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

Balancing employee needs, project requirements and organisational priorities in team deployment 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Construction Management & Economics Taylor & Francis

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

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References (61)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1466-433X
eISSN
0144-6193
DOI
10.1080/01446190600647191
Publisher site
See Article on Publisher Site

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.

Journal

Construction Management & Economics – Taylor & Francis

Published: Aug 1, 2006

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

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