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Dainty, A R J, Raiden, A B and Neale, R H (2004) Psychological contract expectations of construction project managers. Engineering, Construction and Architectural Management, 11(01), 33–44.

  • Type: Journal Article
  • Keywords: human resource management; psychological contracts; project management; employees; retention
  • ISBN/ISSN: 0969-9988
  • URL: http://titania.emeraldinsight.com/vl=1289930/cl=13/nw=1/rpsv/cw/mcb/09699988/v11n1/s3/p33
  • Abstract:
    The past 20 years have seen a period of fundamental change for many construction businesses as they have restructured, downsized, de-layered, merged and de-merged to survive turbulent markets and rapidly changing demand cycles. Such change places significant new pressures, challenges and constraints on the employer/employee relationship. This paper argues that these changes are likely to have reconstituted employee expectations of the less formal aspects of the employment relationship, known collectively as the psychological contract. Explores this inductive research which examines the psychological contract of 30 construction project managers.

Delaney, F T and Wamuziri, S C (2004) The impact of mergers and acquisitions on shareholder wealth in the UK construction industry. Engineering, Construction and Architectural Management, 11(01), 65–73.

Dunlop, P and Smith, S D (2004) Planning, estimation and productivity in the lean concrete pour. Engineering, Construction and Architectural Management, 11(01), 55–64.

Hejducki, Z (2004) Sequencing problems in methods of organising construction processes. Engineering, Construction and Architectural Management, 11(01), 20–32.

Phua, F T T and Rowlinson, S (2004) How important is cooperation to construction project success? A grounded empirical quantification. Engineering, Construction and Architectural Management, 11(01), 45–54.

Shen, Q and Liu, G (2004) Applications of value management in the construction industry in China. Engineering, Construction and Architectural Management, 11(01), 9–19.