“Current Practices of Human Resource Management in Thai Construction
Industry”, Somjintana Koompai et al 2012
Human resource management plays an important role in increasing productivity and
performance of companies through effective use of the companies’ most valuable asset: people.
Construction industry is typically characterized as a labor-intensive and low-tech sector.
Therefore, one way to increase the performance of this sector was through the use of human
resource management (HRM). This paper investigated the effect of HR policies and practices on
three critical success factors of a construction project; time, cost and quality. The HRM practices
were reviewed and then a model was developed for effective HRM for Thai construction
companies. In the model six independent factors relating to HRM activities were studied for their
influence on the performance of the company and one of the findings was that better human
resource management strategy had a significant impact on the performance of construction
companies while the other factors showed less influence. Global HRM practises were also
compared with Thai construction industry and the uncertainties were analyzed to examine the
risks and opportunities faced and shortage of skilled labours was found as the most important
risk.
“Human Resource Management in Construction Industry - Sustainability
Competencies”, Renard Siew 2014
Environmental sustainability has been the subject of much debate from the last decade. It
was not until recently that attention started to shift towards human resource management. Yet
this might still be a relatively under researched area there is still much unknown about the role of
an human resource management in contributing towards sustainable development. This paper
addressed the gap by proposing a framework to measure sustainability competencies of
employees within the construction industry sector. The framework consisted of four proficiency
levels together with relevant descriptions defined for eight sustainability competencies and these
proficiency are then mapped to main construction related jobs based on the framework. Further
future research could be possibly looked into expanding the sustainability competency
framewok.
“Strategic Management of Human Resources in Construction”, Carl T. Haas
et al 2006
The relationship between strategic human resource management (HRM) and a firm’s
performance has been extensively studied in human resource journals and literature, while very
little information is available on its application to the construction industry. It has been found
that the HRM practices used with other business strategies were related to reduce employee
turnover, higher productivity and greater financial performance. Currently in the construction
industry, only very few structured workforce management programs exist and there is a need for
a structured workforce management strategy in construction that could be used to effectively
manage a workforce regardless of its skill level. The construction industry has experienced the
shortage of skilled workers and will continue to experience the shortage unless revolutionary
methods are put in place to address the problem.
“Human Resource Management in India - Strategy, Performance and
Complementarity”, Ahmad S et al 2006
HRM in India emerged as an island, with distinct features in organisational culture and
practice. It has been argued that India not only faces wide-ranging political and developmental
challenges, but also a wide range of practical HR problems. This paper carried out a study of
relationship between HRM and organisational performance and seeked to explore which types of
HR practice are associated with better organizational performance. The research was conducted
in the context of India and focused on the HR practices of large scale enterprises in the private
sector. Survey and tests were conducted under three different hypothesis and results were
obtained. A range of strategic HR practices examined—recruitment and selection, training,
internal career opportunities, extrinsic incentives and reward, and intrinsic incentives and reward
were found to be generally correlated. This paper also highlighted the absence of
complementarity and the limitations of strategic HRM in an Indian context.
“Human Resource Development in Construction Industry”, Behnam
Neyestani et al 2014
Human Resource Development is the domain that performs core function in an
organization for the advancement of personal and professional skills, knowledge and abilities of
employees. Human resource development is directed towards changing an organization and
everyone associated with it from within, in order to gain advantage over its competitors and
achieving desired success. A study was conducted to find and realize all factors which are caused
by HRD on productivity and employee's performance in construction industry. Companies are
acquainting themselves with concepts of talent development or training and development which
are the main components of HRD. This paper suggested that the companies should improve
continually employee’s skills and attitude to ensure enforcing optimal performance in the
workplace.
