Mohamed (2006) explained that successful organizations have better prospects of attracting skilled workers, either by providing superior working conditions or by being able to develop their skills and knowledge by providing training programmes. According to McConnell, (2003, p.44) “The benefits of training are apparent: trainees are provided with the knowledge and skills needed to ensure optimal performance outcomes; a reserve of workforces qualified to meet the organization’s operational objectives and needs can be developed from inside the organization; and training contributes to optimistic morale, individual development and
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satisfaction .” The following sub-sections give an overview of the benefits and issues related to training.
2.5.1.1 Skills Update
Concerns exist over how construction organizations can improve their employee’s skills in the future in construction project management and practice, while facing a current skills challenge in the industry (Trejo et al., 2003; Edum-Fotwe; McCaffer, 2000; Graaff Ravesteinjn, 2001; Chinowsky, 2002; Holton et al., 2000). The need for training in technical and management skills is felt by all project participants, and by those from various academic backgrounds, all of whom are working for the common goal of project efficiency (Teixeira & Pires, 2006). Training is also needed in the spheres of knowledge and skills, so that the organization’s professionals can maintain their positions and the organization can be more competitive (Teixeira et al., 2006); this remains a subject of continuous inquiry (Odusami et al., 2007). In many construction industries around the world, investment in training has been identified as the key to addressing the pervasive problem of construction craft skills shortages (Dainty et al., 2004; Mackenzie et al., 2000; Gann & Senker, 1998; Syben, 1998; Jayawardane & Gunawardena, 1998; Kumaraswamy, 1997).
2.5.1.2 National Development
Many authors also hold that training is a task that must be undertaken if the construction industry is to rise to the challenge of providing strong support for national development.
2.5.1.3 Customer Demands
Most construction firms are now under pressure to meet customer demands for higher quality services; therefore construction companies now take training very seriously (Hussan, 2004).
2.5.1.4 Competitiveness
According to Putt (1998) ‘Competitive positions are enhanced by the ability of companies to use their staff to their optimum economic advantage’. Thus, training in the construction industry has become increasingly urgent as human capital has become a competitive asset or tool within organizations (Grugulis, 2007). Training by an organization can be an extremely powerful and cost-effective investment, but only if it is implemented to fit the organization’s
needs and objectives (Dufficy, 2001). Delivery of high quality services is essential in the current scenario to achieve a sustainable competitive advantage and retain customers.
2.5.1.5 Improved Efficiency
It has been shown that training of employees in the construction industry will bring higher productivity, higher profits, improved quality and lower operating costs (Delgado, 2006; Saoud, 1996; Kamarrudin et. al., 2009; Acacio, 2009; Morris, 2009).
2.5.1.6 Managers’ Improvements in Performance
Training has long been identified and recognised as one of the fundamental and key processes within the construction industry to enable organizations to have managers with the desired qualities (Odusami et al., 2007; Ejowhomu et al., 2006; Hassan, 2005).
2.5.1.7 Other Benefits
Training has been identified as one of the most effective vehicles for learning and will contribute to quality and improvements in the performance of people in their jobs (Mullins, 2007). It has also been recognised that with training comes higher productivity, higher profits, improved quality, lower operating costs, more reliable estimates, greater problem- solving abilities, more productive teams and better internal and external communication (Castellanos & Martín, 2011). A detailed examination of efficient techniques used to improve the capabilities of construction professionals showed that training is a very important determinant of skills development in construction and that it helps to govern the supply of skills in the construction industry (Muya et. al., 2004; Dainty et al, 2004; Ben Saoud, 1996). Many construction organizations tend to focus on their labour as part of a survival strategy, retaining and retraining their more skilled employees. Loosemore et al. (2003) insist that people are individuals who bring their own perspectives, values and attributes to an organization, and that when managed effectively, human traits can bring considerable benefits to organizations. It has been suggested that the success of a construction organization depends largely upon the quality and morale of its people; therefore, human factors are the most important assets of construction organizations, as long as these are nurtured adequately and their potential is developed efficiently (Loosemore et al., 2003; Kleiner, 2001; Mullins, 2007; Tan Hanleng, 2005).
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Table 2-2 Summary of the potential benefits of training Benefits of training Related Literature
Improved skills and knowledge for employees
Bartlett and Kang (2004); Cole (2002) Improved employee performance Thomason (1991); Goldstein and Ford
(2002); Armstrong (2003) Improved employees’ morale McConnell (2003)
Good reputation for organization Jacobs and Washington (2003) Reduced anxiety or frustration for
employees
Chen et al. (2004) Improved work stability Chen et al. (2004)
Increased job satisfaction for employees McConnell (2003); Rowden and Conine (2005)
Improved ways of satisfying customers’ needs
Kauffeld and Willenbrock (2010); Armstrong (2003)
Increased value of employees in the labour market
Goldstein (1993); Johnston and Packer (1997)
Individual career benefits for employees Bartlett and Kang (2004) Increased self-efficacy Pattni and Soutar (2009) Enhanced productivity, quality, creativity
and innovation
Spies (1993); Redman and Wilkinson (2009)
Reduced costs of operations for
organizations and increased profitability
Spies (1993); Leader (2003); Redman and Wilkinson (2009); Wu (2002)
Improved competitive advantage for organizations
Lin et al. (2010); Pawell and Yalcin (2010) Improved employees’ loyalty and
commitment
Armstrong (2003)
Armstrong (2003)