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Article: Managing multiple forms of employment in the construction sector: implications for HRM

TitleManaging multiple forms of employment in the construction sector: implications for HRM
Authors
Issue Date2013
PublisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www.blackwellpublishing.com/journal.asp?ref=0954-5395&site=1
Citation
Human Resource Management Journal, 2013, v. 23 n. 3, p. 313-328 How to Cite?
AbstractThe construction industry is one of the largest and most complex industrial sectors in the UK. The industry's failure to adopt progressive human resource (HR) practices is routinely blamed on the challenges of operating in a fragmented, project-based environment reliant on subcontracting. This research examines the extent to which existing HR theory accounts for the particular employment context of project-based organisations operating in volatile markets. Drawing upon case study research from two different divisions within a large contracting firm, this article explores the extent to which different contracting arrangements impinge on attempts to reposition human resource management (HRM) as a strategic function along the business partnering model. Elevating the role of the HR function is found to be difficult to reconcile with the concurrent demands of managing multiple forms of employment arrangements. The research reveals a need for HRM models that account for the specificities of complex, differentiated organisations that operate in multiple environments. © 2012 Blackwell Publishing Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/168789
ISSN
2015 Impact Factor: 1.845
2015 SCImago Journal Rankings: 1.158
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorRaja, JZen_US
dc.contributor.authorGreen, SDen_US
dc.contributor.authorLeiringer, Ren_US
dc.contributor.authorDainty, Aen_US
dc.contributor.authorJohnstone, Sen_US
dc.date.accessioned2012-10-08T03:32:28Z-
dc.date.available2012-10-08T03:32:28Z-
dc.date.issued2013en_US
dc.identifier.citationHuman Resource Management Journal, 2013, v. 23 n. 3, p. 313-328en_US
dc.identifier.issn0954-5395en_US
dc.identifier.urihttp://hdl.handle.net/10722/168789-
dc.description.abstractThe construction industry is one of the largest and most complex industrial sectors in the UK. The industry's failure to adopt progressive human resource (HR) practices is routinely blamed on the challenges of operating in a fragmented, project-based environment reliant on subcontracting. This research examines the extent to which existing HR theory accounts for the particular employment context of project-based organisations operating in volatile markets. Drawing upon case study research from two different divisions within a large contracting firm, this article explores the extent to which different contracting arrangements impinge on attempts to reposition human resource management (HRM) as a strategic function along the business partnering model. Elevating the role of the HR function is found to be difficult to reconcile with the concurrent demands of managing multiple forms of employment arrangements. The research reveals a need for HRM models that account for the specificities of complex, differentiated organisations that operate in multiple environments. © 2012 Blackwell Publishing Ltd.en_US
dc.languageengen_US
dc.publisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www.blackwellpublishing.com/journal.asp?ref=0954-5395&site=1en_US
dc.relation.ispartofHuman Resource Management Journalen_US
dc.rightsHuman Resource Management Journal. Copyright © John Wiley & Sons Ltd.-
dc.rightsThis is the peer reviewed version of the following article: Raja, J.Z., Green, S.D. and Leiringer, R., Dainty, A. and Johnstone, S. (2012). Managing multiple forms of employment in the construction sector: implications for HRM. Human Resource Management Journal, 23(3), 313-328. Which has been published in final form at: http://onlinelibrary.wiley.com/doi/10.1111/j.1748-8583.2012.00202.x/full-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.titleManaging multiple forms of employment in the construction sector: implications for HRMen_US
dc.typeArticleen_US
dc.identifier.emailLeiringer, R: roine.leiringer@hku.hken_US
dc.identifier.authorityLeiringer, R=rp01592en_US
dc.description.naturepostprinten_US
dc.identifier.doi10.1111/j.1748-8583.2012.00202.xen_US
dc.identifier.scopuseid_2-s2.0-84879259987en_US
dc.identifier.hkuros215233-
dc.identifier.volume23-
dc.identifier.issue3-
dc.identifier.spage313-
dc.identifier.epage328-
dc.identifier.isiWOS:000320404700006-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridRaja, JZ=27268024900en_US
dc.identifier.scopusauthoridGreen, SD=7403568413en_US
dc.identifier.scopusauthoridLeiringer, R=12753583200en_US
dc.identifier.scopusauthoridDainty, A=7004217700en_US
dc.identifier.scopusauthoridJohnstone, S=24832843300en_US
dc.customcontrol.immutablesml 130724-

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