HRM in the Project Oriented Company An UnderexploredTopic

HRM in the Project Oriented Company An UnderexploredTopic -...

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CPMWP 2007-01 Human Resource Management in the Project Oriented Company: An Under-explored Topic Professor J Rodney Turner, Kemmy Business School, Limerick Dr Martina Huemann, PMG, University of Vienna Dr Anne Keegan, Amsterdam Business School
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HRM in the POC Page 1 of 18 Human Resource Management in the Project Oriented Company: An Underexplored Topic By: Professor J Rodney Turner, Kemmy Business School, Limerick Dr Martina Huemann, Project Management Group, University of Vienna Dr Anne Keegan, Amsterdam Business School Abstract Through this paper we aim to extend the current state of knowledge of human resource management (HRM) in project-oriented companies. Project oriented-companies differ from classically managed, stable organizations and through this research we investigate if, and to what extent, their distinctive characteristics, including the temporary nature of the work processes, lead to a need for specific HRM practices. We describe a review of the extant literature on the topic of HRM in project-oriented companies, and then propose a model for HRM in project-oriented companies. We investigate this model through interviews with managers from project-oriented companies. We conclude project-oriented companies need to adopt additional HRM practices specific to the project, and adapt existing HRM practices to support the strategic choice of management by projects. Introduction Human Resource Management (HRM) in project-oriented companies (POCs) is a relatively new and underexplored topic. This is strange given it is common to argue that HRM is of strategic importance in all organizations, contributing to thei success (Pfeffer, 1998; Huselid, 1995) and helping to create competitive advantage (Wright and McMahan, 1992; Amit and Belcourt, 1999), and that HRM should be integrated with the strategy of the organization, (Lengnick-Hall and Lengnick-Hall, 1998). POCs adopt project-based ways of working as a strategic choice (Gareis, 2005) in response to their customers’ demands for bespoke products or services, and so the conditions under which HRM emerges in the POC may differ from those we associate with mainstream HRM, which is shaped by the large, classically managed organizations that had most influence on its historical development and resulting normative models (Schuler and Jackson, 1996). While researchers with an interest in HRM often limit their investigation to large firms (Wagar, 1998), commentators note it should not be assumed that practices used by large firms are necessarily beneficial or practical in other contexts. Likewise, models of HRM that advocate formal practices rooted in human resource planning and job analysis are sometimes questioned by researchers studying how HRM emerges and takes shape in organizations without formal personnel and HRM functions (Paauwe, 1996) and knowledge intensive firms (Robertson and O’Malley-Hammersely, 2000).
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This note was uploaded on 05/26/2011 for the course PM 199 taught by Professor Dr.atif during the Spring '11 term at University of Engineering & Technology.

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HRM in the Project Oriented Company An UnderexploredTopic -...

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