2007
DOI: 10.1080/01446190600863145
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Prioritising career development in relation to recruitment and retention: a trade and craft perspective

Abstract: Individuals attach a certain priority to key extrinsic and intrinsic work-related factors, namely: career development, financial incentives, work conditions, job content, job security and social relations. These factors have variously been described as influencing career choice and also determining what causes individuals to remain or leave careers. In particular, the ongoing skills crisis faced by the UK construction sector has raised the profile of career development as a factor to recruiting and retaining a… Show more

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Cited by 13 publications
(7 citation statements)
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References 39 publications
(41 reference statements)
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“…However the reality is that many core trade roles can be very hard and as Ness (2009: 652) notes ''The buildings and infrastructure society needs are not built by cost managers or document controllers, but by people with dirt under their fingernails and a bricklayer's cleavage.'' There also exists a general lack of respect for craft skills and this is reflected in poor working conditions and roles that do not have the same advancement opportunities, since the emergence of the academic discipline of construction management (Ness, 2009;Kappia, Dainty, & Price, 2007).…”
Section: The Culture Of Constructionmentioning
confidence: 99%
“…However the reality is that many core trade roles can be very hard and as Ness (2009: 652) notes ''The buildings and infrastructure society needs are not built by cost managers or document controllers, but by people with dirt under their fingernails and a bricklayer's cleavage.'' There also exists a general lack of respect for craft skills and this is reflected in poor working conditions and roles that do not have the same advancement opportunities, since the emergence of the academic discipline of construction management (Ness, 2009;Kappia, Dainty, & Price, 2007).…”
Section: The Culture Of Constructionmentioning
confidence: 99%
“…En cuanto a los planes de carrera, Kappia et al (2007) y Porfeli et al (2012), enuncian que no siempre conllevan al crecimiento hacia puestos directivos y profesionales y que la exploración y la carrera en profundidad afectan negativamente la evitación del trabajo. Mientras tanto, cuando se basan en los métodos de recompensas tales como financieras, de reputación y satisfacciones intrínsecas, Lam (2011) y Murphy et al (2004), utilizaron estos incentivos para rejuvenecer la fuerza de trabajo en las ventas y conducir a una mayor conciencia en las motivaciones intrínsecas y extrínsecas de sus empleados para lograr proyectos con mayor eficacia.…”
Section: Discussionunclassified
“…En sectores como el de la construcción, que es un entorno de trabajo bastante particular, se muestran características importantes para medir la motivación de los empleados; así es como Ruthankoon and Ogunlana (2003), Liu, Fellows, and Fang (2003), Tabassi et al (2012), Brislin, MacNab, Worthley, Kabigting Jr, and Zukis (2005), Kappia, Dainty, and Price (2007), (Jarkas & Radosavljevic, 2013), se interesan por aplicar la teoría de Herzberg en dicho entorno, al concluir que pueden desarrollar modelos de liderazgo a partir de la gestión de vacío de poderes; así, las prácticas del trabajo en equipo y la satisfacción de los empleados se mejora, pues la motivación no recae meramente por la recompensa monetaria, y que por el contrario, factores sencillos como el retraso en la respuesta de solicitudes de información genera insatisfacción. A la vez, se plantean una serie de supuestos, a partir de motivadores y comportamientos de los individuos, direccionados a partir de los mismos administradores, con el fin de mejorar la productividad en proyectos de construcción.…”
Section: Vigencia Factor Motivacionalunclassified
“…Deepening of core competencies can be done through career development programs (Kappia et al, 2007). A vice president said:…”
Section: Careers In Construction Firmsmentioning
confidence: 99%