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Human Resource Management in the Project-Oriented Organization by Anne Keegan, Martina Huemann, Rodney Turner

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CHAPTER 5

HRM PRACTICES

In this chapter we review the findings from the interviews and case studies on the new and different HRM practices adopted by project-oriented organizations. In accordance with our expectations, we found that project-oriented organizations apply additional HRM practices specific to the project, and that they need to apply practices in the line differently than the traditional, large manufacturing organizations. While project management literature has been suggesting for almost 20 years that some HRM practices should be delegated to the project manager for the sake of cohesiveness of the project team and motivation of the project team members (Graham, 1989; Turner, 1999), we found that HRM practices are still, by and ...

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