Operation and Resource Management

CMA4004

Operation and Resource Management

Bertrand Fomekong Keunang

Report: Human Resource and Resource Management in Construction Projects

Student Name:

Student Id:

Abstract

Human resource and resource management practices were focused in this report about a large-scale government-funded construction project in the UK context. The report assesses human resource management (HRM) together with the ability to meet the completion of a housing project that covers theories, practical implications, planning, scheduling, and resources. A ‘real life’ example of one of the several elements of construction – strip foundation – is used to explain critical path method, resource leveling, and long-term strategies for human resource management. The specifics of supply chain management and good facilities were also considered further in detail. Therefore, this report springs an elaborated analysis of how to deliver project success while embracing compliance with acts such as the Equality Act 2010.

Table of Figures

1. Introduction

The problem of creation project management mainly revolves around the utilization of manpower resources and assets. Any construction projects by definition involve many activities and require the effort of different teams. These projects are however done within certain times with a certain amount of money to spend and require quality results. People, equipment, or materials are essential in project delivery, and their efficient use can therefore not be overemphasized.

The following report focuses on a case of a housing project provided by the UK government where a construction company has to construct a 3-bedroom apartment building. Due to the nature and size of this project, people management and the utilization of resources consequently are critical. It drives the necessary patterns of HRM program involvement, resource allocation approach, and planning methodologies to achieve timely delivery of the signed project within the indicated cost envelope. It also discusses the legislative environment relative to the welfare facilities as well as social justice and equality and also examines the detailed doctrinaire of the management of projects in the construction business.

The main objectives of this report are:

• To assess the understanding of principles of human resource management and resource management in a building environment.

• To illustrate the practical planning and scheduling procedures required for resource management.

• To give a broad over-arching analysis of current trends in the management of resources.

In this paper, an attempt is made to explain critical activities for creating a strip foundation concerning critical path analysis and resource leveling.

2. Human Resource Management and People Management

2.1 Definition of Human Resource Management

Human Resource Management (HRM) is a concept that deals with the management of employees of an organization or the labor force properly so that the most appropriate and qualified people may be selected, trained, and placed in appropriate jobs for organizational effectiveness. Construction is most especially challenging for HRM because of the nature of construction work, which is usually based on projects. Employee projects are temporary and may range from small-scale to large-scale or even cross-functional, so there is a need to have a person to plan employee projects.

In construction projects, HRM encompasses not only the numerous facets of recruitment and selection but also planning for organizational changes in the workforce, work environment arrangements, and health and safety regulations. Due to this, the construction environment creates special concerns that are as follows: HRM must also contemplate risks associated with the construction industry including health risk that poses high risks to workers, working long hours, and the fact that the construction industry is a skill and no skill industry. For these reasons, the role of HRM is quite critical in guaranteeing that the effective functioning of a construction project will happen (Mahapatro, 2021).

One of the key features of HRM in construction is the 4Rights principle: the right organizational members, in the correct organizational locations, possessing the right knowledge, at the exact time. This creation enables proper utilization of resources so that the right resources are used to cater to a particular project’s requirement hence enhancing on project's chance of success. When workers are well placed to work in their respective positions, construction companies incur less cost and time wastage, and all the work completed is rightfully done.

Figure 1: Human Resources

Source: Wooll (2021)

2.2 Project vs. Business Resource Management

Although categorizing Project Resource Management and Business Resource Management, one can distinctly differentiate them. Project resource management covers the specific use of the resources, human, material, and financial in a particular project like the construction project. It places much emphasis on a short-run paradigm, the gross of which is to finish a structure within the set time and cost.

On the other side, Business Resource Management can be defined as the strategically systematic, continuous management effort to improve the application of resources to help organizations achieve sustainable progress into the future. It includes human capital development, planning, and management of resources in the organization for the longest period. In construction projects, business resource management involves the strategic anticipated use of a professional workforce, capital in tools, and their correlation with later project investments (Gasemagha, and Kowang, 2021).

