Dainty, A R J; Harty, T E and Neale, R H (2000) Improving employee resourcing within large construction organizations. In: Akintoye, A (ed.) Proceedings of 16th Annual ARCOM Conference, 6-8 September 2000, Glasgow, UK.
Abstract
An important function of human resources management (HRM) within large construction companies concerns the deployment of managers and professionals to project teams, departments and operating divisions. Managed effectively, appropriate employee resourcing will allow employees to fulfil their own career expectations, whilst also meeting their organisation's succession management needs. However, effective resourcing is problematic within the fluid and dynamic environment that the construction industry presents. Consequently, resourcing is often a reactive process, which can lead to inconsistent and inappropriate deployment decisions and hence, disillusioned employees. This paper reports on the initial findings of an on-going ESPRC funded research project which is seeking to address the current ad-hoc approach to HR scheduling. Its aim is to develop a framework to inform the strategic deployment of human resources within large construction companies. By exploring current resourcing practices within the sector, two contrasting resourcing paradigms used by large construction companies to develop and retain core employees are identified. The implications of these resourcing policies are discussed in the context of strategic HRM priorities, and a proposal for a more efficient resourcing process is presented. On the basis of these initial results it is argued that neither a centralised nor a fragmented HRM framework offers an effective resourcing paradigm, but that a balance between these two extremes may provide better Human Resource Planning within the industry.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | employee resourcing; human resources management; employee development; human resource planning; career; project performance; scheduling |
| Index terms: | proposal, manager, large construction organization, scheduling, construction company, career, paradigm, human resource, project performance, construction industry, project team |
| Subjects: | operations research, project planning, economic analysis, project delivery, organization, practitioner, industry analysis, management, education and knowledge transfer, project management theory and practice, professional development |
| Topics: | Time Control, Human Resources, Roles and Professions, Business Strategy, Research Practice, Project Management, Information Management |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here