Although construction Industry in India is one of the most labour intensive industries, very little importance is given to the human resource management issues. The challenges faced by the human resource in this sector are quite different from other labor intensive industries. The Human resource management function is perceived as centralized head office function though most of the problems arise at operational or project level. The industry’s project based structure comprises of diverse range of people from a wide range of occupational cultures and backgrounds, including people in unskilled, craft, managerial, professional and administrative positions. Thus the construction industry operates in a very dynamic environment where demands changes from project to project, making the management of this diverse work force more difficult. The project based structure of this industry creates a problem in usage of central tenets of HRM strategies at operational level of projects. The present study aims at highlighting the various human resource management challenges faced by a large constructioncompany. The paper also gives an understanding of the feasible way forward to cope up with these challenges keeping into account the unique and complex nature of construction business.
Abstract. The paper is devoted to the management of the production potential of a constructioncompany. The importance of the production potential as one of the most significant elements of the organization resource base is substantiated in the article. Theoretical foundations of the concept of “production potential” and the element structure of the production potential are considered. The management of the production potential is considered from the point of view of the system approach. Taking into account the specifics of the construction sector, the structure of the managing subsystems, such as the target, supporting, managed and managing ones, is represented. The implementation of management decisions in the system of management of the productive potential is to ensure an increase in the management effectiveness of all elements of the production potential, contribute to its further development, and enhance efficiency of a constructioncompany as a whole.
Lawrence and Lorsch (1967, 11) define the term integration as follows: “[Integration is] the quality of the state of collaboration that exists among organisations that are required to achieve unity of effort by the demands of the environment.”. To fit the term integration better to the operative industrial framework, Pagell defines integration in the context of purchasing as following “a process of interaction and collaboration in which manufacturing, purchasing, and logistics work together cooperatively to arrive at mutually acceptable outcomes for their organisation” (2004, 460). In this current research case, integration means that the procurement and production department’s processes should be functionally collaborative and fit into demands by the relevant external stakeholders, such as the client. Depending on the organisational model, the integration of the purchasing department is noticed to have improvement potential. Ellengaard and Koch (2013, 327-328) examined functional mechanisms between production purchasing and production department in a constructioncompany. According to the paper, they found cross-functional units, general interactions, cross-functional influence, communications and alignment of performance indicators and incentives to be necessary for creating a joint performance. Notably, due to the particular requirement of cross-functionality, measuring and developing the international purchasing department’s interface might be difficult. On the other hand, it might provide unique opportunities to redesign the processes between the departments, while the processes might be dynamic due to the cross-functionality. Due to this reason, the paper observes the task/ process ownership between the departments within the various project types carefully in the empirical part.
DOI: 10.4236/ajibm.2019.93049 754 American Journal of Industrial and Business Management management of the company. First, the level of DDL information management is low, and processes such as resource flow, business processing, and customer interaction have not yet formed a system, and the efficiency of enterprise busi- ness processing is affected. Second, human resources management is not good. The construction of the recruitment process, training process, performance ap- praisal and other processes is not perfect, resulting in high brain drain rate and enthusiasm of employees. Third, management power is too concentrated. Many of the control functions of DDL ConstructionCompany are controlled by the general manager. It is difficult for employees to participate in decision-making, and the control functions are ineffective. Third, DDL ConstructionCompany has tight cash flow and weak investment and financing capabilities. Therefore, most of the businesses it undertakes are in areas with small profit margins, with small scale and low investment. Then, DDL Construction’s main business is real estate projects and public construction projects, and most of the engineering grades are low, the competition is fierce, and the profits are thin. The profes- sional engineering business with high technical content such as building intelli- gence and landscaping and higher profit margins is relatively low. Further, from the perspective of customer allocation, DDL ConstructionCompany customers are concentrated in real estate developers and local governments. Such customer distribution will bring Evergrande’s operational risks. Once the customer envi- ronment changes greatly, the company’s operations will become extremely pas- sive. Finally, DDL company concentrates on the local market and the market layout is unreasonable.