As applied to the context of this project, project resource management primarily deals by the struggle of labor, machines, and other materials to guarantee that the 3-bedroom apartment block is constructed according to the planned timeline. Business resource management therefore relates to the management of resources available in a firm to enhance the flow of resources to projects within the company.

2.3 Buying a Team for the Project

The complexity of a construction project could be well understood by the kind of team that has been assigned the project. Hiring the right talent entails finding out what is wanted in a team and then looking for the right candidate. The recruitment of a construction project team typically involves hiring:

• Project Managers: In charge of the administration of the project from the beginning to the end and with the achievement of goals set in coordination with the project manager.

• Engineers and Architects: They draw out the project and make sure that the project complies with safety and building standards.

• Specialist Contractors: Electrical engineers, carpenters, water systems specialists, and technicians in heating, ventilation, and air conditioning.

• Skilled Laborers: The employees who execute the main jobs of construction including bricklayers, and carpenters among others.

Recruiting talent for the project within a team means defining the positions and understanding the requirements for the candidate for each of them. Quite often construction companies may employ workers on contractual terms this can be particularly so with large projects which require the flexibility of manpower. They may also employ to award contracts to other contractors and subcontractors for example for electrical or HVAC works.

Also, HR managers have to work with labor agencies and trade unions to implement employment regulations and provide opportunities for continuous learning to enhance skills and performance. Hiring requires special attention to produce the right talent within the company when formulating and implementing the project.

Figure 2: Project Team Management

Source: Firebrand. training. (2020)

2.4 Roles and responsibilities number here.

The responsibility of HR in construction involves determining the right personnel for construction projects, thus compliance with working relations laws and people productivity. The primary HR roles in a construction project include:

• Project Manager: The project manager is the one who is supposed to be in charge of delivering a project right from its initiation up to its end. This includes activities as a project manager which entails control of budgets, time, and resources among others.

• Site Supervisor: The site supervisor is accountable for the realization of all the activities on the construction site daily. Some of the tasks that fall under this post involve overseeing the workers, mediating disputes, and enforcing safety measures.

• HR Manager: Recruitment and selection is a major duty of the HR manager along with training employees and ensuring compliance with the legal requirements affecting employees. In construction also the HR manager has the role of managing the welfare facilities and guaranteeing that the worker has his/her necessities, such as washrooms, water, and others.

• Health and Safety Officer: This individual makes sure that the construction site complies with the safety measures, issues protective outfits to the workers, and inspects the construction site for violations of safety measures.

The roles and responsibilities for various key positions must be defined clearly without overlapping, and the most effective method is to develop a table with roles and responsibilities per phase of a project. This is for effective steering away from misconceptions as well as for ascertaining that every member of the team is on the correct page.

2.5 Welfare Facilities and Workforce Productivity

Welfare amenities are among the basic elements of people management in construction ventures. Ensuring welfare facilities are made available meets the needs of the workers as well as the legal necessities of the country of operation, the United Kingdom where the development of construction welfare facilities is required by law as the workers in construction sites are required to provide clean welfare facilities. Such amenities include washing/bathing places, toilets, water/food/refreshments, and relaxation/recreational facilities (Wang, Liao, and Yeh, 2022).

The first and probably the most influential effect of welfare services on the productivity of the potential workforce is the minimum time that is lost depending on these facilities. If employees are free to wash their hands using clean restroom facilities they are less likely to get tired early in the day. Besides, the cost provision of on-site medical facilities minimizes the rate of absence due to illness or injury, which causes delays and extra costs.

Because an average building construction workplace may have a workforce of up to seven workers per shift, this report subscribes to the UK Health and Safety Executive (HSE) guideline of a single restroom for every seven workers. For the big companies, facilities such as canteens and changing rooms may be necessary to be included in the layout. The provision of quality welfare facilities for the workforce indicated above assists in the achievement of a healthy, safe, and productive workforce.

