The construction industry is considered to be one of the most dynamic and complex industrial environments (Loosemore et al., 2003; Wild, 2002). It is a “project-based” industry within which individual projects are usually built to client needs and specifications (Bresnen, 1990; Loosemore et al., 2003). A key feature of the industry is that the final product and/or service is not transportable and must be built at the point of its usage (Fellows et al., 2002). Furthermore, the working life of the industry mostly forms project teams with critical and necessary degrees of independent operation for any new project that is committed (Raiden and Dainty, 2006). The impact of this is particularly apparent within the large construction companies (Druker
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Nevertheless, the dynamic and fast-changing organizational, project and skill requirements of the industry present a challenging environment for the effective management and development of human resources.
On the other hand, many researchers have seen the industry as a project-based environment (Chinowsky and Meredith, 2000; Clough et al.,2000; Raiden and Dainty, 2006). Accordingly, below summarizes the particular challenges typical for the industry, as a project-based environment, from the related literatures. All the above statements indicate that much emphasis has been placed on HRD practices and their applications in order to improve the performance of the industry. Nevertheless, little attention has also been given to the importance of staff training and motivation in HRD strategies in construction industry 's literature.
Project Management Body of Knowledge (PMBOK) (2004) includes project human resource management as organizational planning, staff acquisition and team development. However, training and motivation are considered as two main parts of team development practices by …show more content…
As a result, training has been considered as a systematic process by different practitioners in order to improve individual and organizational job performances. Training is also needed to have effective ways and methods for developing employees and making improvements on companies ' fulfilments. Accordingly, training and development should be perceived as essential elements of employee development practices by companies (Huemann, 2010; Iatagana et al., 2010; Raiden and Dainty, 2006).
Consequently, it seems necessary for all organizations, particularly the construction organizations, to perceive employees ' training and development as part of the company 's HRD policies as well as the
Nevertheless, the dynamic and fast-changing organizational, project and skill requirements of the industry present a challenging environment for the effective management and development of human resources.
On the other hand, many researchers have seen the industry as a project-based environment (Chinowsky and Meredith, 2000; Clough et al.,2000; Raiden and Dainty, 2006). Accordingly, below summarizes the particular challenges typical for the industry, as a project-based environment, from the related literatures. All the above statements indicate that much emphasis has been placed on HRD practices and their applications in order to improve the performance of the industry. Nevertheless, little attention has also been given to the importance of staff training and motivation in HRD strategies in construction industry 's literature.
Project Management Body of Knowledge (PMBOK) (2004) includes project human resource management as organizational planning, staff acquisition and team development. However, training and motivation are considered as two main parts of team development practices by …show more content…
As a result, training has been considered as a systematic process by different practitioners in order to improve individual and organizational job performances. Training is also needed to have effective ways and methods for developing employees and making improvements on companies ' fulfilments. Accordingly, training and development should be perceived as essential elements of employee development practices by companies (Huemann, 2010; Iatagana et al., 2010; Raiden and Dainty, 2006).
Consequently, it seems necessary for all organizations, particularly the construction organizations, to perceive employees ' training and development as part of the company 's HRD policies as well as the