The main purpose of this paper is to conceptualize the importance of human resource management (HRM) practices towards project performance in the construction industry of Libya. HRM have been considered as the main source of sustainable competitive edge for the organization. It helps to create the workforce contribution, however there have not been extensive studies to fairly bleak the picture of employment practices and industrial relations specifically in the construction sector of Libya. The extensive literature having established the HRM-performance relationship, what is lacking is empirical research examining the mechanisms through which the relationships works. After reviewing the extant literature on HRM and performance, different conceptualisation have emerged. Perhaps the most important with regards to HRM practices is the concept of implementation reflecting to see the organisation succeed in its goals and feelings to being part of the organisation. This research will significantly contribute to provide new promising HRM framework that will tend to improve project performance in the construction industry.
Bashir, S., & Ramay, M. I. (2008). Determinants of Organizational Commitment A Study of Information Technology Professionals in Pakistan. Journal of Behavioral & Applied Management, 9(2).
Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where do we go from here? Journal of management, 32(6), 898-925.
Berkes, F. (2009). Evolution of co-management: role of knowledge generation, bridging organizations and social learning. Journal of environmental management, 90(5), 1692-1702.
Chadwick, C., & Dabu, A. (2009). Human resources, human resource management, and the competitive advantage of firms: Toward a more comprehensive model of causal linkages. Organization Science, 20(1), 253-272.
Coens, T., & Jenkins, M. (2002). Abolishing performance appraisals: Why they backfire and what to do instead: Berrett-Koehler Publishers.
Cooke, F. L. (2006). Modeling an HR shared services center: Experience of an MNC in the United Kingdom. Human Resource Management, 45(2), 211-227.
Dainty, A., & Loosemore, M. (2013). Human Resource Management in Construction Projects: Routledge.
Daley, D. M., & Vasu, M. L. (2005). Supervisory Perceptions of the Impact of Public Sector Personnel Practices on the Achievement of Multiple Goals Putting the Strategic into Human Resource Management. The American Review of Public Administration, 35(2), 157-167.
Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied psychology, 53(4), 556-569.
Goodwin, N. (2006). Leadership in health care: a European perspective: Psychology Press.
Khandekar, A., & Sharma, A. (2005). Managing human resource capabilities for sustainable competitive advantage: An empirical analysis from Indian global organisations. Education+ Training, 47(8-9), 628-639.
Khatoon, T., Amin, M. R., & Hossain, M. M. (2013). Strategic human resource management (SHRM) practices and its effect on financial performance: evidence from some selected scheduled private commercial banks in Bangladesh.
Laursen, K., & Foss, N. J. (2012). Human resource management practices and innovation. Handbook of Innovation Management. Oxford, UK: Oxford University Press. Retrieved from http://www. druid. dk/laursen/files/Handbook_of_Innovation_ Management_LaursenFoss. pdf.
Lee, C. S. (2009). Effects of Hrm Practices on IT Usage. Journal of Computer Information Systems, 50(2).
Mayer, R. C., & Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of applied psychology, 84(1), 123.
Merchant Jr, R. C. (2010). The role of career development in improving organizational effectiveness and employee development. Florida Department of Law Enforcement.
Muffels, R. J. (2008). Flexibility and employment security in Europe: Edward Elgar Publishing.
Munnell, A. H., & Fraenkel, R. C. (2013). Public Sector Workers and Job Security.
Need, W. C. D. H. P. (2006). Human resource management: Gaining a competitive advantage.
Niederman, F., & Ferratt, T. W. (2006). IT workers: human capital issues in a knowledge-based environment: IAP.
Panigrahi, S. K., Zainuddin, Y., & Azizan, A. (2014). Comparing traditional and economic performance measures for creating shareholder’s value: A perspective from Malaysia. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(4), 280-289.
Panigrahi, S., & Yuserrie, Z. (2015). Dividend Policy Decisions: Theoretical Views and Relevant Issues. Reports on Economics and Finance, 1, 43-58.
Schuler, R. S., and Jackson, S. E. (2005). A quarter-century review of human resource management in the US: The growth in importance of the international perspective. Management Revue, 11-35.
Sung, J., & Ashton, D. (2005). High Performance Work Practices: linking strategy and skills to performance outcomes: Department of Trade and Industry London.
Townsend, K., Wilkinson, A., Allan, C., & Bamber, G. (2012). Mixed signals in HRM: the HRM role of hospital line managers1. Human Resource Management Journal, 22(3), 267-282.
Tzafrir, S. S. (2005). The relationship between trust, HRM practices and firm performance. The International Journal of Human Resource Management, 16(9), 1600-1622.
Van Emmerik, I., De Cuyper, N., & Jawahar, J. (2009). Traditional and discretionary SHRM practices and team effectiveness: Examining the mediating role of team learning behaviors.
Abuazoom, M. M. I., Hanafi, H. Bin, & Ahmad, Z. Z. Bin. (2017). Influence of HRM Practices on Project Performance: Conceptual Framework. International Journal of Academic Research in Business and Social Sciences, 7(3), 41-48.
Copyright: © 2017 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
