Balancing employee needs, project requirements and organisational priorities in team deployment

Authors: Raidén, Ani Birgit¹; Dainty, Andrew²; Neale, Richard¹

Source: Construction Management and Economics, Volume 24, Number 8, August 2006 , pp. 883-895(13)

Publisher: Routledge, part of the Taylor & Francis Group

Abstract:

The `people and performance' model asserts that performance is a sum of employee ability, motivation and opportunity (AMO). Despite extensive evidence of this people-performance link within manufacturing and many service sectors, studies within the construction industry are limited. Thus, a recent research project set out to explore the team deployment strategies of a large construction company with the view of establishing how a balance could be achieved between organisational strategic priorities, operational project requirements and individual employee needs and preferences. The findings suggested that project priorities often took precedence over the delivery of the strategic intentions of the organisation in meeting employees' individual needs. This approach is not sustainable in the long term because of the negative implications that such a policy had in relation to employee stress and staff turnover. It is suggested that a resourcing structure that takes into account the multiple facets of AMO may provide a more effective approach for balancing organisational strategic priorities, operational project requirements and individual employee needs and preferences more appropriately in the future.

Keywords: Human resource management; organisational culture; teams; motivation; case study

Document Type: Research article

DOI: http://dx.doi.org/10.1080/01446190600647191

Affiliations: 1: University of Glamorgan, Business School, Pontypridd, CF37 1DL, UK 2: Loughborough University, Civil and Building Engineering, Loughborough, UK

Publication date: 2006-08-01

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