2.6 Equality Act 2010: Protected Characteristics

The Equality Act 2010 which regulates Equality in the United Kingdom impacts all the aspects of the construction industry's human resources management. The Act protects individuals from discrimination based on nine protected characteristics:

Currently, construction employers are under pressure to implement effective recruitment, management, and workforce policies that do not infringe on this legislation. This includes the prohibition of discrimination whether direct or indirect and providing equal opportunity to all employees social position notwithstanding. For instance, Indirect discrimination may arise when a company has effected a policy that in one way or another affects persons of a certain religion when they require time to observe their religious requirements such as prayer (Tezel, et al., 2020).

Equality and diversity of the construction workforce enhance the legal requirements for the construction industries and the improved, effective, and efficient delivery of results is also obtained. Diversity means that a large number of various approaches to solve problems, positively affect the presence of complex construction work.

3. Effective Planning and Scheduling of Resources

3.1 List of Required Physical Resources

Resource management is quite an important aspect of construction project management, for it helps to guarantee timely access to necessary tools and supplies. For the construction of a 3-bedroom apartment block, the following physical resources will be required:

1. Excavators: Several humps of different sizes and types are involved in digging the foundation and generally preparing the site.

2. Cranes: Indispensable for handling such loads as steel beams and concrete slabs.

3. Concrete Mixers: Formerly employed in the preparation of concrete useful in the foundation and framework as well.

4. Trucks: For conveying materials including sand, gravel, and cement from the supplier to the construction site (Anwar, and Abdullah, 2021).

5. Power Tools: Machines, machinery clobber, and other implements used in the working environment cherished by the skilled workers.

6. Scaffolding: Constructions that facilitate the movement of the workers to the upper sections of the building.

7. Personal Protective Equipment (PPE): Helmets, gloves, and harnesses used by workers for protection against accidents and falls.

8. Temporary Lighting: Required for construction work that is normally carried out during the night or in the afternoon.

9. Water Supply Systems: To get clean water for drinking for the several workers if any and for concrete and other construction materials to be prepared.

10. Waste Disposal Equipment: Dumpsters, dumpsters, and waste removal systems for debris and construction waste.

11. Security Fencing: To protect the construction site and control the access of people.

12. Temporary Office Structures: Mobile accommodation centers for project managers and supervisors to attend to their jobs (Mastos, et al., 2021).

All of these are crucial to the project in one or another phase, and project managers should make sure that this or that resource is available within a certain period. One of the key challenges within construction projects is that the delivery of resources that are crucial to the construction process, including crashes, concrete mixers, and the like, may sometimes be heavily delayed.

3.2 Supply Chain Management in Construction Projects

Supply chain management (SCM) plays a crucial role in facilitating the delivery of materials and equipment besides personnel who are required at construction sites on time and within cost estimates. Unfortunately, disruption of the supply chain in construction projects is bound to expensive delays, therefore those involved should ensure efficient communication and cohesiveness among the members of the supply chain with the suppliers, contractors, and project managers (Ducruet, 2020).

Effective SCM in construction involves the following elements:

• Supplier Selection: Selecting the right sources of acquiring the raw materials as the cost and quality of the products affect the outcome.

• Just-in-Time Delivery: Delivering materials to the construction site at the right time to avoid storing them, as well as to help avoid losses through stacking.

• Inventory Management: Only keeping an eye on materials deposited at the site and targeting to ensure that there is always adequate stock to fulfill the current demand.

• Risk Management: Recognising opportunities and threats in the supply chain management and developing solutions for probable issues – delay of delivery or shortage of supplies.

Figure 3: Supply Chain Management

Source: admin (2020)

In the supply chain for this project, there will be several suppliers delivering products like concrete, steel, and timber. The key to this is that the procurement team has to be constantly in touch with the project manager to confirm that all supplies come from reputable suppliers and that they are received as planned in the project calendar. Further, the use of project management software for deliveries will equally aid in real-time tracking of deliveries together with the location of each resource that is vital in construction to avoid acts of trespassing by the team.

4. Theories and Practical Considerations of Resource Management

4.1 Long-term Strategies and Techniques for Employee Development

The construction industry differs in many aspects from other industries in the way of managing their human resources at workplaces because most construction projects are short-term and their workers are highly mobile. Therefore, a need for construction companies to embrace long-term learning solutions for their employees to counter the challenges that are described above. Some key policies include:

Continuous Professional Development (CPD): Offering the employees an opportunity to receive continuous upgrades concerning their skills and knowledge. This may involve training in new products and construction techniques or rules and regulations on safety for example.

