The Impact of COVID-19 on the GCC Construction Industry

The Coronavirus pandemic has badly affected everyone on the earth. Apart from losing thousands of lives, businesses and individuals are going to be affected by the long-lasting financial effects due to an expected global recession. The impact of the financial crises can, however, be reduced if proper measured are put in place. This article aims to investigate the impact of Coronavirus on the construction industry in the Gulf Cooperation Council (GCC) member countries and provide recommendations to help the industry to sustain during this period of crisis. A qualitative research method involving face-to-face online interviews held with the construction industry professionals was adopted to achieve the aims and objectives of the research. Four main aspects of the impact on the construction industry are derived from analysis of interviews: 1) delays, 2) workforce management, 3) health and safety, and 4) legal issues. Recommendations are provided so that construction organizations in the GCC region can reduce the impact of Coronavirus on its businesses.

A systematic literature review of Human Resource Information System (HRIS) usage in the health system of South Africa

This systematic literature review is aimed at determining the predominance of existing studies conducted in HRIS as it relates to HRM, HRH, workforce management and the use of Information Systems (IS) and technology within the health sector. The main findings of the study demonstrate that HRIS benefits are the most researched at 11.8% with a) impact: implementation and IS in healthcare:10.5%; b) effectiveness: motivation, competence, workforce IS and adoption: 9.2%; c) workforce retention and migration: 7.9% d) HRIS and EHRM for decisions 5.3%, e) HRIS in HRM and digital records 2.6%; f) IT in the healthcare setting standing at 1.3%.

Trent Brick Panel: innovative envelope system designed according latest UK national fire and energy performance regulations

In November 2018, following the Grenfell Tower tragedy in London, the Ministry of Housing, Communities & Local Government (MHCLG) introduced an amendment to the Building Regulations 2010, which outlined stricter rules banning the use of combustible materials defined by the new Building Regulation 7(2). This change had a significant impact since early 2019, on the materials and systems that can be used in the construction sector. In 2020, the global pandemic caused by the diffusion of the COVID-19 virus represented a new challenge for the industry, with implications on programme certainty, material procurement, workforce management, moving towards offsite manufacture. The development of the Trent Brick Panel is set against this historical and social context. The envelope prototype is the opportunity for innovation that follows the turn of events. The offsite manufacturing of glass-reinforced concrete panel, mimicking several finishes, is the result of a design investigation carried out with the market-leading actors: developers, main contractors, subcontractors, engineering consultancies, architects, local authorities and warranty providers. The research aims to give an overview of the design principles, sequence and buildability study, assessed weathering performance according to CWCT Sequence B test and fire performance.

Nota Editorial

A Revista Exacta preza pela originalidade dos artigos submetidos e publicados, como descrito em Diretrizes para autores (ver item 3), Condições de submissão (ver item 1), Política de Ética - Deveres dos Autores item: Publicações múltiplas, redundantes ou concorrentes. Expressa-se aqui a preocupação com o artigo publicado na edição de v. 19, jan./mar. 2021, título “Workforce management and vacation planning: a case study in bank branches” – traduzido para português: Gestão da força de trabalho e planejamento de férias: um estudo de caso em agências bancárias / autores: Marco Antonio Bonelli Junior, André Luiz Barbosa Lima, Alexandre Xavier Martins, ser similar e/ou reciclado, com o publicado em evento de 2019 – SPOLM - título Gestão da força de trabalho e planejamento de férias: um estudo de caso em agências bancárias / autores: Marco Antonio Bonelli Junior, Cleber Damião Rocco, André Luiz Barbosa Lima. Os três autores do artigo da Revista Exacta foram contatados, expressaram suas respostas quanto às submissões no Evento e Revista Exacta, concluiu-se pela equipe editorial da Revista Exacta, a não observância pelos autores das Diretrizes da Revista, as quais foram aceitas ao realizarem a submissão em 02/08/2019. O fato de não ser citado em nossas Diretrizes sobre a publicação em eventos, não descaracteriza a falta de ineditismo do artigo publicado na revista em comparação ao do evento. Como Publisher, seguimos as recomendações do COPE, e após estudo e análise dessas, optamos por publicar esta Nota Editorial.Editora – PublisherUniversidade Nove de Julho – Uninove

