scholarly journals Strategic Approach in Human Resource Management at Construction Companies in Indonesia

2021 ◽  
Vol 832 (1) ◽  
pp. 012067
Author(s):  
F Susilowati ◽  
Y Chrishnawati
2020 ◽  
Vol 20 (2) ◽  
pp. 123
Author(s):  
Winda Widyanty ◽  
Apollo Daito ◽  
Setyo Riyanto ◽  
Dewi Nusraningrum

<h3><span lang="EN-US">This study was conducted to analyze human resource management strategies and safety culture as competitive advantages to improve company performance in the construction industry in Indonesia and to identify related factors to achieve competitive advantage in the construction industry. Primary data were collected by distributing questionnaires to 174 construction companies in Indonesia. The results of SEM data processing using the Lisrel software show that recruitment, selection, performance management, compensation, and training and development that are integrated with safety culture can be a competitive advantage and can improve the performance of construction companies in Indonesia. Future studies can use this strategic human resource management model in different industrial sectors by increasing the number of samples so that the research results can be generalized to the intended population.</span></h3>


2018 ◽  
Vol 203 ◽  
pp. 02002
Author(s):  
Idris Othman ◽  
Zain Hashim ◽  
Hisham Mohamad ◽  
Madzlan Napiah

Human resource management framework being one of the issue across global construction industries. It is a major concern in the construction industry because inefficiency, delay and cost from construction work could be affected and causing great losses to individuals and organizations. Therefore, resource management framework is changing the way resource management can be approached. Most of the construction companies around the world are implementing human resource management systems to reduce cost, eliminate delaying project, and to provide an efficient framework in their construction site. The objective of this paper is to investigate the effectiveness of implementing human resource management framework in construction site. The methodology included is a combination of literature review, market studies and detailed questionnaire survey before starting the actual survey, a pilot study for this questionnaire was done, which confirms its acceptance. Based on findings from the researcher, most of the company and contractor firms have awareness about management of resource at construction site as human resource management is a major concern on construction industries.


Author(s):  
Fajar Susilowati

Research in several countries from different continents related to human resources in construction continues to be developed. However, one fact shows that human resources in Indonesia's construction field are still not ready to compete in terms of quality with the workforce of several countries in Asia. This research was conducted to determine the condition of Human Resource Management in the construction company in Indonesia. Data retrieval instruments use questionnaires and structured interviews at 50 randomly selected construction companies from different Indonesian regions. The data obtained is processed using quantitative data analysis using parametric statistics analysis. The results showed that Human Resource Management in Indonesia's construction company is in good or excellent condition provide 92%. This indicates that most of this industry has enforced and implemented policies related to this management. However, human resource planning patterns in Indonesia's construction company focus more heavily on Operational Planning, which means that this planning on construction companies in Indonesia is still project-oriented or short-term.


2021 ◽  
pp. 46-52
Author(s):  
I.V. Korneeva ◽  
D.S. Timokhina

In the field of project management, an important part is the study of project human resource management — a logical and strategic approach to project human asset management. The purpose of this aspect is to guide and coordinate the activities of the project team.


Economics ◽  
2021 ◽  
Vol 104 (3-5) ◽  
pp. 184-191
Author(s):  
Manana Samadashvili Manana Samadashvili ◽  
Ekaterine Gobejishvili Ekaterine Gobejishvili

In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introduction of new technologies in today's competitive environment allow to simplify work processes. It is interesting to use such new resources as: machine learning, big data and more. Digital technology requires changing work styles and procedures. Competitive professionals need to contribute to improving people’s work experience. Human resource management helps to achieve goals and objectives successfully. Only such a system maintains a motivated co-worker. The development of artificial intelligence is far from perfect, there are many problems and only with the help of humans it is possible to overcome them. Thus it is necessary to hire modern staff and train them in terms of mastering and using digital technology. Technology is transforming our lives. Key words: Human Resource Management, Digital HR, Artificial Intelligence, Benefits of Digital HR.


1996 ◽  
Vol 19 (3) ◽  
pp. 104 ◽  
Author(s):  
Margaret Patrickson ◽  
Janny Maddern

During the past 10 years, financial pressures on health service providers have led toa quest for more efficient service delivery and many consequential changes to theorganisation and utilisation of staff. This study investigated the organisationalresponses to such pressures by four major South Australian hospitals and the level ofinvolvement of hospital human resource staff in the staffing issues associated withstrategic planning. With one exception, there was little contribution from qualifiedhuman resource professionals to staffing decisions involving medical and nursingpersonnel and little value was placed on their potential input by other professionalgroups. If, as suggested by writers on strategic human resource management, humanresource practice is moving toward a more strategic approach, then there is a largecredibility gap for human resource staff to overcome within the South Australianhealth service.


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