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Human Resource Management in the Project-Oriented Organization

Book Description

Human Resource Management (HRM) in project-oriented organizations is a relatively unexplored topic though it is essential to the success of the organization and its competitive advantage. Project-oriented organizations operate differently from classic business organizations in that they adopt temporary organizations in the form of projects and programs, therefore the HRM approach they adopt should support this unique structure. Human Resource Management in the Project-Oriented Organization takes a look at the multiple facets of HRM and how HRM should be applied in project-oriented organizations.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. List of Tables
  6. List of Figures
  7. Executive Summary
  8. Chapter 1: Introduction
    1. The Research Project
    2. Summary Conclusions
    3. Structure of this Report
  9. Chapter 2: People in the Project-Oriented Organization
    1. Project Orientation
    2. Project-Oriented Careers
    3. The Project-Oriented Organization
    4. Project Management Personnel
    5. Characteristics of HRM in the Project-Oriented Organization
  10. Chapter 3: Literature Search
    1. Different Foci and Missing Links
    2. The Authors’ Previous Research and Writings
  11. Chapter 4: Research Methodology
    1. Introduction
    2. Aims and Approach
    3. Process
    4. Research Model
  12. Chapter 5: HRM Practices
    1. Additional HRM Practices Specific to the Project
    2. Different HRM Practices in the Line
  13. Chapter 6: HRM Roles
    1. The HRM Department
    2. Responsibilities of Line Managers
    3. Responsibilities of Project Managers
    4. Task versus People Orientation of Project Managers
  14. Chapter 7: Employee Well-Being
    1. The Nature of the Problem
    2. Project Management 9 to 5
    3. The Enjoyment of Project Work
    4. Diversity Management
    5. Matching Projects to Career Development
  15. Chapter 8: Conclusions and Recommendations
    1. Final Hypotheses
    2. Analysis
    3. Implications
    4. Idealized Model for HRM in the Project-Oriented Organization
    5. Further Research
  16. Appendix A: Author Contact Details
    1. Professor Rodney Turner
    2. Dr. Martina Huemann
    3. Dr. Anne Keegan
  17. Appendix B: Evolution of the Hypotheses
    1. Hypotheses December 2003
    2. Hypotheses June 2004
    3. Hypotheses June 2005
    4. Hypotheses January 2006
    5. Hypotheses May 2006
    6. Hypotheses March 2007
  18. Appendix C: Interview Questionnaire
    1. The Company
    2. Challenges of HRM
    3. HRM Policies, Practices, and Processes
    4. Our Model
    5. The HRM Department
    6. Any Other Comments
  19. Appendix D: Case Study Protocol
    1. International Research Team
    2. Overview of the Research Project: HRM in the Project-Oriented Organization
    3. Objectives and Scope of the Case Studies
    4. Benefits for the Case Study Company
    5. Contributions of the Case Study Company
    6. Interviews
    7. Documentation Analysis
    8. Overview on the HR Topics Covered in the Case Study
    9. Contact
  20. References