Abstract: The intrapreneur is a person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable business within the corporate environment. Intrapreneur spirited employees willing to take the risks and responsibility for their own decisions for all situational. This study aims to develop a conceptual model of intrapreneurship behavior by discussing the concepts and phenomena that occur in the constructioncompany. The proposed model is intended to describe the phenomenon of the main factors intrapreneurship behavior in the constructioncompany. This paper presents a model of the intrapreneurship behavior where factors are sourced from both internal and external organization. This paper provides a comprehensive analysis of existing models to develop a systematic approach to the process of formation of intrapreneurship behavior in organization. The results are a combination of study of various scientific papers, interviews to the practician in the construction business and resume of all questioners, especially in the constructioncompany. The results can be a framework that can help organizations to identify potential strategies that could help intrapreneurial development. Based on the analysis results, we found eight (8) factors that can develop employee’s intrapreneurship behavior on the construction companies. The eight (8) factors are : leadership, remuneration, organizational culture, communication openness, work environment, career development, personal traits and technological aspects.
The business plan consists of 10 digital E1 lines, 3 lines grouped together to plan and 3 GSM gateways (cellular interfaces) operating with 1 chip each. The total cost of invoices is higher than expected, having seen the low demand of work of the current moment. The constructioncompany uses an older, the Digistar XT200, which have low maintenance cost, efficiency, and it's all based on analog telephony, highlighting only the E1 channels which is a trunk of up to 30 digital channels. There are two internet plans contracted with operators by the constructioncompany. The operator OI is hired a professional IP link 10Mbps Download and 1 Mbps Upload only, currently used as secondary link fail- over, which would make VOIP a low efficiency solution. The plan of the operator GVT Alive by your time has 10% download 50Mbps Upload (5Mbps), making an alternative with greater efficiency, but low effectiveness when considered in the event of internet backups in the cloud storage, what happens in scheduled times and that could interfere with the call quality in moments of early work. There is also the proposal from Algar Telecom, a phone carrier that is initiating the work in town and is present in several States with credibility in trade, offering a better cost-benefit of telephony and internet. The plan drew attention by the cost per minute of LDN (national long distance) and the cost of local calls. The operator also provides improved availability of internet speed operating via optical fiber. You can download up to 200Mbps
In 2010 to 2012, the equity of building construction companies in Southeast Asia decreased 59 million US$ and rose to 257 million US$. Constructioncompany debt has a higher value than its equity. In 2010 the debt value of building construction companies in Southeast Asia reached 443 million US$ and reached its peak in 2013 with an increase of 24 million US$. Production costs are at US$ 252 million, 36 million lower than US$ equity in 2010. But in 2012 to 2014 the cost of production is higher than the equity of up to 33 million US$ in 2014. In 2010 to 2011 revenues construction companies in Southeast Asia decreased from 330 million US$ to 318 million US$. But until 2013 the construction company's revenue rose to 351 million US$. Earnings before interest taxes also increased from 30 million US$ in 2010 to US$ 46 million in 2016. Operating income increased from US$ 4 million in 2010 to US$ 21 million in 2016. Overall revenue of construction companies the building is bigger than the capital issued by the company. However, the revenue still does not cover the high debts of the company and the relatively high production cost, especially in 2012 until 2014. This is what causes the company's profit is quite low range of 3 million US$ to 21 million US$.
Abstract—Planning the project duration together with separate works is an essential element of managing the construction. The final duration depends on multiple factors, including the funds, customer requests, and capabilities of the constructioncompany. In order to avoid additional costs in penalties or additional expenses, the management needs to estimate the real construction duration in advance, before the contract is signed. Further on, these terms need to be monitored both in whole and for the specific jobs in order to be able to edit further stagers with regard of the remaining time, resources and used resources ratio. The development of a decision support system for the constructioncompany is a pressing problem due to the growing demand in decision making persons’ labor automation in planning and monitoring the construction processes. The paper presents the model and the application experience for such a system.
Existing Business Structure of Ship constructioncompany (SADRA) has some problems about integration data and some side costs and Delay in delivery of some phases of projects. If this structure and system become improve, it will help to managers of this company to increase the productivity of this company.
For the purpose of the confidentiality, the name of the constructioncompany has not been mentioned. This constructioncompany is having its branches all over India and the Corporate Head Office is in Hyderabad. Data has been collected data from four different projects undertaken by this company. Out of those four projects, two are commercial projects and two are housing projects. Employees of the constructioncompany have been taken into consideration for the study. Employees on contract basis and employees who are on training period have not been taken into consideration for the study. Data was collected from all the four sites in person through questionnaire. A total of 212 questionnaires were distributed, and 189 were returned, representing a response rate of 89.15%.