Apprenticeship Programs: If managed properly, apprenticeships remain among the best methods used by construction firms to develop human resource capital. Apprenticeship also helps organizations to be assured of conformity of a suitable workforce to be employed in future projects (Solano, et al., 2021).

Health and Safety Training: Due to the risk involved when carrying out construction work it is very essential to ensure that all the persons involved go through health and safety training. Many employees need to receive general training on the rules of safety and their protection as well as receive special protection equipment.

When employees are developed, contractors can expect to enhance their employee turnover, decrease the number of accidents that occur at construction sites, and generally increase the quality of construction projects. Moreover, qualified and skilled workers imply efficiency in accomplishing tasks hence resulting in better project results and revenue generation for the firm.

4.2 Resource Levelling as a Project Management Technique

Resource smoothing is a process of making resource profiles as level as possible to provide smooth resource management for the project. This method is very especially applied in construction projects mostly where factors like labor and equipment are scarce.

Resource leveling aims at making the resource use as flat as possible over time, by changing the project profile. For instance, if in a project the movement of a crane is to happen several times for different activities, then resource leveling is done to ensure that different activity that requires a crane are done at different times. This uses the technique to avoid congestion in certain resources, loss of time, and generally, to facilitate the flow of the project.

As illustrated in the following construction of a 3-bedroom apartment block, resource leveling can be recommended to optimize the use of machines as well as human resources. Specifically, the project manager may plan to excavate one day and pour concrete the next day just to get a hold of the concrete mixer. Managing resources means that the project manager can map out the usage of resources in such a way that the project is not delayed (Ocloo, et al., 2021).

4.3 Key Steps in Planning and Scheduling: Allocation, Aggregation, and Scheduling

Effective planning and scheduling of resources in construction projects involve three key steps:

1. Resource Allocation: The process of linking individual resources to tasks depending on the accessibility and the requirements of the process. The practical explanation of such a step is the fact that each task receives all it needs to ensure a successful completion.

2. Resource Aggregation: Coordinating resources to avoid fractures in the system. For instance, those tasks that need certain kinds of support can be bundled together so that this support is established and employed consistently all through (Strohmeier, 2020).

3. Resource Scheduling: Developing schedules for which of the resources will be utilized in the project at what particular time. This saves costs that would have been incurred through resource duplication while at the same time ensuring that the right resource is available at the right time.

These three steps are useful in helping manage the resources required throughout the project life cycle to prevent or minimize time wastage. Using resource allocation, resource aggregation, and resource scheduling, project managers can enhance resource use to achieve project delivery on time.

Figure 4: Planning Sequence

4.4 Workforce as an Asset in Modern HRM

In today’s context of HRM the workforce comprises of an added value and precisely not an operating cost. This change in thinking is done based on the realization that human skills are a pivotal factor in enhancing construction projects. Proper employees for all projects and ensuring that employees are motivated properly can lead to an increase in better project results, decreased accident rates, and an increase in general productivity (Zhang, and Chen, 2024).

The approach of considering the workforce as an asset also leads to the development of human capital or the enhancement of the welfare of construction organization employees. Companies creating career openings for their employees, paying fairly good wages to the employees, and making sure that the employees work under safe conditions are among the ways that companies show that they care for their employees. Organizations can easily increase retention by using human resource management strategies that enhance worker value and decrease turnover.

5. Strip Foundation Construction

5.1. Activities and Timeframes for Strip Foundation

The strip foundation is one of the forms of shallow foundations that can be used in the construction of dwelling houses. There is the construction of an endless ribbon of concrete slab raised to bear the load-bearing walls of the structure. The construction process for a strip foundation involves several key activities, each with its timeframe:

1. Site Preparation: Removing all the debris and making a level surface on the selected site (working days 2).

2. Excavation: Excavation of trenches for the foundation concerning the dimension of the proposed building (3 days).

3. Reinforcement Placement: They started by placing steel reinforcement bars in the trenches to improve the foundation to be laid down (2 days).

