Original Research

Exceeding expectations: A study on human resource management implementation in construction organisations

Munodani Chapano, Chux G. Iwu
SA Journal of Human Resource Management | Vol 23 | a2849 | DOI: https://doi.org/10.4102/sajhrm.v23i0.2849 | © 2025 Munodani Chapano, Chux G. Iwu | This work is licensed under CC Attribution 4.0
Submitted: 30 September 2024 | Published: 31 January 2025

About the author(s)

Munodani Chapano, Department of Human Resources Management, Faculty of Business and Economic Sciences, Nelson Mandela University, Gqeberha, South Africa
Chux G. Iwu, Department of Management and Entrepreneurship, Faculty of Economic and Management Sciences, University of the Western Cape, Cape Town, South Africa

Abstract

Orientation: Human resource management (HRM) professionals and organisational leaders may maximise the performance of construction organisations by thoroughly understanding the implementation of HRM practices within these businesses.

Research purpose: The purpose of this study was to empirically investigate the extent to which recruitment and selection, training and development, performance appraisal and compensation systems are implemented in construction organisations.

Motivation of the study: The reason for this study was that a paucity of empirical research on the implementation of HRM practices makes it difficult to provide recommendations about HRM to optimise performance in construction organisations.

Research approach/design and method: This quantitative study was based on primary data collected from 63 construction personnel in various South African construction organisations in Cape Town. A cross-sectional quantitative survey design, with a self-administered questionnaire as the data collection tool, was used to collect data by means of convenience and judgemental sampling. Collected data were processed using the Statistical Package for Social Sciences (SPSS), version 28, and analysed using descriptive analysis and a one-sample t-test.

Main findings: The perceived implementation of HRM practices that meet minimum expected standards was significant for (1) recruitment and selection (R&S), (2) training and development (T&D) and (3) compensation systems (COS). However, the perceived implementation of (4) performance appraisal (PEA) best practices was found to be insignificant.

Practical/managerial implications: The implementation of HRM in construction organisations needs to incorporate the tenets that are central to the successful delivery of HRM services.

Contribution/value-add: This study emphasises the minimum expected HRM practices that should be observed in construction organisations.


Keywords

recruitment and selection; performance appraisal; compensation systems; training and development; construction organisations; South Africa.

JEL Codes

J51: Trade Unions: Objectives, Structure, and Effects; M12: Personnel Management • Executives; Executive Compensation; O15: Human Resources • Human Development • Income Distribution • Migration

Sustainable Development Goal

Goal 9: Industry, innovation and infrastructure

Metrics

Total abstract views: 0
Total article views: 0


Crossref Citations

No related citations found.