Managing human resource management tensions in project-based organisations: Evidence from Bangalore
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Date
2022
Journal Title
Journal ISSN
Volume Title
Publisher
John Wiley & Sons Ltd
Abstract
We examine human resource management (HRM) in a large
Bangalore project-based software company. Diverse adap tations of organisation-level HRM exist in projects, generat ing heterogeneous HRM practices across the organisation,
resulting in management–employee tensions. Paradoxes are
managed through a comprehensive, detailed and comple mentary set of structural and relational coping mechanisms,
designed to promote employee commitment. These mech anisms were only partially successful, largely because of
ongoing client interventions in project management. The
motivations for and directions of client interventions are
closely linked to the type of work undertaken in projects.
Service market imperatives limit managers' scope to negoti ate such interventions.
Description
Keywords
coping mechanisms, project-based organisations