REVIEW PRESENTATION OF PAPER (RP) A CRITICAL LITERATURE REVIEW ON INTEGRATED FRAMEWORK FOR ASSESSING FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION

1. 1
M.E-CONSTRUCTION ENGINEERING & MANAGEMENT
GUJARAT
TECHNOLOGICAL
UNIVERSITY
BIRLA
VISHVAKARMA
MAHAVIDHYALAYA
PREPAIRED BY:
CHAUDHARI JAYDIPKUMAR V
M.E-CONSTRUCTION ENGINEERING &
MANAGEMENT(140080714002)
B.V.M. ENGINEERING COLLEGE
VALLABH VIDHYANAGAR
UNDER GUIDANCE OF:
PROF. JAYESHKUMAR R.PITRODA
ASSISTANT PROFESSOR & RESEARCH SCHOLAR
CIVIL ENGINEERING DEPARTMENT
B.V.M. ENGINEERING COLLEGE
VALLABH VIDHYANAGAR
REVIEW PRESENTATION OF PAPER (RP)
A CRITICAL LITERATURE REVIEW ON INTEGRATED FRAMEWORK FOR
ASSESSING FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT IN
CONSTRUCTION

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A CRITICAL LITERATURE REVIEW ON INTEGRATED FRAMEWORK FOR ASSESSINGFACTORS
AFFECTING HUMAN RESOURCE MANAGEMENT IN
CONSTRUCTION
NARESHKUMAR PRAJAPATI*
JAYESHKUMAR PITRODA**
PROF. CHETNA M. VYAS***
*Student of Final Year, M.E.(Construction Engineering& Management), B.V.M. Engineering College,
Vallabh Vidyanagar,
Gujarat, India
**Assistant Professor, Civil Engineering Dept., B.V.M. Engineering College, Vallabh Vidyanagar, Gujarat,
India
***Assistant Professor, Civil Engineering Dept., A.D.Patel Institute of Technology, New Vallabh
Vidyanagar, Gujarat, India
JOURNAL OF INTERNATIONAL ACADEMIC RESEARCH FOR MULTIDISCIPLINARY
Impact Factor 1.625, ISSN: 2320-5083, Volume 2, Issue 12, January 2015

3. ABSTRACT
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• Human resources are the live resources in the construction field, who have all the
types of needs and risks.
• It is difficult and risky to manage them as they are live and they are not mostly
permanent like other industries.
• Therefore, it is necessary to analyze the Human Resource Management(HRM) in
the construction industry.
• However, past research has been done on HRM are mostly qualitative and there is
a lack of quantitative research.
• Due to this lack of quantitative research, there is no good-developed framework for
factors affecting HRM in the construction industry.
• This paper deals with identification of factors affecting HRM and developing a
framework for assessing the factors affecting HRM.
• In the end, a framework has been developed which can be used for the future
research in this area.

4. INTRODUCTION
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• Human resources are nothing but the personals working in the
organizations for achieving the goals of the business and earning
benefits for themselves for their survivals or for their specific purpose.
• Employees are largely a factor of production of any organization,
whether it b construction or manufacturing.
• Human resource is required for an organization to conduct different
business activities.
• Without the support of human resource, the organization cannot exist
or operate effectively.
• The success of any organization depends on the effective use of
human resources.
• quality of HRM can affect a range of issues, and in the context of
construction, poor
• employment relations may have an impact upon levels of work quality,
innovation, project delays, and corporate reputation.

5. PREVIOUS RESEARCH REVIEW BASED ON IDENTIFYING
FACTORS AFFECTING HRM IN CONSTRUCTION
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• Tiwari et al. (2002) found that HRM practices get affected by external and internal factor sand
directly or indirectly affect other variables such as employee’s attitude, employee, employer
relations, financial performance, employee productivity etc. and ultimately contribute to overall
corporate performance.
• Wan et al. (2002) examined the relationship between strategic HRM variables and firm
performance using 29 variables and revealed in their analysis that the strategic HRM variables
were found to have a positive effect on organizational outcomes, especially with respect to a
firm’s HR performance.
• Budhwar et al. (2002) found that there is a strong need for more cross-national HRM studies.
However, the literature showed the absence of an integrated framework. They developed an
integrated framework (containing 40 variables) for understanding cross-national human
resource management practices
• Makulsawatudom et al. (2004) by questionnaire survey and interviews of 34 project managers,
disclosed the ten most significant factors (out of 23) affecting construction productivity in
Thailand as lack of material, incomplete drawings, incompetent supervisors, lack of tools and
equipment, absenteeism, poor communication, instruction time, poor site layout, inspection
delay and rework.
• Budhwar et al. (2004) presented a previously developed framework (containing 40 variables)
useful for highlighting the main determinants of HRM policies and practices from a cros
snational comparative perspective and stated that there is the need to examine HRM systems
of Asian countries.

