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

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  • Ani Birgit Raiden
  • Andrew Dainty
  • Richard Neale

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.

Suggested Citation

  • Ani Birgit Raiden & Andrew Dainty & Richard Neale, 2006. "Balancing employee needs, project requirements and organisational priorities in team deployment," Construction Management and Economics, Taylor & Francis Journals, vol. 24(8), pages 883-895.
    • Handle: RePEc:taf:conmgt:v:24:y:2006:i:8:p:883-895
    DOI: 10.1080/01446190600647191
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    References listed on IDEAS

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    1. Peter Boxall & Mike Steeneveld, 1999. "Human Resource Strategy and Competitive Advantage: A Longitudinal Study of Engineering Consultancies," Journal of Management Studies, Wiley Blackwell, vol. 36(4), pages 443-463, July.
    2. Kochan, Thomas A., 1996. "What works at work : overview and assessment," Working papers 3886-96., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    3. Guinevere Smithers & Derek Walker, 2000. "The effect of the workplace on motivation and demotivation of construction professionals," Construction Management and Economics, Taylor & Francis Journals, vol. 18(7), pages 833-841.
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    Cited by:

    1. Antonín Korauš & Zuzana Kaščáková & Miroslav Felcan, 2020. "The Impact Of Ability-Enhancing Hrm Practices On Perceived Individual Performance In It Industry In Slovakia," Central European Journal of Labour Law and Personnel Management, Labour Law Association, vol. 3(1).
    2. Lone Seboni & Joseph Ssegawa, 2022. "Does a Project Manager Assignment Process Affect Project Management Performance Indicators? An Empirical Study," Sustainability, MDPI, vol. 14(13), pages 1-17, June.
    3. Lozano-Reina, Gabriel & Sánchez Marín, Gregorio, 2019. "Prácticas de recursos humanos y rendimiento empresarial: Explorando el modelo AMO en las PYME españolas," Small Business International Review, Asociación Española de Contabilidad y Administración de Empresas - AECA, vol. 3(1), pages 67-85, January.

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