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Cheng, E W L, Li, H, Shen, L Y and Fong, P S W (2002) Ranking of construction information for various functions of the general contractors: a preliminary study. Journal of Construction Research, 3(01), 181–91.
Chew, A T W and Ling, F Y Y (2002) Increasing Singapore's construction productivity through construction process re-engineering. Journal of Construction Research, 3(01), 123–45.
Formoso, C T, Santos, A D and Powell, J A (2002) An exploratory study on the applicability of process transparency in construction sites. Journal of Construction Research, 3(01), 35–54.
Green, S D (2002) The human resource management implications of lean construction: critical perspectives and conceptual chasms. Journal of Construction Research, 3(01), 147–65.
- Type: Journal Article
- Keywords: lean construction; human resource management; utilitarian instrumentalism; best practice; critical management studies
- ISBN/ISSN: 1609-9451
- URL: http://www.worldscinet.com/jcr/03/0301/S1609945102000114.html
- Abstract:
The Human Resource Management (HRM) implications of lean construction are considered from a critical perspective. Construction academics have strangely ignored an extensive literature that equates lean production to a HRM regime of control, exploitation and surveillance. The emphasis of lean thinking on eliminating waste and improving efficiency makes it easy to absorb into the best practice agenda because it conforms to the existing dominant way of thinking. In common with countless other improvement initiatives, the rhetoric of lean construction is heavy in the machine metaphor whilst exhorting others to be more efficient. In the absence of an explicit consideration of the HRM implications, lean construction is doomed to repeat the mistakes of previous instrumentalist improvement recipes. In the face of rapidly declining recruitment rates for built environment courses, this will do little to attract the intelligent and creative young people that the industry so badly needs. The tradition of Critical Management Studies (CMS) remains controversial within the construction management research community. Counter-criticisms offered by the proponents of lean construction are considered and the contribution to knowledge is defended. There is a tendency to suppress critical work on the basis that it lacks empirical evidence and is one-sided in its argument. If these criteria were applied to the existing lean construction literature, many of the seminal contributions would not have been published. Whilst it is valid and important to criticise the methodology of critical research, it must also be recognized that there are methodological limitations associated with all research paradigms. Different methodologies accentuate different aspects of reality
Kim, Y-W and Ballard, G (2002) Earned value method and customer earned value. Journal of Construction Research, 3(01), 55–66.
Koskela, L, Huovila, P and Leinonene, J (2002) Design management in building construction: From theory to practice. Journal of Construction Research, 3(01), 1–16.
Miles, R S and Ballard, G (2002) Problems in the interface between mechanical design and construction: A research proposal. Journal of Construction Research, 3(01), 83–95.
Miller, C J M, Packham, G A and Thomas, B C (2002) Harmonization between main contractors and subcontractors: a prerequisite for lean construction?. Journal of Construction Research, 3(01), 67–82.
Seydel, A, Wilson, O D and Skitmore, M R (2002) Financial evaluation of waste management methods: a case study. Journal of Construction Research, 3(01), 167–79.
Singh, A (2002) Lean engineering for mass housing - design, manufacture and site erection. Journal of Construction Research, 3(01), 97–122.
Whelton, M G and Ballard, G (2002) Decriptive design study: a building facility renewal planning study. Journal of Construction Research, 3(01), 17–33.