Human Resource Development and Project Management: Key Connections

Carden, Lila L.; Egan, Toby

doi:10.1177/1534484308320577

Cited by 12 publications

(10 citation statements)

References 50 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Taking an outside-in view, it may be important for both institutes of higher education and project management organizations to consider project management HRM beyond the viewpoint of existing career paths for individuals already engaged in project work in their career (Carden & Egan, 2008) or already engaged through a conscious decision to study project management (Ashleigh et al, 2012). They should also look at the emerging adult population embodied through undergraduate students who are still considering their employability prospects without a firm grasp of what they hope to achieve after graduation.…”

Section: Discussionmentioning

confidence: 99%

Exploring Student Perceptions of Their Readiness for Project Work: Utilizing Social Cognitive Career Theory

Burga

LeBlanc

Rezania

2020

Project Management Journal

View full text Add to dashboard Cite

A changing labor market is leading to an increased prevalence in project work. In this study, we explore student perceptions of project work. We find that these emerging adults prefer leadership positions, are concerned with social values, and view project work as essential preparation for the workplace. Utilizing a social cognitive career theory lens, we find that the goals, interests, and self-efficacy beliefs of emerging adults align with the needs of project management, but there is a lack of technical knowledge on project processes. Framing the question from the viewpoint of students who will be entering the workforce at the end of their programs of study, we see that students embrace the concepts inherent in project work. The implication for human resource managers is that emerging adults believe that they can succeed in project work, but technical skills are needed to help them succeed in formal project management roles. We provide recommendations, discuss limitations, and suggest future research directions.

show abstract

Section: Discussionmentioning

confidence: 99%

Exploring Student Perceptions of Their Readiness for Project Work: Utilizing Social Cognitive Career Theory

Burga

LeBlanc

Rezania

2020

Project Management Journal

View full text Add to dashboard Cite

show abstract

“…Whether developing a system-wide strategic plan, promulgating an organizational development (OD) intervention, producing a new training curriculum, or supporting individual learning at work, human resource development (HRD) activities are more often organized in projects [134]. Project work has become increasingly prevalent in organizations around the world and is an important consideration for the success of the organization [135].…”

Section: Some References Of Human Resource Management In Project Manamentioning

confidence: 99%

Project Management and Learning: The Learning Project

Mataveli¹,

Gil²

2018

Human Capital and Competences in Project Management

View full text Add to dashboard Cite

Learning is the key to project management, for the reason that much of the success of a project lies in adapting to the changing environment of any project. The key to change lies not in individual learning, but in the learning of the group that integrates the project, what would be called project learning. The objective of this work is to propose a learning project, a project that can adapt to the changing environments that are generated in the project management. Following the proposals of the so-called learning organizations, a "learning project" model is proposed, which is based on four key components: project leadership, project culture, project structure, and related to the learning opportunities with the project (training for the project). The work ends with a few recommendations toward the management of human resources in project management.

show abstract

“…Considering our research focus, we here address human resource studies in relations to project performance. HRM has been widely acknowledged to be one of the most crucial elements influencing performance (Carden and Egan, 2008;Tsui, 1987). During the years, all these practices that led to superior performance were given various names by different authors: "Best HRM practices" (Pfeffer, 1994), "High performance work systems or practices" (Appelbaum and Batt, 1994;Appelbaum et al, 2000), "High-involvement practices" (Edward, 1986), "High commitment practices" (Wood, 1996), and finally "Higher productivity and product quality practices" (Ichniowski et al, 1996).…”

Section: Human Resource Managementmentioning

confidence: 99%

Impact of HRM policies on quality assurance under requirement volatility

Thakurta

Suresh

2012

Int J Qual & Reliability Mgmt

View full text Add to dashboard Cite

Purpose -Requirements of a project are found to change in various ways during the course of the same. Studies have investigated the effect of requirement volatility on different project parameters like effort, schedule, quality, etc. However, these studies have not looked into how different "patterns" of requirement volatility influence project quality; and which intervention strategies could be effective under the circumstances. This paper aims to address this issue. Design/methodology/approach -The "system dynamics" approach has been used for carrying out the research. Based on a recent finding, we implemented different resource management policies on a validated software process model on waterfall systems development life cycle. Subsequently, we examined the efficacies of these resource management policies on project quality under requirement volatility. Findings -Results indicate variations in quality metrics like error generation, error detection, and quality assurance effort across experimental scenarios as different patterns of requirement volatility and resource management policies impact the software project dynamics in different ways.Research limitations/implications -In absence of any imposed schedule penalty, the extent of variations in project parameters across the policy choices was not very significant. The results are also expected to differ depending upon the project development environment. Practical implications -Findings are expected to assist project managers in deciding on the workforce augmentation plan that would favorably satisfy both the organization's objectives as well as the users' quality requirements under requirement volatility. Originality/value -In present day context of shorter time to market and stringent quality requirements; meeting quality targets become difficult especially in scenarios where requirement volatility is a norm. This paper provides a dynamic view of the phenomenon of how quality gets affected; and explores the efficacy of different resource management strategies in improving quality under the experimental scenarios.

show abstract

Human Resource Development and Project Management: Key Connections

Cited by 12 publications

References 50 publications

Exploring Student Perceptions of Their Readiness for Project Work: Utilizing Social Cognitive Career Theory

Exploring Student Perceptions of Their Readiness for Project Work: Utilizing Social Cognitive Career Theory

Project Management and Learning: The Learning Project

Impact of HRM policies on quality assurance under requirement volatility

Contact Info

Product

Resources

About