Work in the construction industry is particularly tough. It demands excessively long hours and frequent weekend work. Other characteristics are particularly marked, such as re-location, job insecurity and distinctive behavioural patterns, which negatively affect employees’ personal lives further. Work–life balance has emerged as one of the most pressing management issues in the 21st century. For construction managers dealing with traditional models of work and rigid work schedules, the issue may be especially difficult to manage, and yet the work–life balance is now recognised as an issue of strategic importance to the construction industry. It is critical to the construction industry’s continued ability to attract and retain a talented workforce, and it is also inextricably linked to organizational effectiveness and employees’ well-being. This book presents the argument for the management of work–life balance in the construction industry. It maps the changes to the workforce demographic profile and the changing expectations relating to work and personal life that occurred during the second half of the 20th century. Legal imperatives for managing work–life balance are set out. It also presents work–life balance theory and discusses the practical implications of research, along with extensive empirical data collected from the industry. Lastly, practical advice is provided about what construction organizations can and should do to manage work–life balance. This provides a unique guide to a key issue.

The book presents the latest studies on the work–life balance of millennial (also known as Generation Y) building professionals in Singapore and South Korea. Its main goal is to compare and contrast the workplace attitudes of millennials, and to provide guidelines that help supervisors in the construction industry manage their employees’ expectations regarding work–life balance. Accordingly, it explains and links various principles regarding work–life conflicts, work–life enrichments and the work–life interface. Furthermore, the book introduces readers to coping strategies, a dimension that has not yet been explored substantially and has the potential to contribute significantly to the study and understanding of work–life balance. The book makes recommendations for the top management on assigning a capable leader to drive the changes in the organization, and on empowering the leader to implement effective strategies for promoting work–life balance, especially for the millennials who are now playing an increasing central role in the global construction sector.

Work in the construction industry is particularly tough. It demands excessively long hours and frequent weekend work. Other characteristics are particularly marked, such as re-location, job insecurity and distinctive behavioural patterns, which negatively affect employees’ personal lives further. Work–life balance has emerged as one of the most pressing management issues in the 21st century. For construction managers dealing with traditional models of work and rigid work schedules, the issue may be especially difficult to manage, and yet the work–life balance is now recognised as an issue of strategic importance to the construction industry. It is critical to the construction industry’s continued ability to attract and retain a talented workforce, and it is also inextricably linked to organizational effectiveness and employees’ well-being. This book presents the argument for the management of work–life balance in the construction industry. It maps the changes to the workforce demographic profile and the changing expectations relating to work and personal life that occurred during the second half of the 20th century. Legal imperatives for managing work–life balance are set out. It also presents work–life balance theory and discusses the practical implications of research, along with extensive empirical data collected from the industry. Lastly, practical advice is provided about what construction organizations can and should do to manage work–life balance. This provides a unique guide to a key issue.

Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The "Eight Wastes" Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete

With women in the UK construction industry constituting just thirteen per cent of the workforce and black and Asian workers numbering less that two per cent, despite representing more than six per cent of the working population, diversity is a problem that the construction industry needs to tackle directly. In this title, diversity management is presented as an opportunity for the construction industry. Work is presented from several different countries and regions, in North America, Australia and Europe to provide a comprehensive picture of this complex and often sensitive issue. Going beyond the traditional topics of gender and racial discrimination contributions encompass a wide range of diversity issues facing the construction industry, including sexual orientation, disability and the work-life balance. Essential reading for construction managers and a valuable resource for post-graduate researchers, this key title provides not only a thorough exposition of contemporary research but also supplies the practical diagnostic tools, and techniques to successfully manage diversity in construction and the information to adhere to the law.

