The paper 'Training and Performance of the Employee in the Oman Construction Industry' is a perfect example of a Management Literature Review. During the recent decade, there has been an increase in the emphasis on the call for construction firms to be more market-oriented and client-oriented, given the rise in the number of clients who increasingly value quality and emphasize the best value. Wilkinson et al. (2013) explain that such a trend has had considerable implications on human resource management in the construction industry. On the other hand, while construction comprises a vital component of global economic activities, the work in the industry is intrinsically labor-intensive (Kilby & McCabe 2008).
Still, little attention has been given to studying of human resource management issues in the construction industry, yet a large body of researches recognize that the manner in which employees are trained has a significant impact on organizational performance (Alhajeri 2011; Courtney-Hatcher et al 2013; Wilkinson et al. 2013; Kamar et al. 2014). It is based on this backdrop that this literature review examines the context-specific factors that seek to provide explanations for training and developing employees in the construction industry.
It examines issues such as people management in the construction industry, health, and safety training in the construction industry, benefits of training, training and development, types of training, the training needs in the construction industry, employ performance, effects of training on performance, and lastly theoretical models correlating training to performance. 2.0 People management in the construction industryA review of training and development literature in the construction industry shows that a majority of the current research has tended to paint a comparatively bleak picture of industrial relations and employment practices of the construction industry (Kilby & McCabe 2008; Alhajeri 2011; Courtney-Hatcher et al.
2013; Wilkinson et al. 2013; Kamar et al. 2014). The Oman and UK construction industry usually portrayed as a casual, semiformal, and mostly an offhand approach to managing employees who work for long hours and encounter high rates of health and safety risks (Courtney-Hatcher et al. 2013; Wilkinson et al. 2013).
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