Managing human resource management tensions in project-based organisations: Evidence from Bangalore

dc.contributor.author	Jossy Mathew
dc.contributor.author	Vasanthi Srinivasan
dc.contributor.author	Richard Croucher
dc.contributor.author	Paul N. Gooderham
dc.date.accessioned	2023-12-19T01:02:31Z
dc.date.available	2023-12-19T01:02:31Z
dc.date.issued	2022
dc.description.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.	vi
dc.identifier.uri	https://thuvienso.hoasen.edu.vn/handle/123456789/14651
dc.language.iso	en	vi
dc.publisher	John Wiley & Sons Ltd	vi
dc.relation.ispartofseries	Human Resource Management Journal 2023;33:432–451.
dc.subject	coping mechanisms	vi
dc.subject	project-based organisations	vi
dc.title	Managing human resource management tensions in project-based organisations: Evidence from Bangalore	vi
dc.type	Article	vi

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