Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 1 results ...

Dainty, A R J, Harty, T E and Neale, R H (2000) Improving employee resourcing within large construction organizations. In: Akintoye, A (Ed.), Proceedings 16th Annual ARCOM Conference, 6-8 September 2000, Glasgow, UK. Association of Researchers in Construction Management, Vol. 1, 49–59.

  • Type: Conference Proceedings
  • Keywords: employee resourcing; human resources management; employee development; human resource planning ; career; project performance; scheduling
  • ISBN/ISSN: 0 9534161 4 3
  • URL: http://www.arcom.ac.uk/-docs/proceedings/ar2000-049-059_Dainty_Harty_and_Neale.pdf
  • 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.