Human Resource Management in Construction Projects: Strategic and Operational ApproachesAlthough 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. |
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Contents
IV | 1 |
V | 2 |
VII | 13 |
VIII | 14 |
IX | 15 |
XI | 16 |
XII | 17 |
XIII | 18 |
LVIII | 172 |
LIX | 173 |
LX | 179 |
LXI | 183 |
LXII | 188 |
LXIII | 192 |
LXIV | 198 |
LXV | 200 |
XIV | 19 |
XV | 23 |
XVI | 27 |
XVII | 30 |
XVIII | 31 |
XIX | 32 |
XX | 37 |
XXI | 41 |
XXII | 43 |
XXIII | 47 |
XXV | 49 |
XXVI | 52 |
XXVII | 54 |
XXVIII | 65 |
XXIX | 75 |
XXX | 76 |
XXXI | 77 |
XXXII | 79 |
XXXIII | 83 |
XXXIV | 94 |
XXXV | 106 |
XXXVI | 109 |
XXXVII | 110 |
XXXVIII | 112 |
XXXIX | 113 |
XL | 114 |
XLI | 115 |
XLII | 117 |
XLIII | 119 |
XLIV | 121 |
XLV | 124 |
XLVI | 135 |
XLVII | 141 |
XLVIII | 142 |
XLIX | 143 |
L | 144 |
LI | 155 |
LII | 162 |
LIII | 167 |
LIV | 170 |
LVI | 171 |
LXVI | 203 |
LXVII | 207 |
LXVIII | 209 |
LXIX | 210 |
LXX | 211 |
LXXII | 221 |
LXXIII | 223 |
LXXIV | 228 |
LXXV | 230 |
LXXVI | 244 |
LXXVII | 245 |
LXXVIII | 251 |
LXXIX | 252 |
LXXX | 253 |
LXXXII | 254 |
LXXXIII | 256 |
LXXXIV | 259 |
LXXXV | 271 |
LXXXVI | 276 |
LXXXVII | 278 |
LXXXVIII | 283 |
LXXXIX | 285 |
XC | 286 |
XCI | 287 |
XCII | 288 |
XCIII | 291 |
XCIV | 296 |
XCV | 299 |
XCVI | 301 |
XCVII | 302 |
XCVIII | 303 |
XCIX | 304 |
C | 305 |
CI | 311 |
CII | 312 |
CIII | 315 |
CIV | 317 |
318 | |
340 | |
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Common terms and phrases
achieve activities approach argue aspects assessment Australia Australian Financial Review behaviour benefits career cent CFMEU chapter collective bargaining commitment communication competitive construction companies construction industry construction organisations construction projects context culture demands discussed diversity effective employee relations employment empowerment ensure environment equal opportunities example flexibility Furthermore goals groups health and safety HRM function human resource identify impact implementation important improve increasing increasingly individual industrial relations industry's involvement issues lean construction learning legislation levels line managers management development management fads managerial Marchington ment motivation needs negotiations objectives operational organisation's participation particular performance performance appraisal personnel potential practices problems production professional programmes project managers project-based psychological contract recognise recruitment relationship requirements responsibility rewards risk role scientific management sector SHRM skills staff strategies structure tion tive trade unions training and development Whilst work-life balance workers workforce workplace
References to this book
People and Culture in Construction: A Reader Andrew Dainty,Stuart Green,Barbara Bagilhole No preview available - 2007 |
People and Culture in Construction: A Reader Andrew Dainty,Stuart Green,Barbara Bagilhole No preview available - 2007 |