ABSTRACT
In this chapter we will explore how construction companies and their managers approach the HR function from a strategic perspective. Initially, we discuss the basis of SHRM thinking applied to construction and identify approaches that can be adopted when formulating an SHRM strategy. Next, we examine the ways in which construction organisations have developed and structured themselves in order to cope with the inherent difficulties of operating in such a dynamic and competitive environment. Finally, we explore the alternative strategies that can be adopted by individual managers in the management of people and explore the impact that these can have on operational efficiency.