Motivation for the study: The construction industry is a highly demanding and labour intensive industry, which makes it difficult to sustain high work engagement and low burnout. This industry therefore calls for a people-orientated leadership approach, such as servant leadership, to enhance job resources to ultimately increase work engagement and to decrease burnout levels. Research design, approach and method: A quantitative research design was applied and four quantitative surveys were used to collect data. Two hundred and twenty-four sets of questionnaires were completed by employees in a South African constructioncompany. Main findings: The results indicated that job resources mediated a positive relationship between servant leadership and work engagement and a negative relationship between servant leadership and burnout. Servant leadership had a positive significant relationship with job resources and significantly explained a proportion of the variance in job resources. Job resources, in turn, significantly explained a proportion of increase in work engagement levels and a proportion of reduction in burnout levels. An insignificant relationship was found between job demands and servant leadership.
machines replaced hundreds of laborers on the payroll. 200 The company magazine spent less space recognizing employees with long tenure. As with most companies in the 1970s and 1980s, employees moved around more often than previous generations of workers. A lack of company loyalty was indicative of an overall shift in direction for M-K after Vietnam. In many ways, the Vietnam War and civilian construction project led by RMK- BRJ ended an era of business for M-K that could be defined as Harry Morrison’s style of business. From the 1930s to the 1960s, Morrison’s engineers and contractors conducted themselves as examples, or ambassadors, of all that they saw as good about modern Western society. This generation of American contractors may have only been service providers to their foreign government clients, but their demeanor was more distinguished. As was evident in the Kandahar headquarters of Menzel Bagh, where EmKayans hosted dinner parties for the King of Afghanistan, where they served American food, played baseball and showed American movies, these men and women had a sense of pride in their American lifestyle, which they thought could be universally applied. This idea was thoroughly challenged in South Vietnam, leading to problems within the company.
After the factors were outlined and ranked, the input/output model designed by Koksal and Arditi (2004) was used to show cause-and-effect relationship. From the systems theorist’s point of view, organisations are continuously transforming inputs into outputs. This model shows that organisational factors as well as external factors are the main determinants of business failure in construction which then reflects on company performance also known as symptoms or indicators. This argument is supported by the work of Dikmen et al, (2010) as they identified 33 determinants mostly associated with failure likelihood to fall under “value chain”, “resources”, “decisions” and “chance factors” which are same as organisational and external factors. The effect of these determinants on the company performance will then be the symptoms. These symptoms can either show growth (survival) stagnation or failure (outcomes). For example, Lack of business knowledge and inadequate managerial experience may increase operational expenses, create conflict within the organization, create a poor company image to clients which will hurt the competitiveness of the company and hence result in inadequate sale of goods and services, which may in turn affect an organization’s profits. Having the symptoms does not automatically mean business failure. Not when the company yields returns greater than the minimum acceptable hurdle rate. By implication it can still pay lenders and stakeholders but has not learnt to cut cost. As a matter of fact, the input and output model points out clearly to managers the areas that need improving. Koksal and Arditi (2010) called it the feedback loop. Staging a turn-around to improve company performance could save the company.
