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The construction workforce plays a crucial role in the successful delivery of any construction project and, eventually, the performance of any construction organisation. Effectively managing these workforces becomes crucial. However, past studies have shown that workforce management within the construction industry has been on the back foot, with workers being seen as resources required to deliver construction projects. This situation begs the need for a construction workforce management model that can be tailored to an organisation’s situation and adopted to manage workers and improve organisational performance effectively. To this end, this chapter reviewed existing workforce management theories, models, and practices to develop a suitable approach towards managing the construction workforce. Ultimately, a strategic workforce management with a classical view using a soft workforce management approach that embraces employees’ empowerment and development through trust was proposed. Five major practices that best suit the soft workforce management approach were identified as key constructs in the proposed construction workforce management model.

Whilst an urgent need for collaboration is increasingly seen in education to better respond to socio-educational challenges, in practice, collaboration between primary school teachers and their partners is hampered by barriers. The aim of this study is to shed light on these barriers from a human resource management (HRM) angle, using the ability, motivation and opportunity (AMO) framework.

Quantitative and qualitative data were collected amongst staff in 16 child centres offering joint pre-school, education and childcare.

The authors' findings suggest that in general, both teachers and childcare workers perceive themselves as skilled and motivated for collaboration. They perceive aspects of opportunity to perform as most important barriers.

Based on this research, school leaders are advised to organise opportunities for collaboration, especially by fostering an inclusive organisational climate and scheduling sufficient time for collaboration.

This paper contributes to the relatively scarce body of research on HRM within the education sector. Furthermore, it illustrates the applicability of the AMO model for gaining insight into how educational management can be utilised to foster increased collaboration between teachers and childcare workers.

Given the cruciality of construction workers' safe behaviors, the possible influential factors on workers' behaviors should be studied, and one of these factors is characteristics. The authors identified emotional intelligence (EI), motivation and job burnout as characteristics that might affect a worker's safety behavior, and the aim of this study is to investigate these possible relationships.

Workers' EI, motivation and job burnout status were assessed by a structured interview. Furthermore, workers' safety behaviors were assessed by a checklist derived from national codes, regulations and other research studies. Then, the researcher's observations took place, and the data were acquired.

EI and motivation of workers were able to predict safety behaviors, and the effect of job burnout on safety behaviors was not significant. In addition, motivation's influence on job burnout was not significant. Therefore, in order to promote safety behaviors, the EI and motivation of workers need to be taken into consideration.

The results indicate why construction managers should consider the workers' EI and motivation competencies and how this consideration could lead to safer and better performance in construction projects.

The possible effects of EI, motivation and job burnout on the safety behaviors of construction workers haven't been paid enough attention. Moreover, the authors couldn't find a study similar to the present one that was conducted in Iran. Also, an original model was presented, and safety behaviors were studied through fieldwork rather than using questionnaires.

This paper aims at examining how different types of shop floor performance feedback affect employee motivation and engagement. Based on this dataset, the authors analyzed the relationship between five types of performance feedback (safety, quality, productivity, improvement and individual performance) and three types of human-related outputs (motivation, role clarity and engagement) in light of socio-technical systems theory.

The authors designed a survey instrument and collected data from 492 employees of a large beverage distribution company. The authors used robust construct validity tests and multiple regression analysis to test the hypotheses.

The findings indicated significant positive effects of feedback on overall production, improvements and individual performance on all human-related outputs. In turn, safety and quality performance feedback had no statistically significant impact in motivation or engagement. These findings highlight the mixed nature of the impact of performance feedback on human-related outputs that have been neglected in the literature.

The joint analysis of the social and technical portion of performance feedback is unusual despite its clear relevance, which characterizes an original contribution of the authors’ work. Although previous literature supports the effect of performance feedback on motivation and engagement, previous studies have not tested how different types of feedback affect those social constructs.

The motivation to participate in crowdsourcing (CS) platforms is an emerging challenge. Although researchers and practitioners have focused on crowd motivation in the past, the results obtained through such practices have not been satisfactory. Researchers have left unexplored research areas related to CS pillars, such as the evolution of the crowd’s primary motivations, seekers applying effective policies and incentives, platform design challenges and addressing task complexity using the synchronicity of the crowd. Researchers are now more inclined to address these issues by focusing on sustaining the crowd’s motivation; however, sustaining the crowd’s motivation has many challenges.

To fill this gap, this study conducted a systematic literature review (SLR) to investigate and map the challenges and factors affecting sustained motivation during CS with the overcoming implications. Studies that satisfied the inclusion criteria were published between 2010 and 2021.

Important sustainable factors are extracted using the grounded theory that has sustained participation and the factors' cohesion leads to the identification of challenges that the pillars of CS face. Crowds being the most vital part of CS contests face the challenge of engagement. The results reported the factors that affect the crowd’s primary and post-intentions, perceived value of incentives and social and communal interaction. Seekers face the challenge of knowledge and understanding; the results identify the reason behind the crowd’s demotivation and the impact of theories and factors on the crowd's psychological needs which helped in sustaining participation. Similarly, the platforms face the challenge of being successful and demanding, the results identify the latest technologies, designs and features that seekers proclaim and need the platforms designer's attention. The identified task challenges are completion and achievement; the authors have identified the impact of trait of task and solving mechanisms that have sustained participation.