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• Hashem et al. (2006) carried out an investigation of 30 factors affecting labor productivity
and ranked according to their relative severity from the viewpoint of 41 project managers
in building sites. The ten most significant problems affecting labor productivity were
identified as length of workday, equipment breakdown, lack of materials, lack of proper
equipments, lack of proper tools, inadequate supervision skill, material type, large volume
of work,quality required, and work complexity.
• Du et al. (2007) stated that a variety of factors influence the implementation of HRM
ininternational construction. They also summarized the key factors of HRM
implementation in international construction and the HRM function of each of project
participants over the project period.
• Min et al. (2007) concluded that in order to take better use of the asset of manpower,
complete HR strategy should be established.
• Kundu et al. (2007) studied 22 variables related to human resource management
practices in shipping companies, based on 250 observations from 125 shipping
companies. Factor analysis brought about five factors, which were further analyzed.
• Kundu et al. (2009) discovered that ‘Training and benefits’ was found highly in practice in
the insurance companies. Further, ‘performance appraisal,’ ‘selection and socialization of
employees,’ and ‘HR planning and recruitment’ were moderately practised in insurance
companies. ‘Workforce diversity and contemporary HR practices’ and ‘competitive
compensation’ were also practised to some extent.

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AFFECTING HRM IN CONSTRUCTION
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• Özutku et al. (2009) carried out an empirical study on the determinants of human resource
practices of 217 companies using 16 different variables and found that both internal and
external factors have significant influences on the HR practices in the Turkish manufacturing
industry.
• Agyepong et al. (2010) conducted a cross-sectional survey in Ghana to identify the factors,
which influence the development of HRM policies of large construction organizations operating
within the Ghanaian Construction. It can be clearly said from their empirical evidence that, the
organizational situational factors identified by the Harvard model and the external influencing
factors identified by the Warwick Model affect the development of HRM policies in large
construction companies operating in Ghana. However, according to them, further research is
recommended to validate the factors identified in this study.
• Alinaitwe et al. (2010) studied 36 factors affect productivity with respect to time, cost and
quality. The ten most significant problems affecting labour productivity were identified as
incompetent supervisors; lack of skills from the workers; rework; lack of tools/equipment; poor
construction methods; poor communication; inaccurate drawings; stoppages because of work
being rejected by consultants; political insecurity; tools/equipment breakdown; and harsh
weather conditions
• Fagbenle et al. (2011) identified some factors perceived to be negatively affecting the
performance of construction labor and also examined how these factors vary from site to site in
the Nigerian construction industry using structured questionnaires on forty constructionsites,
which incorporated 12 different factors.
• Durdyev et al. (2011) identified the key constraints of on-site labor productivity in the New
Zealand construction industry and prioritized the constraints based on their relative levels of
impact. 56 sub-factors had identified under 8 broad categories of internal and external
constraints. Results showed that compared to the external factors, the internal constraints were
found to contribute far more to the on-site labor productivity issues.

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FACTORS AFFECTING HRM IN CONSTRUCTION
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• Al-Jabari (2012) studied three factors that affect HR practices in some Palestinian
organizations: firm size (No. of employees), sector (whether government, private or
nongovernment organization), and profitability (profit vs. non-profit organization). Findings show
that larger firms apply more formalized HR practices than smaller firms do; also nonprofit sector
is practicing HR higher than profit sectors.
• Rouyendegh et al. (2012) presented a real case study, which examined a fuzzy Analytic
Hierarchy Process (FAHP) for selecting the most suitable academic staff, where five candidates
under ten different sub-criteria are evaluated and prioritized.
• Pai et al. (2013) found that factors that motivate workers are money, hygiene environment and
good working culture. Many companies keep their skilled workers with them by paying
competitive wages, timely payments, good working culture, hygiene environment and sufficient
work. In addition to these companies providing bonuses, incentives, and gifts for achievement
of targets and also providing PF through labour contractor.
• Zhai et al. (2013) developed a reliable and valid human resource measurement scale in the
context of Chinese construction organizations after exploratory and confirmatory factor
analyses, which include 15 items to indicate four HR practices of employment relations,
training, staffing, and rewards.

