Human resource management practices in project management

Fabi, Bruno; Pettersen, Normand

doi:10.1016/0263-7863(92)90060-m

Cited by 41 publications

(21 citation statements)

References 15 publications

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“…Training in project management methods is the main focus for the development of people engaged in project-based work (Fabi & Pettersen, 1992). Basic competence in project management is needed if team members are to contribute effectively to the horizontal, social interaction upon which internal sense-making depends (Achtenhagen et al, 2003;Pettigrew & Massini, 2003).…”

Section: Development and Performance Managementmentioning

confidence: 99%

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Managing people and learning in organisational change projects

Shaw

2017

JOCM

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Purpose: This article assesses the influence of people management practices on the outcomes of organisational change projects through their contributions to organisational learning. The contributions to their outcomes of particular corporate and project-specific people management practices are considered.Method: Case studies of two organisational change projects undertaken by Arts Council England during 2006-07 are used to examine how far and in what ways people management practices influence the outcomes of such projects. Organisational change is considered as an instance of organisational learning, which in turn is examined in relation to the twin activities of developing new ideas and internal sense-making. Findings:Evidence is presented that certain people management practices, individually and in combination, influence the outcomes of organisational change projects significantly through their contributions to organisational learning. Research implications:Research into the influence of particular people management practices, and the contexts and processes through which it is exerted, is necessary to develop more generalisable conclusions. This influence is liable to be invisible to less granular research into people management as a general construct. Originality/value:Research into the use of project management methods specifically to implement organisational change is sparse. The findings of this article contradict findings from research into the influence of people management on project outcomes in general, which suggest that it does not have a significant effect.

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Section: Development and Performance Managementmentioning

confidence: 99%

“…Specifically, the roles of project and functional managers in the performance management of project team members have to be balanced (Fabi & Pettersen, 1992). The flexible ways of working involved in projects create problems in setting appropriate pay levels for project team members (Fabi & Pettersen, 1992).…”

Section: Development and Performance Managementmentioning

confidence: 99%

Managing people and learning in organisational change projects

Shaw

2017

JOCM

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“…Qualitative and quantitative studies that do address training efficacy suggest that project management training is necessary, efficacious, and useful (Fabi & Pettersen, ). For example, a study on the return on investment of a university program in the United Kingdom shows that students experienced an increased level of competence following their participation in the program (Alam, Gale, Brown, & Kidd, ).…”

Section: Does Training Work?mentioning

confidence: 99%

Multi-Level Efficacy Evidence of a Combined Interprofessional Collaboration and Project Management Training Program for Healthcare Project Teams

Chiocchio

Rabbat

Lebel

2015

Project Management Journal

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“…Usualmente o gestor de projetos não está preparado para isto e muito menos a área de Recursos Humanos (FABI & PETTERSEN, 1992).…”

Section: Paradoxos Psicodinâmicosunclassified

“…Há limitações, entretanto: esta área, para Fabi & Pettersen (1992) e Belout (1997, não entende exatamente do que se trata um projeto, como pode contribuir para sua efetividade e muito menos sobre as dificuldades encontradas por uma equipe de projetos. Como não possuem um modelo conceitual claro que possa avaliar a equipes de projetos sob um foco dinâmico, acabam por oferecer ferramentas e intervenções padronizadas e genéricas.…”

Section: Considerações Finaisunclassified

A equipe de projetos como sistema social: um modelo de desenvolvimento baseado em contradições e paradoxos

Santos¹

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Human resource management practices in project management

Cited by 41 publications

References 15 publications

Managing people and learning in organisational change projects

Managing people and learning in organisational change projects

Multi-Level Efficacy Evidence of a Combined Interprofessional Collaboration and Project Management Training Program for Healthcare Project Teams

A equipe de projetos como sistema social: um modelo de desenvolvimento baseado em contradições e paradoxos

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