4. Concrete Pouring: The second step involved pouring concrete to fill the trenches to produce the base (two days).

5. Curing: This means that before further construction, the concrete must win strength through hardening (typically 7 days).

These activities are sequential, this is a characteristic of all tasks where each next task is only possible after the completion of the previous one. For instance, reinforcement cannot be done without excavation, and excavation cannot be done without reinforcement, so concrete cannot be poured without reinforcement (Piwowar-Sulej, 2021).

5.2 Network Diagram and Critical Path Analysis

A network diagram is a graphical depiction of the activities that define project work and the logical relationships between those activities It may also indicate the critical path the linear pattern of activities that must be accomplished within their given constraints to meet project schedule requirements.

For the strip foundation, the critical path includes the following tasks:

1. Excavation

2. Reinforcement Placement

3. Concrete Pouring

These tasks are important for the establishment of the foundation, therefore, any hold-up will lead to a hold-up in the general project. These key activities are determined using the critical path method or CPM in other to ensure the activities are accomplished in time. On the other hand, the non-critical activities have some room for maneuver meaning that they can be executed at any time within the project duration.

The time within which the whole construction of the strip foundation is expected to take is 14 days and there are no buffers on the critical activities. As a result, any advancement in excavation, or reinforcement besides concrete pouring will lead to the postponing of the entire project.

Early Start (ES): The earliest time an activity can start after the predecessor has been completed.

Early Finish (EF): The earliest time an activity can finish (ES + Duration - 1).

Late Start (LS): The latest time an activity can start without delaying the project.

Late Finish (LF): The latest time an activity can finish without delaying the project (LS + Duration - 1).

Activity	Duration (Days)	Predecessor(s)	ES	EF	LS	LF	Slack
A	2	None	0	1	0	1	0
B	3	A	2	4	2	4	0
C	2	B	5	6	5	6	0
D	2	C	7	8	7	8	0
E	7	D	9	15	9	15	0

Figure 5: Table for Network Diagram

Network Diagram:

Figure 6: Network Diagram

6. Conclusion

Therefore, resources particularly human resources are crucial for the success of construction projects. In general, the idea of HRM is to have the right people at the right time, and resourcing, and supply chain management techniques like leveling help to manage resources like material and equipment most efficiently. Specifically, the techniques relating to the construction of the strip foundation regarding the issue of time offer a real-life expectancy that such technique can be applied to guarantee that the project is delivered on time.

Understanding department needs and fostering the growth of employees offers construction firms leverage for high workforce performance and general project success. Furthermore, coordination and proper time management of resources can also be used to avoid the delays and costs that are normally encountered in project delivery and to guarantee that the project meets the standard expected of a UK government project.

7. References

admin (2020). The key to the resumption of construction industry | APEX. [online] Zyapex.com. Available at: https://www.zyapex.com/industry-information/the-key-to-the-resumption-of-construction-industry/ [Accessed 10 Oct. 2024].

Anwar, G. and Abdullah, N.N., 2021. The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5, https://aipublications.com/uploads/issue_files/4IJEBM-FEB202141.pdf

Ducruet, C., 2020. The geography of maritime networks: A critical review. Journal of Transport Geography, 88, p.102824, https://www.sciencedirect.com/science/article/am/pii/S0966692320305895

Firebrand.training. (2020). 9.4 Manage Project Team | Firebrand Learn. [online] Available at: https://firebrand.training/se/learn/pmp/course-material/project-human-resource-management/manage-project-team [Accessed 10 Oct. 2024].

