Human Resource Management in Construction Projects
Strategic and Operational Approaches
Published January 30th 2003 by Routledge – 368 pages
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.
Examining both the strategic and operational aspects of managing human resources within the construction sector, Loosemore focuses on management theory, employee relations, workforce diversity, and health and safety in this resource for project managers and students of project management who have been handed the responsibility for human resource management. - Reference & Research Book News
Preface. 1. Introduction: The Challenges of Managing People in Construction. 2. The Development of Modern Organization and Management Theory. 3. Human Resource Management Theory: Strategic Concepts and Operational Implications. 4. Strategic Approaches to Managing Human Resources in the Construction Industry. 5. The Mechanics of Human Resource Management in Construction: Resourcing, Development and Reward. 6. Employee Relations. 7. Employee Participation, Involvement and Empowerment in Construction. 8. Workforce Diversity, Equal Opportunities and Work-life Balance In Construction. 9. Employees' Health, Safety and Welfare. 10. Strategic Human Resource Development. 11. The HRM Implications of Management Thinking, Trends & Fads: Cross-Cutting HRM Themes for the New Millennium. 12. Conclusions: SHRM as a Route to Improved Business Performance.
Dr Martin Loosemore is Professor of Construction Management and Associate Dean (Post Graduate Studies), Faculty of the Built Environment, University of New South Wales, Sydney, Australia. He has published numerous internationally refereed articles and books, has advised the Australian Government on HR legislation and reform in the construction industry and is a director of a management consultancy which specialises in risk management.
Dr Andrew Dainty is a Lecturer in Construction Management, Department of Civil and Building Engineering, at Loughborough University, UK. He has researched widely in the field of construction HRM on projects funded by the EPSRC, ESRC and European Union. He works closely with industry, and has undertaken a range of research, training and consultancy projects with construction companies of all sizes.
Dr Helen Lingard is a Lecturer in Construction management at the University of Melbourne, Victoria, Australia. On completion of her PhD she worked for a British contracting firm, advising on large civil engineering projects in Hong Kong. Dr Lingard moved to Australia in 1996. Since the she has undertaken extensive research in to the impact of job demands in the construction industry on individual employees' well-being.