This book gathers papers from the 11th Construction Industry Development Board (cidb) Postgraduate Research Conference, held on 28–30 July 2019 in Johannesburg, South Africa. The conference provided an essential forum for reviewing and generating knowledge on Construction 4.0 and, consequently, highlighted processes and practices that allow us to deliver and operate built environment assets more effectively and efficiently by focusing on physical-to-digital and digital-to-physical transformation. The event addressed three broad themes: Industrial production (prefabrication, 3-D printing and assembly, offsite and advanced manufacturing); Cyber-physical systems (actuators, sensors, IoT, robots and cobots for repetitive and dangerous tasks, and drones for mapping, progress monitoring, safety and quality inspections, lifting, moving and positioning); and Technologies (digital ecosystems, digital platforms, BIM, video and laser scanning, AI and cloud computing, big data and data analytics, reality capture, blockchain, simulation, virtual and augmented reality, data standards and interoperability, and vertical and horizontal integration). Given its scope, the book will be of interest to all construction industry and architectural professionals who want to learn about cutting-edge technologies applied to construction

Yes - There Is Work-Life Balance! ... but it's probably not what you think. Too many academics and HR departments have defined work-life balance in superficial ways that make it unattainable, undesirable, or both. Common sense dictates that if something you desire is ill-defined or "impossible," your outcomes will be disappointing and potentially even harmful. But sadly, common sense hasn't been common practice. Redefining Work-Life Balance is about creating life-altering, positive results. These pages convey a way to deliver powerful results using simple, one-minute tools proven to enhance life balance and enjoyment. The outcome is reduced stress, increased achievement, and more joy every day - for the rest of your life! Discover and enjoy easy-to-learn concepts with practical applications to: Understand what work-life balance really means Avoid the "As soon as..." trap Establish a 'Way of Living' Goal - A powerful tool for crafting how you live every day Accomplish your work-life priorities faster... and with less stress Find a more rewarding and happier balance in all your relationships Master the emotion-decision link with your personal emotional management tool The tools and tactics in Redefining Work-Life Balance were refined while building a light manufacturing business from a small startup to generating over $100,000,000 in sales with a great team of 250+! That success and the success of thousands of clients is made possible by adapting and applying these tools, and respecting that in addition to having a job, each one of us has a life. Create more achievement at work and more enjoyment in life with Redefining Work-Life Balance! Part One of this book begins by dispelling the myth that there is no such thing as work-life balance. Instead, it delivers a proven re-definition that is clear, fulfilling, and attainable, along with a tool set that will enhance the value and positive balance you get from life - today and every day. Part Two is about people and relationships. You will learn two powerful one-minute tools that can be applied to your life immediately. The outcome is having a more rewarding, less stressed, and happier balance with the important individuals in your personal and work life. In each chapter, you will also see examples from people who have generously shared their personal stories and experiences in implementing these tools. Part Three is about achieving the things you want in life. It delivers two tools that supercharge your thinking. You will get more good thinking done with each of these tools in minutes than most people get done in days, weeks, or even a lifetime of typical pondering. You will also discover two balance measurement tools: one gauges your emotional status and reactions, the other illuminates your current emphasis in life and enables you to adjust it easily if it is not where you want it to be. Part Four concludes these pages using your definition of a good work-life balance to clarify your Way of Life goals. These goals are not specific markers to surpass or milestones to accomplish, they are instead way of living goals. What are the most meaningful and important outcomes you want from your life every day? You will be surprised how quickly these meaningful and often life-changing goals become clear with this final tool in the book. My promise to you is that by applying these proven tools, you will create immediate positive outcomes, personally and professionally. More importantly, based on the feedback I have received across demographics, countries, and cultures, I expect that you too will retain and use your favorite tools along with your re-definition of work-life balance to be happier, less stressed, and more fulfilled over your lifetime. Let's turn the page and redefine work-life balance in a way that works for you!

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

Although construction is one of the most labour-intensive industries, people management issues are given inadequate attention. Furthermore, the focus of attention with regards to HR has been on the strategic aspects of HRM function - yet most problems and operational issues arise on projects. To help redress these problems, this book takes a broad view of HRM, examining the strategic and operational aspects of managing people within the construction sector. The book is aimed at project managers and students of project management who, until now, have been handed the responsibility for human resource management without adequate knowledge or training. The issues addressed in this book are internationally relevant, and are of fundamental concern to both students and practitioners involved in the management of construction projects. The text draws on the authors' experience of working with a range of large construction companies in improving their HRM operational activities at both strategic and operational levels, and is well illustrated with case studies of projects and organizations.