اخر اصدارات بحوث مجلة asce

sada A

عضو جديد
إنضم
3 أبريل 2011
المشاركات
8
مجموع الإعجابات
0
النقاط
0
ارسل لكم احدىملخص بحوث اخر اصدارات مجلةasce
وسنوافيكم بالمزيد
January 2011
Volume 27, Issue 1, pp. 1-63
Human Resource Allocation for Remote Construction Projects

J. Mgmt. in Engrg. 27, 13 (2011 ); doi:10.1061/(ASCE)ME.1943-5479.0000032 (8

pages)
Assistant Professor, Dept. of Civil and Ecological Engineering, I-Shou Univ., No. 1, Sec. 1, Syuecheng Rd., Dashu Township, Kaohsiung County 840, Taiwan. E-mail: [email protected] map

(Submitted 23 April 2009; accepted 30 April 2010; posted ahead of print 7 May 2010)
abstract
As the construction industry expands from local markets to global markets, many construction and engineering firms have acquired tenders remotely from their home base. When allocating human resource for the management team of distant project sites, these firms have the strategies between assigning regular staff and hiring local temporary employees. Since management expenses and project risks may vary for these two strategies, it is important to make a favorable decision between the choices to mitigate project risks and achieve maximum benefits during the global expansion of construction companies. This paper first proposes a decision-making model for human resource allocation in remote construction projects by estimating “total project cost,” which is the sum of total project expenses, expected project loss, and direct construction cost. Next, this study provides a case study of three remote construction projects to illustrate the usefulness of the proposed model. The case study results show that regular project administrators, who are able to reduce managerial flaws and cut down project losses, are favored over local ones. Regular site engineers, who hold lower level managerial responsibility, on the other hand, apparently lose their edge to local employees because of their high wages and relatively minor impact on overall project performance.
© 2011 ASCE
Article Outline
I. Introduction
II. Estimate of Total Project Expenses
III. Project Loss Expectancy
I. Employee Proficiency
II. Degrees of Flaws Corresponding to Proficiency
III. Estimate of Project Loss
IV. Case Study
I. Project Management Expenses Comparison
II. Project Loss Expectancy for Regular and Local Personnel
III. Total Project Cost Comparison
V. Discussion
I. Cost Verification
II. Marginal Value of Regular Staff
VI. Conclusions
 

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