A Preliminary Study on Human Resources Management in International Construction

Jianjian Du
Chunlu Liu
David Picken


As construction companies continue to exploreforeign construction markets, variousinternational construction projects are beingundertaken in all corners of the world. In aninternational construction project with manyunique and complicated characteristics, humanresource management can playa significant rolein promoting the efficient use of complex humanresources. The aim of this paper is to establish avalid foundation for further research onmeasuring the impact of human resourcemanagement economically for internationalconstruction projects. The paper examineshuman resource management literature andidentifies the application of the relatedmanagement techniques to the constructionindustry. In addition, the paper uses the literatureanalysis to describe the nature of humanresource management with particular referenceto international construction projects. Inparticular, the research described in this paperidentifies economic performance factors in theimplementation human resource management ininternational construction projects. This paperalso identifies the social effects of humanresource management practices.

Full Text:



Belout, A. and Gauvreau, C. (2004). Factors influence project success: the impact of human resource management, Internationa! Journal of Project Management, 22(1), 1-11.

Bon, R. and Crosthwaite, D. (2000). The Future of International Construction, Thomas Telford, London.

Brandenburg, S., Haas, C. and Byrom, K. (2006). Strategic management of human resources in constmction, Joumal of Management in Engineering, 22(2), 89-96,

Bratton, J. and Gold. J. (1999). Human Resource Management Theory and Practice, Macmillan Press, London.

Chan, E. and Tse, R. (2003). Cultural Consideration in International Construction Contracts, Joumal of Construction Engineering and Management, 129(4), 375-381.

Cole, G. (2002). Personnel and Human Resource Management, Continuum, London.

Dainty, A Bagilhole, B. and Neale, R. (2000). The compatibility of construction companies' human resource development policies with employee career expectations. Engineering, Construction and Architectural Management, 7(2), 169-178.

Druker, J., White, G., Hegewisch, A. and Mayne, L. (1996). Between hard and soft HRM: human resource management in the constmction industry, Constmction Management and Economics, 14(5), 405-416.

Han, S. and Diekmann, J. (2001). Approaches for making risk-based go/no-go decision for international projects, Joumal of Constmction Engineering and Management, 127(4), 300-308.

Howes, R. and Tah, J. (2003). Strategic Management Applied to International Construction, Thomas Telford Publishing, London.

Kim, P. (1999). Globalization of human resource management: a cross-cultural perspective for the public sector. Public Personnel Management, 28(2), 227-243.

Koch, C. (2003). Knowledge management in consulting engineering - joining IT and human resources to support the production of knowledge. Engineering, Construction and Architectural Management, 10(6), 391-401.

Liu, C, Xu, Y., Itoh, Y. and Tian, J. (2003). Critical Operational Management in International Construction, Proceedings of Joint International Symposium of CIB Working Commissions, Singapore, Singapore, 379-387.

Loosemore, M. (1999). Intemational construction management research: cultural sensitivity in methodological design, Construction Management and Economics, 17(5), 553-561.

Loosemore, M., Dainty, A. and Lingard, H. (2003). Human Resource Management in Construction Projects, Spon Press, London.

Mawhinney, M. (2001). International Construction, Blackwell Science, Oxford.

Maloney, W. (1997), Strategic planning for human resource management in construction. Journal of Management in Engineering, 13(3), 49-56.

Milliman, J., Taylor, S. and Czaplewski, A. (2002). Cross-cultural performance feedback in multinational enterprises: opportunity for organizational learning. Human Resource Planning, 25(3), 29--43.

Mullins, L. (1999). Management and Organisational Behaviour, Pearson Education Limited, Essex.

Ng, S., Skitmore, R. and Shamna, T. (2001). Towards a human resource information system for Australia construction companies. Engineering, Construction and Architectural Management, 8(4), 238-249.

Ofori, G. (2003). Frameworks for analysing international constmction. Construction Management and Economics, 21 (4), 379-391. http://dx.doi.org/10.1080/0144619032000049746

Ramlall, S. J. (2003). Measuring human resource management's effectiveness in improving performance. Human Resource Planning, 26(1), 51-62.

DOI: http://dx.doi.org/10.5130/AJCEB.v7i2.2986