Construction is one of the most challenging industrial environments
for effective people management. It is characterised by
geographically dispersed projects, production-oriented management
styles, long working hours, high levels of staff turnover and
employment practices grounded in the traditional 'personnel'
paradigm. The employee resourcing function - recruitment, selection
and deployment - is largely reactive and intuitive, and fails to
draw on the longer-term benefits of strategic human resource
management (SHRM). This book explores the challenges inherent in
employee resourcing in-depth. It provides insights into the
strategic considerations and operational approaches adopted by
large construction organisations in deploying their human
resources. It presents an improved framework for informed
SHRM-style decision-making derived from an extensive study
conducted within eight major construction organisations. This book
provides a valuable resource for both students and practitioners
interested in evaluating and improving current organisational
practice.
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