附註:Includes bibliographical references (pages 318-339) and index.
Chapter 1 Introduction -- The challenges of managing people in construction -- chapter 2 The development of modern organisational and management theory -- chapter 3 Human resource management theory -- Strategic concepts and operational implications -- chapter 4 Strategic approaches to managing human resources in the construction industry -- chapter 5 The mechanics of human resource management in construction -- Resourcing, development and reward -- chapter 6 Employee relations Introduction: unitary and pluralistic perspectives on employee -- chapter 7 Employee participation, involvement and empowerment in construction -- chapter 8 Workforce diversity, equal opportunities and work-life balance in construction -- chapter 9 Employees' health, safety and welfare Introduction: the importance of health and safety in -- chapter 10 Strategic human resource development -- chapter 11 The HRM implications of management thinking, trends and fads -- Cross-cutting HRM themes for the new millennium -- chapter 12 Conclusions -- SHRM as a route to improved business performance.
摘要:Although construction is one of the most labour-intensive industries, people management issues are given inadequate attention. Furthermore, the focus of attention with regards to HR has been on the strategic aspects of HRM function - yet most problems and operational issues arise on projects. To help redress these problems, this book takes a broad view of HRM, examining the strategic and operational aspects of managing people within the construction sector. The book is aimed at project managers and students of project management who, until now, have been handed the responsibility for human resource management without adequate knowledge or training. The issues addressed in this book are internationally relevant, and are of fundamental concern to both students and practitioners involved in the management of construction projects. The text draws on the authors' experience of working with a range of large construction companies in improving their HRM operational activities at both strategic and operational levels, and is well illustrated with case studies of projects and organizations.
