ABSTRACT

This book has explored many aspects of the SHRM function and has applied them to the construction industry. The aim of this concluding chapter is to bring them together in order to make recommendations to help managers improve the performance of their projects. It argues that construction firms should view SHRM as an important enabler of business performance and provides an approach to putting the concepts contained within the book into practice. We begin by identifying the tangible links between SHRM and organisational performance. Next, we explain the benefits of adopting an SHRM approach and outline the necessary longterm philosophy required for achieving this. Finally, a mechanism for evaluating SHRM performance is put forward. This provides a practical methodology for measuring SHRM performance and for ensuring that the organisation works towards continuously improving its peoplemanagement practices.