| description abstract | The rate of change in the external environments of construction organizations is increasing, which necessitates that increased attention be paid to strategic planning and, in particular, strategic planning for human resource management. Strategies may be intentional and their implementation deliberate before they become realized. Intentional strategies may also not be realized and are thus discarded. Strategies may also be unintentional, i.e., they simply emerge from the things that an organization does. Human resource management strategies tend to be emergent. With the changes taking place in its external environments, a construction organization must attempt to develop deliberate human resource management strategies. In developing these strategies, a construction organization must address issues such as the organization's strategic vision, its view of human resources, whether it has a management or a worker driven orientation, whether it has a short-term or a long-term orientation, production technologies, workforce diversity, and the availability of a skilled workforce. | |