Response, Retune, Revive: The Duty of Producing Never Ceases in Pandemic

The COVID-19 pandemic has affected every facet of global society. It has become evident that the impacts of this pandemic will be far-reaching and long lasting. The abstract showcases how producing entities can stand up to pandemic by initiating manpower demographical study, working schedule adjustment, communication protocol and reinforcing online job training to proactively manage the workforce in a COVID-19 impacted working environment. Entities should take systematic approaches to handle the crisis. To help employees achieve well-being in work and personal life, management can motivate employees to join Emotional Wellbeing Roadshow, and launch multiple COVID-19 campaigns to improve awareness. To support workforce continuity, an analyst can perform a workforce demographical study. Administrative staff have the option to work remotely at home, especially for senior or those with chronic illness. Working schedules can be adjusted to minimize the travelling for employees from areas with high COVID-19 rates. It is highly recommended to vaccinate employees and eligible family members. For international entities with thousands of employees and contractors, the workforce is from multiple countries. The diversification of nationality, age, educational background and working experience can create challenges for workforce management. The optimal result for entities is to minimize the extent to which employee is negatively impacted by pandemic, while meeting the business target. Zero employee fatalities caused by COVID-19 and retaining key personnel are the ultimate goals of workforce management during pandemic. During lockdown, staff might continue their career development through e-learning. The workforce could also take online assessments to renew work licenses or maintain job accreditation. Gathering and face-to-face meetings are to be replaced by video conferences. If approval is obtained, employees and eligible family members should have the option to take the COVID-19 vaccination. Due to successful planning, labor cost can be within the budget, and might generate cost savings due to reduced travelling. Due to controlling spread of the virus largely benefited from workforce management, the entity can successfully pass the COVID-19 Compliance Audit conducted by business line, corporate or local government agency. Entity should proactively respond to COVID-19 pandemic by providing support to workforce using developed tools and resources. In addition, mental health is treated equally as important as physical well-being. Furthermore, work style is retuned to recognize that virtual meeting and working from home could be successful and productive. Therefore, the workforce is always fully revitalized and the duty of producing never ceases in pandemic.

Contingent workforce management: a holistic overview

Purpose This paper aims to illustrate a simple, holistic overview of contingent workforce management. Design/methodology/approach This paper’s viewpoint outlines benefits and challenges that employers and employees encounter with contingent work arrangements and highlights relevant human resource (HR) practices to effectively manage contingent workforce. Findings Benefits to employers are cost-effective hiring solutions, filling-up skill requirements, increasing numerical flexibility and diversity and broadened talent pool. Challenges include legal ramifications, hidden costs, confidentiality and security issues, low organisational commitment and productivity. For employees, benefits are working flexibility and financial gain and gaining work experience. Challenges include dependence on economy, irregular work hours, health risks and exploitation and differential treatment by employers. “Value-adding” practices of holistic hiring, onboarding, performance management, workplace training and developing resilient organisational culture can effectively manage contingent workforce. Research limitations/implications This paper provides a broader outline of benefits and challenges, both from employers’ and employees’ perspectives, linked with precarious employment. Further investigations on employers’ and employee’s perspectives based on specific types of contingent work arrangements (e.g. temporary agency workers and gig workers) can give in-depth insights. Originality/value This paper provides a simplified framework of pros and cons of contingent employment, along with practical HR remedies to manage contingent workforce.

Study on the factors of delay in construction works

The delay in civil construction works is observed globally and affects the economy of countries. Therefore, identifying the causes of delays is of paramount importance to minimize their consequences. This paper aims at identifying the causes of delay in construction works and their analysis and existing correlations through statistical factor analysis. The research methodology included a Systematic Literature Review (SLR), a Survey Research through questionnaires and interviews was conducted, as well as the identification of the main causes of delay through the Relative Importance Index (RIL) and the ABC Curve. Finally, factor analysis of the causes of delay was performed, not limiting only to their identification. The results showed that the 12 identified causes are correlated to 4 delay factors, which account for 69.18% of the sample variance: supply management (21.41%); workforce management (20,79%); project management (17.64%) and management of climatic conditions (9.34%). It is concluded hereby that the delay factors mentioned herein can be considered management deficiencies in the projects and that the research has expanded the knowledge on construction delays, thus contributing to the frontier of knowledge to mitigate this problem in several countries, especially developing ones.