Human Resource Management in the Project-Oriented Organization

By Turner, Rodney; Huemann, Martina et al. | PM Network, January 2008 | Go to article overview
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Human Resource Management in the Project-Oriented Organization


Turner, Rodney, Huemann, Martina, Keegan, Anne, PM Network


Human Resource Management in the Project-Oriented Organization Project Management Institute, 2007, ISBN 13: 9781930699847, paperback, 105 pp.. $29.95 Member, $39.95 Nonmember.

Although essential to maintaining a competitive advantage, human resource management (HRM) in project-oriented organizations remains a relatively unexplored topic. Project-oriented organizations operate differently from their classic business counterparts in that they adopt temporary organizations in the form of projects and programs. And the HRM approach they adopt should support this unique structure.

Through four in-depth case studies, Human Resource Management in the Project Oriented-Organization investigates the distinctive characteristics of project-oriented organizations that lead to the need for specific HRM practices and considers the implications for organizations, projects and individuals.

It is important for managers to understand that project-oriented organizations need additional HRM practices and processes not seen in the traditional, classically managed organization. These include:

Assignment to projects: Projectoriented organizations need processes to identify who will work on specific projects and then to transfer those individuals to the project team.

Assessment of project performance: Project managers should conduct formal appraisals of employee performance.

Reward on projects: Rewards- whether in the form of monetary compensation or festivities- should be linked to project performance, particularly the achievement of major milestones.

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