INTERNATIONAL JOURNAL OF
PROJECT MANAGEMENT
International Journal of Project Management 25 (2007) 315–323 www.elsevier.com/locate/ijproman
Human resource management in the project-oriented company: A review
Martina Huemann
a
a,*
, Anne Keegan
b,1
, J. Rodney Turner
c,2
Project Management Group, Vienna University of Economics and Business Administration, Franz Klein Gasse 1, A-1190 Vienna, Austria b Amsterdam Business School, University of Amsterdam, Roetersstraat 11, 1018 WB Amsterdam, The Netherlands c Groupe ESC Lille, Avenue WillyBrandt, F59777 Euralille, France Received 21 March 2006; received in revised form 18 August 2006; accepted 3 October 2006
Abstract Human resource management (HRM) can be viewed as core processes of the project-oriented company, affecting the way the organization acquires and uses human resources, and how employees experience the employment relationship. Knowledge about HRM is produced by researchers and theorists who, through publishing their work in books and journals, construct knowledge in particular ways and in so doing frame the way HRM debates take shape in the academic and practitioner literatures. In most of the extant literature HRM is framed primarily in terms of large, stable organisations, while other organisational types, such as, those relying on projects as the principle form of work design, are marginalised in discussions about what HRM is and how it should be practiced. The authors argue that due to specific characteristics of the project-oriented company, particularly the temporary nature of the work processes and dynamic nature of the work environment, there exist specific challenges for both organisations and employees for HRM in project-oriented companies, and that these have – been neither widely acknowledged nor adequately conceptualised in the extant mainstream HRM or project management literatures. The aim of this paper is to provide an overview of past research on HRM in the context... [continues]
PROJECT MANAGEMENT
International Journal of Project Management 25 (2007) 315–323 www.elsevier.com/locate/ijproman
Human resource management in the project-oriented company: A review
Martina Huemann
a
a,*
, Anne Keegan
b,1
, J. Rodney Turner
c,2
Project Management Group, Vienna University of Economics and Business Administration, Franz Klein Gasse 1, A-1190 Vienna, Austria b Amsterdam Business School, University of Amsterdam, Roetersstraat 11, 1018 WB Amsterdam, The Netherlands c Groupe ESC Lille, Avenue WillyBrandt, F59777 Euralille, France Received 21 March 2006; received in revised form 18 August 2006; accepted 3 October 2006
Abstract Human resource management (HRM) can be viewed as core processes of the project-oriented company, affecting the way the organization acquires and uses human resources, and how employees experience the employment relationship. Knowledge about HRM is produced by researchers and theorists who, through publishing their work in books and journals, construct knowledge in particular ways and in so doing frame the way HRM debates take shape in the academic and practitioner literatures. In most of the extant literature HRM is framed primarily in terms of large, stable organisations, while other organisational types, such as, those relying on projects as the principle form of work design, are marginalised in discussions about what HRM is and how it should be practiced. The authors argue that due to specific characteristics of the project-oriented company, particularly the temporary nature of the work processes and dynamic nature of the work environment, there exist specific challenges for both organisations and employees for HRM in project-oriented companies, and that these have – been neither widely acknowledged nor adequately conceptualised in the extant mainstream HRM or project management literatures. The aim of this paper is to provide an overview of past research on HRM in the context... [continues]
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