favorable view and may not have been prepared to share sensitive information in the interviews. Another plausible explanation is that the judgments of the top managers of Heijmans reflect their true opinions and must be interpreted in the context of the business culture in Heijmans and the Dutch construction sector. For example, one manager told that he knew of illegal price agreements in the Dutch construction sector (without indicating whether Heijmans actually cooperated in these agreements), but he did not judge them as unethical. The managers of other construction companies also expressed this opinion. For example, Mr. Burggraaf, one of the contractors that publicly admitted to the illegal practices, did not perceive the illegal pre- consultations and the resulting distribution of the market as wrong (NRC, 2002a). This indicates that, even if Heijmans had been involved in secret price agreements and if the top managers had been aware of this, they would probably have regarded these patterns as normal and would not have judged them as unethical. As described above, the price agreements had a long and legal history and provided a solution to the problem of the large market power of the government as main customer of construction products. Moreover, as came out during the public hearings of the parliamentary investigation committee, individual companies felt that they had no choice but to continue their cooperation in the secret price agreements. Individual construction companies that tried to stop this practice by not attending these secret meetings soon learned that their orders greatly diminished and were, therefore, forced to continue their cooperation. Several large construction companies tried to stop the illegal practices, but failed because too many companies were involved (NRC, 2002b). This apparent inability to withdraw gives another reason why managers might feel that they cannot be blamed for their cooperation in illegal price agreements. This notion can be defended by the argument that, if there are circumstances that make it difficult although not impossible for a company to perform a certain act, such mitigating factors lessen its responsibility (Velasquez, 1998). Because of the prisoner’s dilemma that individual companies faced and in the light of the historical background of these practices, it can be argued that it is especially the responsibility of the government and branch organizations at the meso level of the construction sector to provide procedures that allow compliance with the EU regulations for fair and transparent conditions (the so-called principle of displacement, see Jeurissen (2000), chapter 5).
To be able to answer this central question, first the context was analyzed and a literature review has been conducted. This formed the basis to compare the current situation to the desired new situation. In order to determine what the capacity should be if the market share is doubled, two scenarios were drafted which represented a double market share. The choice for two scenarios was made in consideration with the company, these scenarios represent a possible future planning in which six different project types emerge. The main difference between the scenarios is that the second scenario includes projects with the project type airport. This project type comes with more risk, because it is more complex. Each project type needs a certain amount of workers and machines. For each project type the exact amount of workers was determined including the function of these workers and which machine was needed. With the help of this information, the daily demand of workers could be calculated. This demand was used for the optimization of the capacity of workers, in which the total costs of labour were minimised. These costs consist of the labour costs of permanent and flex workers. Flex workers can be hired per individual day. To determine the optimal capacity, a model was made. The problem was based on a linear programming model called the multiperiod work scheduling problem. The model included several constraints, of which the most binding concerned the flex layer of two workers. This means that during the scenarios only two extra external workers can be hired if necessary. This model was run in the program Lingo to determine the optimal capacity composition. This resulted in the following needs in terms of capacity. If the first scenario is realised, then in total ten workers are needed and a flex layer of two workers, which can be hired if needed. For the second scenario, the optimal capacity was determined for a total capacity of sixteen workers and a flex layer of two workers. In both scenarios, two of the total amount of workers should be foremen and two workers should be engine drivers. The rest of the workers should be hand workers.
A review carried on 124 construction projects with different types, size, location and ConstructionCompany “local or foreign”. The cases studied presents a sample of projects, which completed on the last twenty years. Information about the amount of time and cost changes during the project delivery collected through studying the project documents histories. The change in cost defined as the difference between the final cost at the project completion and the initial budget. Also, the change in schedules was defined as the difference between the time used to complete the project and the initial project scheduling as shown in equation (1&2) . The project performance indicators cost and time is the only criteria, which measured directly, time and cost are the fundamental norms of measuring project success. Completion of any project within estimated time reflects the efficiency of the construction crew through the construction process . Primary data obtained from 124projectdocuments. The collected data analyzed and the results showed in graphs. Two project delivery systems mentioned previously, design-build and design-bid-build compared in this research.
Construction materials constitute a major cost component in any construction project. The total cost of installed materials (or value of materials) may be 50% or more of the total cost. Construction materials typically account for 40– 45% of the cost of all construction work. In such a highly competitive environment nowadays, it is necessary for every constructioncompany to maintain an efficient and effective material procurement to cut administration cost, and to keep abreast of the market condition to procure materials at the right price, quality and time (Stephen et al., 2004).Poor planning and control of materials, lack of materials when needed, poor identification of materials, re-handling and inadequate storage cause losses in labour productivity and overall delays that can indirectly increase total project costs. Effective management of materials can reduce these costs and contribute significantly to the success of the project.
An optimum selection of constructioncompany suppliers is one of the most important processes of the top management. The most of construction processes are realized by many suppliers all over the world and during the process of construction planning it is necessary to find an optimum solution which would cover several criteria. Ensuring control over the outsourced processes does not absolve the organization of the responsibility to meet all the customer, statutory and regulatory requirements.