An emprical evaluation of strategic human resource management within construction sites

Strategic Human Resource Management (SHRM) offers a peoplemanagement framework which promotes improved performance, innovation and competitiveness. However, little research has considered how such practices are implemented within Construction SMEs, and whether they complement overall business strategy. The nature of the UK construction industry requires construction organisations to balance project requirements with competing organisational and individual employee expectations, priorities and needs. This conflict raises several complex and problematic issues for SHRM within the construction industry as well as opportunities for improvement. However to date, despite this sector exhibiting the well-known `labour-intensive' and `people oriented' characteristics, there is little informed understanding of the complex interplay of factors that shape strategic decision making processes, and approaches to SHRM within construction SMEs. The overall aim of this thesis was to explore the types of HRM strategies used by construction SMEs and develop a framework to improve their organisational performance. The objectives of the research were: 1) To establish whether construction SMEs undertake strategic management, the types of strategies employed and how they implement their strategies, 2) To establish whether construction SMEs undertake SHRM, the types of strategies employed, how they implement their strategies and whether size of firm influences their practices; 3) Examine the relationship between the different SHRM approaches, the associated strategic organisational goals, in order to establish whether the approaches and goals are mutually supportive; and 4) To develop a framework linking SHRM approaches to specific organisational goals for construction SMEs. (Continues ...).