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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 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.

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.

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.

The workforce management model conceptualised for the effective management of the construction workforce was subjected to expert scrutiny to determine the suitability and applicability of the identified practices and their attributed variables to the construction industry. In achieving this, a Delphi approach was adopted using experts from construction organisations in South Africa. These experts comprised workforce management personnel and construction professionals in senior management positions. The data were analysed using appropriate statistical tools such as interquartile deviation, Kendell’s coefficient of concordance, and chi square to determine consensus among these experts. After a two-round Delphi, the seven constructs proposed in the conceptualised workforce management model were adjudged to be important and worthy of adoption by construction organisations seeking to improve workforce management in the current fourth industrial revolution era.

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.

Though widely recognized as essential for improving work performance across various domains, self-efficacy’s specific role in managing construction workforces remains understudied. This knowledge gap restricts our ability to uncover new factors that enhance workforce management effectiveness and ultimately boost construction labor productivity (CLP). To address this, our study proposes and tests a novel model. This model explores the impact mechanism of self-efficacy on CLP by investigating the mediating role of work motivation. By delving into this crucial yet underexplored area, we aim to provide valuable insights for construction project managers and researchers alike, paving the way for more effective workforce management strategies and consequently, improved CLP.

This study utilizes a mixed-method approach, incorporating both qualitative and quantitative methodologies. Data from 112 rebar workers at five construction sites in Vietnam underwent analysis using Cronbach’s alpha, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) to examine the novel research model.

The results indicate a positive and significant association between self-efficacy and CLP. Additionally, work motivation emerged as a full mediator in the relationship between self-efficacy and CLP. Specifically, individuals with higher self-efficacy set ambitious goals and invest more effort in their pursuit, leading to increased work motivation and, ultimately, heightened productivity levels.

The significant implications of the current study extend to construction managers and policymakers alike. Construction managers can leverage the findings to devise targeted interventions aimed at enhancing the self-efficacy and work motivation of their workforce, potentially resulting in noteworthy enhancements in CLP. Policymakers, too, can benefit from these findings by formulating policies that actively support the cultivation of self-efficacy and work motivation among construction workers. Such policies have the potential to foster a more productive and efficient construction industry, aligning with the broader goals of workforce development and industry enhancement.

This study expands existing knowledge by identifying the important role of self-efficacy in work performance enhancement and the mediating role of work motivation in terms of these relationships.