Thesis-2004-Raiden.pdf (44.48 MB)
The development of a strategic employee resourcing framework (SERF) for construction organisations
thesis
posted on 2010-12-15, 09:36 authored by Ani Birgit RaidenThe construction industry is one of the most challenging industrial environments
within which to develop effective people management practices. The industry is
characterised by geographically dispersed projects, production-oriented management
styles, long working weeks, high levels of staff turnover and employment practices
grounded in the traditional `personnel' paradigm. One of the most challenging
aspects of adopting strategic human resource management (SHRM) in the industry is
employee resourcing, which comprises the staffing, performance, human resource
administration and change management functions within contemporary
organisations.
This thesis investigates resourcing practices within large construction companies and
develops a framework to inform SHRM-style decision-making in the future. Within
an overall interpretative framework, case study methodology was employed for the
research, supported by a range of qualitative and quantitative data sets. Fifty in-depth
interviews were conducted within a major contracting organisation in order to
establish both employer and employee perspectives on the resourcing process. These
were supported by further interviews with several other leading contractors in order
to explorew hethers uchp racticesw eret ypical and to identify alternativea pproaches.
A range of secondary data informed both the wider understanding of existing
approaches and the development of a more effective resourcing methodology. This
included an analytic hierarchy method questionnaire to rank employee priorities,
management and leadership style assessments of those with responsibility for
managing the resourcing function, employee satisfaction questionnaires and an
evaluation of commercially available human resource (HR) software. The results show that, although the intention with regard to resourcing was clearly
positive, managerial practices did not effectively deliver the strategic intent at a
project level. Organisational priorities and project requirements were found to
dominate what was a largely reactive and incoherent employee resourcing process.
Individual employee needs and preferences were often neglected, which led to a demotivated
workforce and hence, high levels of staff turnover. This presented a need
to integrate key SHRRM activities such as human resource planning (IHRP), team
deployment, employee involvement (EI), performance and career management and
human resource development (IHRD). Accordingly, a strategic employee resourcing
framework (SERF) was developed which balances these activities in order to inform
effective resourcing decision-making. The SERF has shown potential to support the
effective integration of strategic business and HR objectives with operational
requirements. 'liiere remains a need however, for construction organisations to
develop their human resource information systems in order that such a framework is
supported by appropriate organisational and employee data. This provides a longerterm
challenge for the industry's larger employers, but is essential if the benefits of
SHRM-oriented resourcing practices are to be realised.
History
School
- Architecture, Building and Civil Engineering
Publisher
© Ani B. RaidenPublication date
2004Notes
A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University.EThOS Persistent ID
uk.bl.ethos.415851Language
- en