Between hard and soft HRM: human resource management in the construction industry

Abstract

The rapid change in the economic environment has not resulted in the development of sophisticated human resource management practices in the UK construction industry. There are similarities between personnel practice in construction and ‘hard’ models of HRM, particularly in relation to manual workers, but non-manual employment resembles more the conditions where ‘soft’ HRM might be expected. Focusing on the HRM levers developed by John Storey, HRM practices are examined in relation to the role of personnel departments, line management responsibility, performance management, and values and beliefs of personnel managers. The survey results suggest few signs of fundamental or far-reaching innovation in human resource management practice in the construction industry despite the changing shape of construction companies. There are some, though limited, signs of change in respect to expectations of training and employee development in the future.