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AFFECTING HRM IN CONSTRUCTION
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• Nukić et al. (2013) measured the influence of different HRM activities on business result
of construction companies in Croatia considering 18 independent variables classified in 4
groups and 7 control variables in their model. They suggested that, among other human
resources activities, the material motivation activities have the most significant impact on
business results. In the end, they recommended to employers in construction not to
neglect the influence of HRM activities, especially material motivation, on the
performance of the company.
• Attar et al. (2013) identified ten most significant factors affecting labor productivity for
small, medium and large companies. They suggested that practically it is a difficult task
for all to improve labor productivity up to 100%, but if we have properly control on above
factors, productivity can be improved up to a large extent.
• Mahamid et al. (2013) completed a structured questionnaire survey, including the 32
factors (in 5 groups) affecting labor productivity in public construction projects in Saudi
Arabia from the contractor’s viewpoint. As per the responses from 41 contractors, the top
ten important factors negatively affecting labor productivity in public construction projects
were: lack of labor experience, poor communication and coordination between
construction parties, bad relations between labors and management team, payment delay
by owner, misuse of time schedule, rework, labor’s low wage, financial conditions of
contractor, poor site management, and frequent change orders.

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AFFECTING HRM IN CONSTRUCTION
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• Rosman et al. (2013) found 12 different factors affecting the role of the HR department in
the private healthcare sector in KPK, Pakistan categorized in two groups. They found that
internal factors have a negative impact on the motivation, performance and morale of the
employees whereas external factors create difficulties for HR departments to attract
andretain the desired workforce.
• Raj et al. (2014) carried out three questionnaire surveys between 50, 75 and 100 labors of
various companies using SPSS software and extracted their responses for studying the
impact of human resource management on productivity and financial performance in the
construction industry based on various 33 factors from the labor’s point of view, which
were classified in 10 different groups.[20,21,22] Based on the literatures studied, the
following figure 1 has been shown, describing the studied papers published till the year
stated and indicating the key findings till this year.

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12. CONCLUSION:
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• For job analysis and HR planning regular job analysis, regular human resource planning,
emphasis on service employees, human resource information system, employee attitude
surveys
• For recruitment and selection Number of Job Applications, Tests and Candidates Assessment,
Recruitment Policy, Efforts in Selection, Amount of Money Spent on process, Education of
Candidates, Working Experience of Candidates, Language knowledge of Candidates, Technical
knowledge of candidates, Members of the selection team, Poor communication
• For education and training Quality of programs provided, Adequacy and quantity of programs,
Attendance of workers, Money spent on program, Kinds of training, Opportunities for training,
High priority on training, Systematically structured training process.
• For retaining, motivation and performance appraisal, the previous work as: sufficient work to
workers, Hygiene Environment, Good Working Culture, Paying competitive wages, Timely
payments, Providing PF, Employees’ opinion and ideas, Probability of promotion, Regular
performance appraisal, Due weight to service performance, Proper HR information system.
• For compensation and rewards Bonuses, Incentives, Pay for performance, Competitive salaries
• For employment relations Clearly defined duties, Accurate job description, Employee
involvement in decisions, Awareness to the employees, Involvement in suggesting
improvements, Flexible work hours.

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• For health and safety Accommodation, Job security, Life security, Health service, Insurance. For
other external factors labour strikes, Extra work, Large volume of work, Length of work day, Rework,
Changing crew members, Improper crew design, Firm size (No. of employees),Organizational culture,
National policies, Labour act, DisputesOther factors were introduced based on recruitment and
selection by the authors as:Social background of the candidates, Type of work and based on external
factors as: Organizational unstability, Political emergencies.