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On the other hand, HRM can be conceptualized as all those activities that seek to facilitate all forms of learning and development at all levels within organizations [19]. HRs have been considered as a means of strategic contribution in an enterprise since the 1990s. Therefore, many theories and methods of the strategic management of HR have been developed. To some degree, training and development of HR becomes the strategic component of the program. How to treat, determine, and develop the value of HR, has become an important area of research in the strategic management of an enterprise [20], [21], [22] and [23].
According to the PMBOK, project HRM includes: organizational planning, staff accusation, and team development. However, training and motivation are the two main parts of team development practices [24]. In turn, the focuses of the research are the methods and practices of training and motivation tactics, which are beneficial for the construction labour.
3. Training
Training and development is defined as a process of developing work-related knowledge and skills in employees for the purpose of improving performance systematically [25]. Managers, executives, and supervisors can have a significant constructive impact on the transfer of knowledge and skills [26]. The training of extension personnel contributes directly to the development of human resources within extension organizations. Training has to start with the recognition of training needs through job analysis, performance assessment, and organizational analysis. Once the training needs of extension personnel have been identified, the next step is to organize training programs. Methods such as role-playing, simulation exercises, and case studies can be used in the extension construction industry to create learning situations based on experience.
One of the most important factors in implementing HRM in construction industry is the need for effective training. Managers also need to develop ways to measure the performance of their workers. As indicated by Nesan and Holt, a system of ‘‘performance measures” is needed in order to monitor improvements (or lack of improvements) among construction teams. They advice managers to display ‘‘quality indicators” on-the-job site, ‘‘which creates awareness among and encourages the participants to achieve improvement” [27].
On the other hand, the construction sector is considered as one of the most dynamic and complex industrial environments [28], [29] and [30]. The changing requirements of construction work necessitate the formation of bespoke teams each time a new project is awarded. The external sources of labour (subcontractors, agency temporaries, and self-employed) are very common in construction industry [31], [32] and [33]. In fact, it is accepted that construction firms face a lot of difficulties in the training and development of labour and staff [30] and [34]. Two significant methods of training construction workers are on-the-job and off-the-job training [35].
3.1. On-the-job training
In the traditional model of on-the-job training (OJT), to promote new practices, workers would typically receive a pre-prepared course on the new regulations, procedures, or processes, often at a different location than their place of work, and be expected to apply this abstracted knowledge later in their workplace.
OJT and experience are probably the most common methods of employee development used at all levels of the organization. Where organizations utilize a large number of ‘‘skilled” bricklayers, carpenters, plumbers, armature workers, welders, etc. they may utilize a special type of OJT called apprenticeship training. This training is mostly done under standards which are established (i.e. curriculum, number of hours, and affirmative action goals) by governmental parts [36]. Popular OJT methods include job rotation and understudy assignments. Job rotation involves lateral transfers that enable employees to work at different jobs. Both job rotation and understudy assignments apply to the learning of technical skills. Interpersonal and problem-solving skills are acquired more effectively by training that takes place off the job.