Management of the Project‐Oriented Company

Gareis, Roland

doi:10.1002/9780470172391.ch6

Cited by 58 publications

(76 citation statements)

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“…Our sampling was theoretical and we focused on case settings and respondents that were potentially insightful (Eisenhardt 1989 p.553). We sought organizations with a relatively high maturity in project-orientation (Gareis & Huemann, 2007), anticipating that this would yield theoretically relevant insights on how HRM is organized in POCs. Indications of project management maturity including the existence of a project management office and specialized career paths for project personnel were considered in selecting the case companies (Hobbs et al, 2008).…”

Section: Methods and Samplingmentioning

confidence: 99%

“…These tensions are salient for understanding how the devolution of HR responsibilities, beyond the HRM department, might be more complex in POCs than in pure line organizations. POCs typically have a portfolio of projects (Gareis 2005) and this means that at any time the number of projects that are carried out can fluctuate. Project participants can have multiple and even different project roles that cross departmental, unit and organizational boundaries as well as crossing line and project boundaries.…”

Section: Tensions Between the Permanent And Temporary Organizationsmentioning

confidence: 99%

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Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA

Keegan

Huemann

Turner

2012

The International Journal of Human Resource Management

131

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The topic of what HRM (Human Resource Management) responsibilities are devolved from the HRM department to line managers has attracted much interest in recent years. We report findings from a study on the devolution of HRM practices in four POCs (Project-Oriented Companies) and argue that although HRM practices are carried out beyond the HRM department, they are also carried out beyond the line. While the literature on devolving HRM responsibilities to line management is burgeoning, the HRM responsibilities of managers beyond the line organization are neglected. We make two contributions to the literature.Firstly, our study reveals that some HRM practices are the domain of the project manager rather than either the line manager or the HRM department. The complex interplay of the roles of the HRM department, line management and project management creates challenges and pitfalls where people are managed across the boundaries of the permanent and temporary organization. We identify a potentially powerful role for the HRM department in both monitoring and guiding the different players from the line and project organizations, and in protecting the well-being of employees whose work traverses these organizational boundaries.Our second contribution is that we map the diversity of practices in different POCs for managing the interplay between the three main parties delivering HRM practices and offer project-orientation as a contextual indicator that contributes to diversity in HRM practices.

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Section: Methods and Samplingmentioning

confidence: 99%

Section: Tensions Between the Permanent And Temporary Organizationsmentioning

confidence: 99%

Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA

Keegan

Huemann

Turner

2012

The International Journal of Human Resource Management

131

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“…Interest in project intensification (Soderlund and Bredin, 2006), project management and project-based organizations (Turner and Keegan, 2001;Gareis, 2005) has intensified in recent years. Reasons for this include the need for organizations to adopt appropriate structures to respond to 'the highly differentiated and customized nature of demand' (Sydow et al, 2004(Sydow et al, , p.1475 in organizations in the creative and cultural industries, high technology sector and professional and consulting industries.…”

Section: The Project-oriented Organizationmentioning

confidence: 99%

“… vertically: so that HRM practices support the organization's strategy choices  horizontally: so that HRM practices support other operational practices under the umbrella of the strategy of the organization Project-oriented organizations adopt project-based ways of working as a strategic choice, (Gareis, 2005), in response to their customers' demands for bespoke products or services, (Turner and Keegan, 2001), and so the HRM practices and processes adopted by the organization should support that choice, and the HRM and project management practices and processes adopted should support each other.…”

Section: Introductionmentioning

confidence: 99%

Human resource management in the project-oriented organization: Employee well-being and ethical treatment

Turner

Huemann

Keegan

2008

International Journal of Project Management

179

190

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As part of a wider study into Human Resource Management (HRM) practices in projectoriented companies, we investigated the issue of employee well-being. Project-oriented organizations adopt temporary work processes to deliver products and services to clients. This creates a dynamic work environment, where additional pressures can be imposed on the employee from fluctuating work-loads, uncertain requirements, and multiple role demands. Those pressures can create issues for employee well-being and ethical treatment, which need to be managed. HRM has traditionally had two roles, a management support role, providing the organization with competent people to undertake the work processes, and an employee support role, caring for the well-being of employees. In this paper we report our results on the HRM practices adopted in project-oriented organizations to fulfil the second role. We find that by and large in project-oriented organizations the management support role dominates, and they are not very good at caring for employees. The need for profit and responding to client demands often takes precedence over employee well-being. However, some of the organizations we have interviewed have adopted HRM practices to care for employees, and we report those. Also providing employees with career development opportunities is as important for the individual as it is for the organization, and we report practices for that.

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“…A large number of companies in various fields of activity (including construction business) must address the unique business tasks that can not be resolved by the operation of standard business processes -the project approach is required to solve such business challenges. [15] It means that such kind of companies in order to be effective have to introduce project approach as a part of their enterprise architecture. Project orientation influences the business process system of the company, its organizational structure, document flow.…”

Section: Methodsmentioning

confidence: 99%

Approach to Organizational Structure Modelling in Construction Companies

et al. 2016

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Abstract. Effective management system is one of the key factors of business success nowadays. Construction companies usually have a portfolio of independent projects running at the same time. Thus it is reasonable to take into account project orientation of such kind of business while designing the construction companies' management system, which main components are business process system and organizational structure. The paper describes the management structure designing approach, based on the project-oriented nature of the construction projects, and propose a model of the organizational structure for the construction company. Application of the proposed approach will enable to assign responsibilities within the organizational structure in construction projects effectively and thus to shorten the time for projects allocation and to provide its smoother running. The practical case of using the approach also provided in the paper.

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Management of the Project‐Oriented Company

Cited by 58 publications

References 1 publication

Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA

Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA

Human resource management in the project-oriented organization: Employee well-being and ethical treatment

Approach to Organizational Structure Modelling in Construction Companies

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