The construction sector is one of the most complex and problematic arenas within which to manage people. As a result, the applicability of much mainstream human resource management (HRM) theory to this industry is limited. Indeed, the operational realities faced by construction organizations mean that all too often the needs of employees are subjugated by performance concerns. This has potentially dire consequences for those who work in the industry, for the firms that employ them and ultimately, for the prosperity and productivity of the industry as a whole.
In this new edition of their leading text, Andrew Dainty and Martin Loosemore have assembled a collection of perspectives which critically examine key aspects of the HRM function in the context of contemporary construction organizations. Rather than simply update the previous edition, the aim of this second edition is to provide a more critical commentary on the ways in which the industry addresses the HRM function and how this affects those who work within the industry. To this end, the editors have gathered contributions from many of the leading thinkers within construction HRM to critique the perspectives presented in the first edition. Each contributor either tackles specific aspects of the HRM function, or provides a critical commentary on industry practice. The authors explain, using real-life case studies, the ways in which construction firms respond to the myriad pressures that they face through their HRM practices.
Together the contributions encourage the reader to rethink the HRM function and its role in defining the employment relationship. This provides essential reading for students of construction and project management, and reflective practitioners who are interested in theoretically informed insights into industry practice and its implications.
Table of Contents
Dedication Preface About the Contributors Acknowledgements 1. HRM in Construction: Critical Perspectives Andrew Dainty and Martin Loosemore 2. Human Resource Management in the Construction Context: if only we could find those workers... Kate Ness and Stuart Green 3. The Development of Building Labour in Britain in the Twentieth Century: is it distinct from elsewhere in Europe? Linda Clarke, Charlie McGuire and Christine Wall 4. Aligning Human Resource Development with Organisational Strategy in Construction: what else matters? Paul Chan and Michael Marchington 5. Competing on Identity Rather Than Price Martin Loosemore and David Higgon 6. Occupational Health, Safety and Workers’ Wellbeing Helen Lingard 7. Equality, Diversity, Inclusion and Work-life Balance in Construction Kate Sang and Abigail Powell 8. Employment Relations in Construction Stewart Johnstone and Adrian Wilkinson 9. A Critique of People Resourcing ‘Best Practice’ in Construction Organisations Ani Raiden and Anne Sempik 10. Reward Management in Construction Janet Druker
Andrew Dainty is Professor of Construction Sociology at Loughborough University, UK.
Martin Loosemore is Professor of Construction Management and Associate Dean at the University of New South Wales, Australia.