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Masterarbeit aus dem Jahr 2003 im Fachbereich BWL - Personal und Organisation, Note: 77%, Waterford Institute of Technology, 35 Quellen im Literaturverzeichnis, Sprache: Deutsch, Abstract: ABSTRACT Many construction organisations promote their soft approach to Human Resource Management in company brochures and annual reports. This style focuses on treating employees as highly valued assets and a major source of their competitive advantage. Advocates of this application of HRM argue that this way leads to a seamless company, improved employer-employee relations and greater efficiency. Critics argue that these techniques are not new methods. Nevertheless, reality shows that there is a gap between rhetoric and reality. Organisational reality appears hard with an emphasis on the quantitative, calculative and strategic aspects of managing people. In order to explore the importance of Human Resource Management in the construction industry and to illustrate the gaping disparity between theory and practice, this study is based on the findings of broad-spectrum interviews and questionnaires. Results have shown that a majority of construction companies have an in-house HRM department. This number was the highest in medium-sized companies. In corporations with a HRM department, employees were more satisfied with the overall situation and better motivated. Another finding is the relatively low amount of training. This reflects the trend towards the outsourcing of work to specialised sub-contractors. However, some companies fear that their subcontractors are not qualified enough and demand more training from them. Another result showed that monetary remuneration is not the single key motivator for employees in this business. Social empowerment and managerial recognition both scored highly as motivating factors. Induction seminars for new employees are no longer considered important to construction professionals. Teamwork within the industry is seen as v

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