• Proceedings of the Korean Institute of Building Construction Conference
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• 2003.05a
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• pp.117-120
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• 2003

The purpose of this study solves both duality of construction and the economic problem of the daily laborer with activation of a construction skill human resource institute training. For the fixation of actuality institute training, the support and intervention of the public are necessary. Especially, to win young people over to construction job-site, we should analyze what they want and arrange and do information work institutionalized conditions that can satisfy their demand. Also institute training program must be reorganized to make them be acknowledged as a expert and social conditions is arranged so that they work self-conceit.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.359-366
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• 2013

Although many research efforts have been conducted to address the effect of crew members' work skills (e.g., technical and planning skills) on work performance (e.g., work duration and quality) in construction projects, the relationship between skill and performance has generated a great deal of controversy in the field of management (Inkpen and Crossan 1995). This controversy can lead to under- or over-estimations of the overall project schedule, and can make it difficult for project managers to implement appropriate managerial policies for enhancing project performance. To address this issue, the following aspects need to be considered: (a) work performances are determined not only by individual-level work skill but also by the group-level work skill affected by work team members, each member's role, and any working behavior pattern; (b) work planning has significant effects on to what extent work skill enhances performance; and (c) different types of activities in construction require different types of work, skill, and team composition. This research, therefore, develops a system dynamics (SD) model to analyze the effects of both individual-and group-level (i.e., multi-level) skill on performances by utilizing the advantages of SD in capturing a feedback process and state changes, especially in human factors (e.g., attitude, ability, and behavior). The model incorporates: (a) a multi-level skill evolution and relevant behavior development mechanism within a work group; (b) the interaction among work planning, a crew's skill-learning, skill manifestation, and performances; and (c) the different work characteristics of each activity. This model can be utilized to implement appropriate work planning (e.g., work scope and work schedule) and crew management policies (e.g., work team composition and decision of each worker's role) with an awareness of crew's skill and work performance. Understanding the different characteristics of each activity can also support project managers in applying strategic work planning and crew management for a corresponding activity, which may enhance each activity's performance, as well as the overall project performance.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.956-961
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• 2005

Delay, cost overrun and inferior quality in public works are common in Nepal and Cambodia. Almost 90 percent of the civil construction engineers working in the industry were one-degree graduates without appropriate training. The civil engineering education had provided elemental engineering knowledge to the graduates however integrated engineering and management knowledge and skill are essential for efficient infrastructure development. ODA in developing countries had been concentrated in hard infrastructure development without improving the quality of higher education. Integrating ODA to engineering education system would help develop qualified technical manpower and appropriate technology domestically, and improve the efficiency in infrastructure development in developing countries.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.239-243
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• 2002

Since 1990s, many companies or enterprises have been interested in Career Development or Career Management of Personnel in Korea. In the result of those interesting, some companies developed or built a program or computer system on Career Development or Career Management for their personnel. But their systems or programs are just the level to mange what kind of on-the-job training taken, ones experience where he or she worked, one who has a certificate of qualification ring a position and etc. This is not fit the field of construction industry and is not sufficient to mange workers at a construction company and their career. Because a construction project success depends on ones ability including know-how, skill and experience and these dependence is higher than any other industry's projects. The level of management on the career of construction company's personnel should be lower and expended than now and the career management of a construction company should include individual experience and personal history(period attained a project or a work, what kind of project or work, and etc)attained in performing each construction project and show ones career development process to each person. This system gives participants a chance to educate oneself and evaluate the level of ones training by showing individual records to each member of staff. And the company gains the advantage of the staffs ability to easily solve problems as well as the improvement of the organizations capabilities.

• Korean Journal of Construction Engineering and Management
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• v.20 no.3
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• pp.39-45
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• 2019

Crew productivity in the construction industry is an important indicator of soundness and efficiency of work process, since all works in a site are conducted as groups of people. A survey was conducted in order to reveal importance and performance of major management factors affecting crew productivity in road bridge construction site using IPA. As a result of the analysis, it was found that 'Construction equipment' and 'Human resource related' factors among five major-categories are most important but with low performance. Furthermore, from another analysis with 27 factors of sub-categories, it is revealed that factors needed sustained attention are four, namely 'Just-in-time machinery delivery', 'Formation of a crew members', 'Skill of workers', and 'Site control and management', whereas those needed much more improvement are five, such as 'Machinery performance', 'Clearity of Design', 'Clearity of shop drawing', 'Timing of work instruction and approval', and 'Clearity of work instruction'. Findings from this study will enable road agencies as well as road construction experts to enhance crew productivity in a site.