posted on 2014-02-05, 12:27authored byJoseph G. Kappia
Recruiting and retaining an adequate share of the UK workforce is vital to meeting the
construction industry's demands and sustaining its current growth. This requires the
industry to attract new employees, adopt a proactive approach to Human Resource
Development (HRD) and the formulation of effective retention strategies. Career
development programmes are required which can align the industry's needs with the
career expectations of the individual employee. However, despite the importance of
such schemes to the trade and craft occupations, most research devoted to career
development has a professional and managerial focus. A need to redress this
imbalance has been compounded by a variety of factors such as the scarcity of skilled
people, falling recruitment levels and high employee turnover rates. The overall aim
of the work reported in this thesis is to develop an understanding of trade and craft
career dynamics. The information can be used as a framework for supporting specific
career management and career development initiatives, which in turn will serve to
actively encourage skill development, attract new employees and retain the services of
the current workforce.
Drawing on the conceptual languages of extant "Careers" and "Human Resource
Management" theory, the research adopted an ethnographic research approach. An
iterative multiphase research design framework was utilised, involving a combination
of research paradigms. These quantitative and qualitative methods included: a
questionnaire of 563 informants; discussions with 54 groups of trainees; and 88 indepth
interviews with both New Entrant Trainees (NETs) and Qualified and
Experienced (QE) construction workers. By encouraging systematic narrative
accounts of the attitudes, behaviours and idea systems of the actors involved a better
understanding of the nature of trade and craft employment was developed.
Combining and comparing the fmdings of both datasets (NETs and QEs) and relating
this to the outlined theoretical perspectives sheds new light on the career dynamics
within the industry. The resear_c~-. found that although employees are not
comprehensive in their information and search of career options; they do place a high
priority on career development. However, career development is limited due to the
realities (opportunities and operational conditions) of the industry; which influence
attitudes of individuals and their peers. Employees often further encounter a series of
career decision errors which affect the employment relationship.
The fmdings suggest that good career development practice is capable of helping to
attract, recruit and retain a sustainable share of the UK workforce. As such, the
fmdings provide a platform from which effective employment strategies can be
developed in the future.