A Human Resource Management Policy Development (Hrmpd) Framework for Large Construction Companies Operating in Ghana
| dc.contributor.author | Agbodjah, Lily Sena | |
| dc.date.accessioned | 2011-07-14T11:29:36Z | |
| dc.date.accessioned | 2023-04-19T09:20:10Z | |
| dc.date.available | 2011-07-14T11:29:36Z | |
| dc.date.available | 2023-04-19T09:20:10Z | |
| dc.date.issued | 2008-07-14 | |
| dc.description | A Thesis Submitted to the School of Graduate Studies of the Kwame Nkrumah University of Science and Technology in Partial Fulfilment of the Requirements for the Degree of Doctor of Philosophy | en_US |
| dc.description.abstract | A framework for the development of Human Resource Management (HRM) policies in large construction companies in Ghana was the main outcome of this study. Ongoing research on HRM practices of project-based organizations have been undertaken mainly in the developed world especially Europe and North America although some current research has focused on developments in the developing world. There has however been very little research on HRM policy development guides for HRM practitioners within the construction industry globally and Ghana in particular. The extent of HRM practices and policies in large construction companies operating in the country was examined. Following the literature review and field work, a Human Resource Management Policy Development (HRMPD) framework was developed to aid large construction companies to develop appropriate HRM policies to enhance their HRM function and productivity. A mixed method research approach and a cross-sectional research design were adopted. Quantitative data collected were analyzed using univariate and bivariate techniques whereas Qualitative data were analyzed using structured narrative and content analysis methods. The research concluded that, large construction companies rely on personnel management rather than HRM ideology in managing employees within their organizations. It was found that, these companies lack appropriately trained personnel to manage the HRM function hence the function is relegated to the background and is mainly reactive. In addition, these companies do not have HRM policies to guide the function as only a few have implicit ones. Companies rely on Collective Agreement and/ or Management Prerogative in managing their people. In view of the negative effects of pursuing personnel management practices, the investigation showed that, companies have realized the need for appropriate HRM policies to espouse their philosophies concerning HRM as well as improve their competitiveness in attracting and retaining the right calibre of employees and in project delivery. This study has contributed significantly to existing literature on HRM and has provided useful pointers for enhancing the HRM function within these companies. The proposed tool, the HRMPD framework, aims at assisting large construction companies operating in Ghana develop appropriate HRM policies to enhance their HRM function. A flow-chart was adopted for the framework design which is in three main stages: formulation; implementation; and evaluation. The evaluation stage of the framework feeds back into the first two stages if the policies are not satisfactory after evaluation. The framework was tested on a sample of stakeholders, via attitude testing using the Likert Scale, who agreed with the logic and content of the framework. It was further validated via review meeting and attitude testing on selected ‘Experts’ who also agreed to the logic and content of the framework with suggestions for possible improvement. Key words: Human Resource Management; Human Resource Management Policy; Policy Development Framework; Construction Industry; Ghana | en_US |
| dc.identifier.uri | https://ir.knust.edu.gh/handle/123456789/277 | |
| dc.language.iso | en | en_US |
| dc.title | A Human Resource Management Policy Development (Hrmpd) Framework for Large Construction Companies Operating in Ghana | en_US |
| dc.type | Article | en_US |
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