The study identifies, explores and summarizes the challenges on CS pillars researchers are facing now to sustain contributions by keeping participants motivated during online campaigns. Similarly, the study highlights the implication to overcome the challenges by identifying and prioritizing the areas concerning sustainability through the adoption of innovative methods or policies that can guarantee sustained participation.

How to improve continuance commitment for platform workers is still unclear to platforms' managers and academic scholars. This study develops a configurational framework based on the push-pull theory and proposes that continuance commitment for platform workers does not depend on a single condition but on interactions between push and pull factors.

The data from the sample of 431 full-time and 184 part-time platform workers in China were analyzed using fuzzy-set qualitative comparative analysis (FsQCA).

The results found that combining family motivation with the two kinds of pull factors (worker's reputation and algorithmic transparency) can achieve high continuance commitment for full-time platform workers; combining job alternatives with the two kinds of pull factors (worker's reputation and job autonomy) can promote high continuance commitment for part-time platform workers. Particularly, workers' reputations were found to be a core condition reinforcing continuance commitment for both part-time and full-time platform workers.

The findings suggest that platforms should avoid the “one size fits all” strategy. Emphasizing the importance of family and improving worker's reputation and algorithmic transparency are smart retention strategies for full-time platform workers, whereas for part-time platform workers it is equally important to reinforce continuance commitment by enhancing workers' reputations and doing their best to maintain and enhance their job autonomy.

This study expands the analytical context of commitment research and provides new insights for understanding the complex causality between antecedent conditions and continuance commitment for platform workers.

No systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.

This systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.

Results reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.

Results provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.

An unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.

The present study used the job-demands and resources (JD-R) framework to understand how the training is transferred to an extreme working context through the analysis of job and personal resources (social support from the leader and colleagues and adaptability). Specifically, the authors tested the mediating role of motivation to transfer in the relationship (1) between the perceived support from the supervisor and colleagues and performance after training and (2) between adaptability and performance in an extreme context of the pandemic crisis – the first peak of COVID-19 in Portugal. Further, an inspection of the factors that predicted knowledge transfer and adaptability under an extreme context was carried out.

To do so, necessary training about the new safety rules regarding the pandemic crisis of COVID-19 was implemented in a healthcare institution as a strategy to help healthcare workers deal with the increasing uncertainty and complexity that was threatening their work. It consisted of three sessions (each with one hour of training) regarding procedures, rules and safety norms. The training occurred in May 2020. Overall, 291 healthcare workers participated in the study and answered one online questionnaire one week after training completion.

The results showed that the motivation to transfer had a significant indirect effect on the relationship between colleagues' and supervisors' support and performance and between adaptability and performance. Additionally, complementary analyses showed that the mediations depended on the levels of self-efficacy in such a way that the indirect relationships were stronger when self-efficacy was higher. Thus, adaptability and support, both from colleagues and the supervisor, are determining factors for knowledge transfer and resultant performance in extreme contexts, such as the COVID-19 pandemic crisis. Lastly, the results showed that the most significant predictors of transference were self-efficacy and the motivation to transfer the learned knowledge. On the other hand, self-efficacy, peer support and the opportunity to use the knowledge were the most significant predictors of adaptability.

These findings provide support for the role of employee motivation to transfer as a mechanism connecting both perceived support and adaptability to performance outcomes under extreme working contexts.

This study, conducted in the middle of the COVID-19 pandemic context – an extreme and uncertain working context – shows the relevance of both job and individual factors to predict employees' adaptability to such contexts.

The current study aims to propose a novel three-way interaction of work motivation (intrinsic/extrinsic) and work environment (organizational justice), in a Romanian context. Moreover, as managers and employees do not have the same needs, workloads and performance assessments, so the research model is tested in four groups: employees, office managers, department managers and executives. Additionally, a minor goal is to replicate known relationships in the literature in a non-Western country.

To this end, a total sample of N = 3,287 Romanian participants was obtained, using established, valid and known measures. Statistical analyses included common-method bias analysis, zero-order Pearson correlations and linear regressions with bootstrapping.

Results support the hypothesized three-way interaction, such that only when both motivations are high does the work environment have a profound effect on organizational outcomes, but when both are low, the employee becomes indifferent to the work.

Workplace fairness and work motivation are topics concerning employees and managers alike. While their roles in contributing to reduce work misbehaviors and increase extra role behaviors have been outlined in the past as, they may interact in surprising ways, and differently in every managerial level. On one hand, the current article replicates established associations but, on the other hand, it does so from a non-Western perspective and with the not-yet-researched addition of a three-way interaction between work environment (i.e. perceptions of organizational justice) and the individual's motivational dispositions (i.e. intrinsic and extrinsic work motivations).

The paper aims at assessing the role of the different stages of the employment process in gauging workers' willingness to upskill themselves at the end of a seasonal employment contract by investing in further training.

The paper analyses data from a dedicated survey administered to a sample of seasonal employees. Through a regression analysis it explores the different stages of the employment process (job search, selection on the job activities), making a distinction between monetary and nonmonetary components of the investment in training.

Results show that all stages matter, but they do not have the same importance. Ex-ante motivations and work experience, notably the level of perceived workload and organizational commitment, are the main factors affecting workers' willingness to acquire industry-specific skills through training.

So far, the literature has extensively dealt with the poor levels of training in seasonal employers, but it did not analyse worker’s willingness to invest in training over the different stages of the worker experience. This paper fills this gap by separately testing the relative importance of such stages and identifying the most important phases of the employment process.