File Download
Links for fulltext
(May Require Subscription)
- Publisher Website: 10.1111/j.1748-8583.2012.00202.x
- Scopus: eid_2-s2.0-84879259987
- WOS: WOS:000320404700006
- Find via
Supplementary
- Citations:
- Appears in Collections:
Article: Managing multiple forms of employment in the construction sector: implications for HRM
Title | Managing multiple forms of employment in the construction sector: implications for HRM |
---|---|
Authors | |
Issue Date | 2013 |
Publisher | John 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? |
Abstract | The 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 Identifier | http://hdl.handle.net/10722/168789 |
ISSN | 2023 Impact Factor: 5.4 2023 SCImago Journal Rankings: 2.698 |
ISI Accession Number ID |
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Raja, JZ | en_US |
dc.contributor.author | Green, SD | en_US |
dc.contributor.author | Leiringer, R | en_US |
dc.contributor.author | Dainty, A | en_US |
dc.contributor.author | Johnstone, S | en_US |
dc.date.accessioned | 2012-10-08T03:32:28Z | - |
dc.date.available | 2012-10-08T03:32:28Z | - |
dc.date.issued | 2013 | en_US |
dc.identifier.citation | Human Resource Management Journal, 2013, v. 23 n. 3, p. 313-328 | en_US |
dc.identifier.issn | 0954-5395 | en_US |
dc.identifier.uri | http://hdl.handle.net/10722/168789 | - |
dc.description.abstract | The 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.language | eng | en_US |
dc.publisher | John Wiley & Sons Ltd. The Journal's web site is located at http://www.blackwellpublishing.com/journal.asp?ref=0954-5395&site=1 | en_US |
dc.relation.ispartof | Human Resource Management Journal | en_US |
dc.rights | Human Resource Management Journal. Copyright © John Wiley & Sons Ltd. | - |
dc.rights | This 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.title | Managing multiple forms of employment in the construction sector: implications for HRM | en_US |
dc.type | Article | en_US |
dc.identifier.email | Leiringer, R: roine.leiringer@hku.hk | en_US |
dc.identifier.authority | Leiringer, R=rp01592 | en_US |
dc.description.nature | postprint | en_US |
dc.identifier.doi | 10.1111/j.1748-8583.2012.00202.x | en_US |
dc.identifier.scopus | eid_2-s2.0-84879259987 | en_US |
dc.identifier.hkuros | 215233 | - |
dc.identifier.volume | 23 | - |
dc.identifier.issue | 3 | - |
dc.identifier.spage | 313 | - |
dc.identifier.epage | 328 | - |
dc.identifier.isi | WOS:000320404700006 | - |
dc.publisher.place | United Kingdom | en_US |
dc.identifier.scopusauthorid | Raja, JZ=27268024900 | en_US |
dc.identifier.scopusauthorid | Green, SD=7403568413 | en_US |
dc.identifier.scopusauthorid | Leiringer, R=12753583200 | en_US |
dc.identifier.scopusauthorid | Dainty, A=7004217700 | en_US |
dc.identifier.scopusauthorid | Johnstone, S=24832843300 | en_US |
dc.customcontrol.immutable | sml 130724 | - |
dc.identifier.issnl | 0954-5395 | - |