Programas de educación socioemocional y resultados encontrados

labour management

Construction work is a labour-intensive process in which progress is greatly determined by the efficiency and effectiveness of workers. In turn, the productivity of workers is influenced by many factors, such as the following:

• availability of tools and materials adequate for the tasks

• favourable weather

• skill levels and training

• wages

• motivation and motivating influences, such as recognition,

bonuses, job security, and participation in decision making

• effective management.

materials are stored, the greater the likelihood of losses due to bad weather or theft. Delivery schedules should be revised as necessary to avoid early deliveries. (See sections 6.7.1–6.7.6 for information on the storage of specific construction materials.)

Staging work involves the preparation of building materials before use in construction. Masonry work requires large volumes of water, large quantities of blocks/bricks, and large amounts of sand and gravel to be stored and mixed. Timber needs space to be cut and perhaps assembled before use. Unseasoned, green timber must be dried before it can be worked, so space for air-drying is required. Staging areas are also needed for assembling and storing scaffolds, ladders, and sawhorses.

Construction waste can demand a great deal of space, which may be better used for other needs. Before initiating any building activities, consider how the construction waste is to be removed. If an off-site location is not available, waste materials should be separated, to make their eventual disposal or re-use easier.

Toxic materials such as paints or petroleum products should be left in their original containers and securely sealed. Nails pose a hazard to people and vehicle tyres if left lying on the ground, so they should be collected and stored for proper disposal.

security concerns

Thefts of tools, equipment, and materials can be a major problem at building sites. Understanding how and why theft at building sites occurs will help to inform the type of security plan needed.

Most construction theft can be attributed to workers or other people in the building trades. Construction workers need construction goods for income generation, and they have a professional knowledge of the use, value, and potential market for tools, equipment, and materials. Workers at building sites also have a detailed knowledge of the job site, and thus a better understanding of the security risks involved. As most construction work in transitional settlements is low paid, and financed by international donors, workers may feel a sense of entitlement which can lead them to steal supplies or equipment.

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tools management

Management of tools and equipment at building sites has three main aims:

• ensuring that appropriate tools for all tasks are available

• keeping tools well maintained, clean, and sharp

• preventing theft.

Determining the types of tools needed for construction work depends on the building materials being used, the skill level of workers and tool operators, and budget limitations. Priorities should be given to tools that improve efficiency of labour, reduce risks to health and safety, and can be easily maintained and repaired in the field.

Monitoring the use of tools on a daily basis is the most effective way to ensure that they are available and in good condition, and to prevent theft or misuse. All tools should be secured in a locked storage area at the end of the working day, and signed in and out by the worker who uses the tool. Simple card-based systems can be used for inventory purposes, and any damages to the tools should be dated and recorded, to enable future repair and monitoring. Tool-room personnel should be adequately trained and receive salaries appropriate to the responsibility and their qualifications.

Motor-driven machinery, electrical generators, pumping equipment, and vehicles should have regular maintenance schedules. Spare supplies for these machines (filters, bushings, belts, etc.) should be kept, to minimise down-time. Saws, chisels, and cutting equipment should be inspected on a regular basis and sharpened as needed. Ladders and scaffolding equipment should be checked for loose connections which may affect their safe use. Workers are often given responsibility for looking after their own personal safety equipment, such as protective headgear, eyewear, gloves, and boots. Preventing the loss of these items may best be achieved by requiring their use on the construction site.

If the aid organisation provides the tools on site for the daily construction work, it will have to ensure the following:

Because a number of these factors are outside the control of contractors or site managers, sound labour management must dedicate itself to reducing their impact. Adequate planning and scheduling of tasks can ensure that necessary construction goods are available when needed, and help to minimise the impact of bad weather.

Most construction workers are employed on a casual basis when work is available. Learning on the job is how most workers acquire construction skills, but the sporadic nature of the work does not encourage the development of skills. Providing all workers with opportunities to learn new skills should be a standard labour- management practice. Using higher-skilled workers as mentors is often effective as a training method, but these mentors should be hired according to their willingness and ability to teach, as well as their practical knowledge.

Low wages are the most common complaint of construction workers. They can significantly affect relations between labour and management. Contractors should be required to pay at least the legal minimum wage to workers for all building work. Delays in paying for work completed must also be avoided.

Workers in the construction industry are more effective on sites where clear communication exists between supervisors and workers. Skilled and unskilled workers alike need to know what must be accomplished – not only on a daily basis, but on a weekly level as well. Displaying work schedules where workers can see them will help them to plan their labour and see how their work fits into the bigger picture.

Setting construction goals, with rewards attached, can help to motivate labour. Providing monetary rewards or bonuses may not be possible, but other forms of remuneration may be effective, such as food stuffs, meals, hand tools, or paid time off.

Contractors often divide workers into two categories: unskilled and skilled labour. Workers often see contractors appointing unqualified staff, such as family members, to key positions as bosses or managers. This can lead to unskilled people being in charge of more skilled workers, which may create conditions in which materials wastage, poor workmanship, and resentment occur. Labour management is a professional job, and professionals should be recruited to fill such positions.

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