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The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

This chapter gives the conclusion of the book. The chapter draws from the discussion from previous chapters to make logical conclusions and recommendations. The chapter concludes that construction industries are failing to imbibe workforce management practices, resulting in high employee turnover, dissatisfaction among existing workers and ultimately, low productivity of workers and organisations. It was also noted that the fourth industrial revolution offers emerging technologies that, when adopted within construction organisations, can help improve how organisations deliver their projects and manage their workers. Therefore, implementing a construction workforce management model that recognises the impact of digital tools is crucial for organisations seeking to get the optimum productivity out of their workers. Thus, this book’s conceptualised construction workforce management model can be a valuable tool for construction organisations. Also, more credibility is given to the model’s structure by exploring the conceptualised model through experts’ opinions.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

This chapter examines how gender interacts with informal workers’ collective action strategies in the context of contemporary development scripts around economic growth. Specifically, it engages the theoretical debates on the relationship between patriarchy and capitalism as the systems of domination that organize gender and class. Drawing from a comparative analysis of informal workers’ movements in India’s domestic work and construction sectors, I find the relationship between gender and class and between patriarchy and capitalism is being reconceptualized from below and differs by occupational structures and organization histories. For domestic workers, movements assert what I call a “unitary” model of exploitation. Because domestic workers’ organizations entered the productive sphere through a focus on social reproduction, their struggles conflate gender and class to reverse the shame attached to domestic work and increase the recognized worth of women’s labor. Because construction workers’ organizations mobilize male and female workers and began as class-based organizations focusing on productive work, they articulate what I term “a dual systems” approach to patriarchy and capitalism that exposes inequalities between men and women within the sector, such as unequal pay, glass ceilings, and issues of embodiment. In both cases, global development scripts have not only shaped movement approaches, but also enabled movements to articulate gendered labor subjects in innovative ways. While domestic workers’ unitary model has had more success in increasing women workers’ dignity and leadership, construction workers’ dualist model has attained more successes in attaining material benefits in the reproductive sphere. These findings suggest that debates on unitary versus dual-systems models of exploitation present a false dichotomy and veil the reality that both are necessary for feminist theory, development models, and women workers’ struggles on the ground.

This first chapter provides a general overview of the book. The chapter describes workforce management and the lack of adequate attention to this concept within construction organisations. In the fourth industrial revolution era, where emerging technologies have continued to change how business functions, the need for an effective approach towards managing the construction workforce becomes crucial. Having a construction workforce management practice model was deemed vital at this point, where technological advancement is rapidly changing the construction environment, and skill shortage is evident in the construction industry of most countries around the world. As such, this chapter establishes that the development of a construction workforce management model that will help improve the management of construction workers serves a critical value of the book.

The importance of humans to the successful delivery of construction projects has led to the emergence of research attention on construction workforce management. As such, this chapter uncovers emotional intelligence (EI) and the external environment as critical aspects of workforce management practices that have not gained substantial attention in past workforce management studies. While some theories and models (existing outside the construction domain) have considered the external environment, none of these models is specific to the construction industry. Furthermore, EI has received less attention within existing workforce management models. Through a review of related studies and theories, this chapter noted that the EI of construction workers and their senior management is crucial to the performance of these workers and the ultimate performance of their organisations. In the same vein, since construction organisations do not operate in silos, the external environment significantly influences the operations of organisations in the construction industry. The environment exact pressures that can influence workforce management practices and technological innovations construction organisations adopt.

In the quest for better construction workforce management, this chapter explored the background of workforce management and related theories, models, and practices. Through a review, the chapter provided meaning to the concept of construction and workforce management. The chapter concluded that while the construction industry worldwide is important to the economic growth of the countries where it operates, the industry’s management of its workforce is challenged by several problems. These problems include the nature of the industry, skill shortage, unhealthy working environment, and poor image of the industry, among others. Also, while the construction industry is rich in diversity, this has been a major source of problems for workforce management. The chapter further revealed that to improve workforce management and attain better-performing construction organisations, careful recruitment, effective training, providing a safe working environment, putting policies to promote diversity, and ensuring innovativeness, among others, are essential.

The authors provide new quantitative evidence of the relationship between technologies and organizational design in the context of complex one-off products. The systems that produce complex, one-off products in mature, fragmented industries such as construction lack many of the typical organizational features that researchers have deemed critical to product development success (e.g., team familiarity, frequent communication, and strong leadership). In contrast, the complexity of these products requires a diverse knowledge base that is rarely found within a single firm. The one-off nature of construction’s products further requires improvization and development by a distributed network of highly specialized teams. And because the product is complex, significant innovations in the end product require systemic shifts in the product architecture. Riitta Katila, Raymond E. Levitt and Dana Sheffer use an original, hand-collected dataset of the design and construction of 112 energy-efficient “green” buildings in the United States, combined with in-depth fieldwork, to study these questions. A key conclusion is that the mature US construction industry, with its particularly fragmented supply chain, is not well suited to implementing “systemic innovations” that require coordination across trades or stages of the project. However, project integration across specialists with the highest levels of interdependence (i.e., craft, contract integration) mitigates the knowledge and coordination problems. There are implications for research on how technology shapes organizations (and particularly how organizations shape technology), and on the supply chain configuration strategies of firms in the construction industry as well as building owners who are seeking to build the best buildings possible within their budgets.

Under-reporting of an occupational accident is commonly found at both organisational and individual levels. It interferes with the reality of health and safety in organisations and countries. It also hinders the ability to identify trends, recognise priorities, improve strategies, and allocation of resources for accident prevention. This study examined the reasons for the under-reporting of occupational accidents at the organisation level in the Nigerian construction industry. A review of the literature was conducted on the under-reporting of occupational accidents. Thereafter, a field survey with questionnaires was distributed to solicit information from the Nigerian construction professionals in the Federal Capital Territory, Abuja, Nigeria. 300 questionnaires were distributed, and 235 responses were received and analysed with Microsoft Excel and SPSS software by applied relative importance index and ranked. The study found that among the top-ranked reasons for under-reporting of occupational accidents by the organisation is to maintain a reputation. It is therefore important to increase awareness on the reporting of occupational accidents and its importance in accident prevention programmes by the regulatory bodies. Also, more collaborative efforts, standards, and policies should be put in place by the governments for ensuring reporting and record-keeping of accidents in the Nigerian construction industry. Records of dangerous incidents are the key indicator for the organisation for the improvement in the prevention of hazards. The study, therefore, concludes that there should be proper recording and surveillance of occupational accidents, hazards, and their related background causes in reaction to quick and complex variations in work-life.

Dynamic relationships between technologies and organizations are investigated through research on digital visualization technologies and their use in the construction sector. Theoretical work highlights mutual adaptation between technologies and organizations but does not explain instances of sustained, sudden, or increasing maladaptation. By focusing on the technological field, I draw attention to hierarchical structuring around inter-dependent levels of technology; technological priorities of diverse groups; power asymmetries and disjunctures between contexts of development and use. For complex technologies, such as digital technologies, I argue these field-level features explain why organizations peripheral to the field may experience difficulty using emerging technology.