Gasemagha, A.A. and Kowang, T.O., 2021. Project manager role in project management success. International Journal of Academic Research in Business and Social Sciences, 11(13), pp.1345-1355, http://eprints.utm.my/96768/1/TanOweeKowang2021_ProjectManagerRoleinProjectManagementSuccess.pdf

?Google.com. (2024). Planning and Scheduling: Allocation, Aggregation, and Scheduling - Google Search. [online] Available at: https://www.google.com/search?q=Planning+and+Scheduling%3A+Allocation%2C+Aggregation%2C+and+Scheduling&sca_esv=bdf8bb53bcaf4985&udm=2&biw=1536&bih=695&sxsrf=ADLYWIIZFBPBGUwTdkI8JyPe2koW9dNfSg%3A1728552004650&ei=RJwHZ7qsJ6ea4-EPyMKK-Ao&ved=0ahUKEwi63tmBvoOJAxUnzTgGHUihAq8Q4dUDCBA&uact=5&oq=Planning+and+Scheduling%3A+Allocation%2C+Aggregation%2C+and+Scheduling&gs_lp=Egxnd3Mtd2l6LXNlcnAiQFBsYW5uaW5nIGFuZCBTY2hlZHVsaW5nOiBBbGxvY2F0aW9uLCBBZ2dyZWdhdGlvbiwgYW5kIFNjaGVkdWxpbmdInBdQ5QRYvg1wAngAkAEAmAGRAaABkQGqAQMwLjG4AQPIAQD4AQH4AQKYAgGgAhWoAgrCAgcQIxgnGOoCmAMViAYBkgcBMaAHLQ&sclient=gws-wiz-serp#vhid=0w4VZDIkLRTYWM&vssid=mosaic [Accessed 10 Oct. 2024].

Mahapatro, B., 2021. Human resource management. New Age International (P) ltd., http://dspace.vnbrims.org:13000/jspui/bitstream/123456789/4277/1/Human%20Resource%20Management.pdf

Mastos, T.D., Nizamis, A., Terzi, S., Gkortzis, D., Papadopoulos, A., Tsagkalidis, N., Ioannidis, D., Votis, K. and Tzovaras, D., 2021. Introducing an application of an industry 4.0 solution for circular supply chain management. Journal of Cleaner Production, 300, p.126886, https://www.sciencedirect.com/science/article/pii/S0959652621011057

Ocloo, J., Garfield, S., Franklin, B.D. and Dawson, S., 2021. Exploring the theory, barriers and enablers for patient and public involvement across health, social care and patient safety: a systematic review of reviews. Health research policy and systems, 19, pp.1-21, https://link.springer.com/content/pdf/10.1186/s12961-020-00644-3.pdf

Piwowar-Sulej, K., 2021. Human resources development as an element of sustainable HRM–with the focus on production engineers. Journal of cleaner production, 278, p.124008, https://www.sciencedirect.com/science/article/pii/S0959652620340531

Solano, J.C., Caamaño-Martín, E., Olivieri, L. and Almeida-Galárraga, D., 2021. HVAC systems and thermal comfort in buildings climate control: An experimental case study. Energy Reports, 7, pp.269-277, https://www.sciencedirect.com/science/article/pii/S2352484721004108

Strohmeier, S., 2020. Digital human resource management: A conceptual clarification. German Journal of Human Resource Management, 34(3), pp.345-365, https://journals.sagepub.com/doi/pdf/10.1177/2397002220921131

Tezel, A., Papadonikolaki, E., Yitmen, I. and Hilletofth, P., 2020. Preparing construction supply chains for blockchain technology: An investigation of its potential and future directions. Frontiers of Engineering Management, 7, pp.547-563, https://link.springer.com/content/pdf/10.1007/s42524-020-0110-8.pdf

Wang, C.Y., Liao, H.Y.M. and Yeh, I.H., 2022. Designing network design strategies through gradient path analysis. arXiv preprint arXiv:2211.04800, https://arxiv.org/pdf/2211.04800

Wooll, M. (2021). What is human resources management? [online] Betterup.com. Available at: https://www.betterup.com/blog/human-resources-management [Accessed 10 Oct. 2024].

Zhang, J. and Chen, Z., 2024. Exploring human resource management digital transformation in the digital age. Journal of the Knowledge Economy, 15(1), pp.1482-1498, https://link.springer.com/content/pdf/10.1007/s13132-023-01214-y.pdf

?

?