organisational and management theory

15

(17)

Introduction

15

(1)

The seeds of contemporary management thought

16

(1)

The influence of mass production on the early construction industry

17

(1)

Contemporary management theory

18

(1)

Production efficiency: the `classical' approach

19

(4)

Human behaviour

23

(4)

The organisation as a system

27

(3)

Conclusions

30

(1)

Discussion and review questions

31

(1)

Human resource management theory: strategic concepts and operational implications

32

(17)

Introduction

32

(5)

Strategic HRM

37

(4)

Core components of SHRM

41

(2)

The operation and implementation of effective SHRM practices in construction

43

(4)

Conclusions

47

(1)

Discussion and review questions

47

(2)

Strategic approaches to managing human resources in the construction industry

49

(28)

Introduction

49

(1)

Developing an SHRM strategy

49

(3)

Formulating an SHRM strategy

52

(2)

Approaches to HRM in construction

54

(10)

Managers' attitudes towards people in construction

64

(10)

Conclusions

74

(1)

Discussion and review questions

75

(2)

The mechanics of human resource management in construction: resourcing, development and reward

77

(37)

Introduction

77

(2)

Expectations of the employment relationship

79

(4)

Employee resourcing

83

(11)

HRD

94

(12)

Reward management

106

(3)

ICT support for the SHRM function

109

(1)

Case study: Shepherd Construction Ltd and Birse Construction Ltd: an innovative approach to performance management in construction

110

(2)

Conclusions

112

(1)

Discussion and review questions

113

(1)

Employee relations

114

(29)

Introduction: unitary and pluralistic perspectives on employee relations

115

(2)

Approaches to managing employee relations

117

(2)

The changing role of trade unions

119

(2)

The effect of unions

121

(3)

Collective bargaining

124

(11)

Future developments in employee relations

135

(6)

Conclusions

141

(1)

Discussion and review questions

142

(1)

Employee participation, involvement and empowerment in construction

143

(28)

Introduction

143

(1)

The evolution of empowerment within HRM

144

(11)

The application of empowerment to construction

155

(7)

Communication requirements for employee empowerment

162

(5)

Case study: empowering employees in Multiplex Asset Management

167

(3)

Conclusions

170

(1)

Discussion and review questions

170

(1)

Workforce diversity, equal opportunities and work--life balance in construction

171

(40)

Introduction

171

(1)

Differentiating between diversity and equal opportunities

172

(1)

Minority groups in construction

173

(6)

Arguments for diversity and equality in construction

179

(4)

Barriers to diversity and equality in construction

183

(5)

Case study: racism towards Asian operatives in the Australian construction industry

188

(4)

Increasing diversity and reducing disadvantage

192

(6)

Case study: working towards the diversification of Gleeson Construction

198

(2)

Work--life balance

200

(3)

Case study: `Build a Life': the Construction, Forestry, Mining and Energy Union (CFMEU) of New South Wales, Australia

203

(4)

Case study: the family support needs of employees in a large construction company

207

(2)

Conclusions

209

(1)

Discussion and review questions

210

(1)

Employees' health, safety and welfare

211

(42)

Introduction: the importance of health and safety in construction

211

(10)

Workplace health and safety hazards

221

(2)

Influences on workplace health and safety

223

(5)

Case study: attitudinal change in small Australian construction firms: the importance of training

228

(2)

OHS management systems

230

(14)

OHS in the future

244

(1)

Case study: are Australian construction professionals burnt out?

245

(6)

Conclusions

251

(1)

Discussion and review questions

252

(1)

Strategic human resource development

253

(34)

Introduction

253

(1)

The concept of learning organisations

254

(2)

SHRD in construction

256

(3)

Planning and implementing effective SHRD activities

259

(12)

Current issues influencing construction training provision

271

(5)

Case study: Multiplex Construction's international benchmarking in training standards

276

(2)

Management development activities in construction

278

(5)

Case study: Galliford-Try PLC: a supportive and proactive approach towards management development

283

(2)

Conclusions

285

(1)

Discussion and review questions

285

(2)

The HRM implications of management thinking, trends and fads: cross-cutting HRM themes for the new millennium

287

(16)

Introduction

287

(1)

The psychological origins of management fads

288

(3)

The problems with business fads

291

(5)

Cross-cutting themes and priorities for construction HRM

296

(3)

Requirements for successfully taking into account the human dimension in re-engineering business processes

299

(2)

Conclusions

301

(1)

Discussion and review questions

302

(1)

Conclusions: SHRM as a route to improved business performance

303

(15)

Introduction

303

(1)

The relationship between HRM and business performance

304

(1)

Current industry issues and the role of HRM

305

(6)

Future improvement in construction HRM: towards an SHRM approach

311

(1)

Measuring the performance of HRM

312

(3)

Conclusions

315

(2)

Discussion and review questions

317

(1)

Bibliography

318

(22)

Index

340

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Human Resource Management in Construction Projects : Strategic and Operational Approaches

Summary

Author Biography

Table of Contents

Supplemental Materials