This chapter is based on our:
- Analysis of the needs of the project-oriented organization, and particularly the temporary nature of the work processes and the dynamic nature of the work environment;
- Review of the project management, general management, and human resource management literatures; and
- Prior work.
We propose that project-oriented organizations will require both additional and different HRM practices and processes than those suggested by the traditional HRM theory, based on the large, classically managed organization, as follows:
- Additional processes specific to the project and programs they adopt to undertake their work. Projects and programs are temporary organizations, and so HRM practices and processes ...