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Brandao, L E T and Saraiva, E (2008) The option value of government guarantees in infrastructure projects. Construction Management and Economics, 26(11), 80.

Ding, Z and Ng, F (2008) A new way of developing semantic differential scales with personal construct theory. Construction Management and Economics, 26(11), 26.

Doloi, H (2008) Analysing the novated design and construct contract from the client's, design team's and contractor's perspectives. Construction Management and Economics, 26(11), 96.

Forbes, D, Smith, S and Horner, M (2008) Tools for selecting appropriate risk management techniques in the built environment. Construction Management and Economics, 26(11), 50.

Kheni, N A, Dainty, A R J and Gibb, A (2008) Health and safety management in developing countries: a study of construction SMEs in Ghana. Construction Management and Economics, 26(11), 69.

Kofoworola, O F and Gheewala, S (2008) An input-output analysis of Thailand's construction sector. Construction Management and Economics, 26(11), 40.

Nasirzadeh, F, Afshar, A, Khanzadi, M and Howick, S (2008) Integrating system dynamics and fuzzy logic modelling for construction risk management. Construction Management and Economics, 26(11), 212.

Raiden, A B, Dainty, A R J and Neale, R H (2008) Understanding employee resourcing in construction organizations. Construction Management and Economics, 26(11), 43.

  • Type: Journal Article
  • Keywords: employee involvement; human resource management; recruitment; project team; strategic management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190802422153
  • Abstract:
    In recent years the literature on employee resourcing has consistently advocated the importance of adopting a holistic, strategic approach to employee deployment decision making rather than adopting a reactive needs-based approach. This is particularly problematic in construction where the multi-project environment leads to constantly changing resource requirements and to changing demands over a project's life cycle. This can lead to inappropriate decisions, which fail to meet the longer-term needs of both construction organizations and their employees. A structured and comprehensive understanding of the current project team deployment practices within large construction organizations was developed. Project deployment practices were examined within seven case study contracting firms. The emergent themes that shaped the decision-making processes were grouped into five broad clusters comprising human resource planning, performance/career management, team deployment, employee involvement and training and development. The research confirms that a reactive and ad hoc approach to the function prevails within the firms investigated. This suggests a weak relationship between the deployment process and human resource planning, team deployment, performance management, employee involvement and training and development activities. It is suggested that strategic HR–business partnering could engender more transparent and productive relationships in this crucial area.

Raisbeck, P (2008) Perceptions of architectural design and project risk: understanding the architects' role in a PPP project. Construction Management and Economics, 26(11), 57.