This paper aims at answering the strategic question, “In which way do the values embedded in an organisational culture affect the human resources factor n in the Greek construction industry”?
The construction industry is operating within a continuously changing environment a fact which influences the performance of construction companies. In addition, it has been criticized of poor performance because of the little development of its human resource.
In an attempt to improve the performance of the construction industry there is a need to examine in what way the organisational culture and the Human Resources Management influences the performance of a construction organisation
Keywords: Human Resources Management, Organisation.
Table of Contents
1. Introduction
2. Literature review
2.1 Human Resources Management
3. Research Methodology
4. Data collection and analysis
5. Conclusions
6. Limitations of the study
Research Objectives & Topics
The primary objective of this research is to investigate how organisational culture and human resource management practices influence the performance of the Greek construction industry, with a focus on human resources as a key asset.
- The impact of organisational culture on the human resources factor.
- Strategic management of human resources in construction organisations.
- Methods for coping with environmental changes and uncertainties.
- The importance of skills, competencies, training, and motivation for engineer effectiveness.
Excerpt from the Book
Human Resources Management
Torrington, Hall and Taylor (2002) the definition of HRM is difficult to be given partly because it is used generically to describe activities of personnel management and partly because it is used to describe “a distinctive philosophy towards carrying of people-oriented or organisational activities” (p.6). Torrington et al (2002) define HRM as a distinctive approach to the management of people, HRM is related to the provision and development of HRM needs and is concerned with planning, monitoring and controlling of resources while problem solving is achieved by members of management on HR issues.
According to Marchington and Wilkinson (2006) the concept of HRM originated in USA in 1960s and 1970s while two schools of thought emerged, namely the Fombrun et al in 1984 and the Harvard framework in 1985. Fombrun et al (as cited in Marchington et al, 2006) advocated the linking of HRM to the organisational strategy and divided the “human resource cycle”(p.4) in four components, namely selection, development, appraisal and reward in order to determine the effectiveness in which they deliver improved performance.
Summary of Chapters
Introduction: This chapter introduces the topic of organisational culture and its influence on the human resources factor within the Greek construction industry, while outlining the research objectives.
Literature review: This section defines the problem and background of the study by exploring the theoretical foundations of Human Resources Management and various management frameworks.
Research Methodology: This chapter describes the research design, specifically the use of questionnaires as the primary method for data collection, and explains the research approach.
Data collection and analysis: This section presents the findings from the research through various diagrams and descriptions, detailing the demographic profile and results related to skills and training.
Conclusions: This chapter provides a summary of the research findings, highlighting the importance of skills and competencies, and compares the results with past studies.
Limitations of the study: This chapter acknowledges constraints such as the lack of interviews and the use of closed questionnaires, which restricted the range of participant responses.
Keywords
Human Resources Management, Construction Industry, Organisational Culture, Organisational Performance, Skills, Competencies, Training, Motivation, Employee Effectiveness, Research Methodology, Questionnaires, Change Management, Data Analysis, Greek Construction Industry, Human Capital.
Frequently Asked Questions
What is the core focus of this research paper?
The research examines how organisational culture and human resource management (HRM) practices affect the human resources factor and overall performance within the Greek construction industry.
What are the primary thematic areas covered in the document?
Key areas include the definition and management of human resources, the influence of organisational culture, the necessity of training and development, and the role of motivation in improving employee and organisational effectiveness.
What is the main objective or research question of the study?
The study aims to answer how values embedded in an organisational culture affect the human resources factor in the Greek construction industry and how appropriate techniques can be employed to increase engineers' effectiveness.
Which scientific methodology is utilized in this paper?
The research utilizes a quantitative method, primarily employing structured questionnaires distributed to industry professionals to collect background, behavioural, and attitudinal data.
What is primarily discussed in the main body of the work?
The main body focuses on a literature review of HRM theories, the research design and methodology, and a detailed data analysis of survey findings regarding skills, training practices, and motivation within construction companies.
Which keywords best characterize the study?
The study is characterized by keywords such as Human Resources Management, Construction Industry, Organisational Culture, Skills, Competencies, Training, Motivation, and Employee Effectiveness.
How does the research compare current findings on technical skills with past studies?
The research confirms past findings that knowledge acquisition is a significant characteristic of technical skills, though it diverges from some previous studies regarding the ranking of specific personal skills like dexterity.
What does the research reveal about training practices in the studied companies?
While the study finds that training is perceived as very important by the subjects, it reveals that only a small percentage of employees actually receive formal training practices from their companies.
- Quote paper
- Dimitrios Kamsaris (Author), 2011, Τhe human resources factor in the construction industry, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/179605
