Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

Coetzer, Graeme; Gibbison, Godfrey

doi:10.1108/jmd-06-2015-0090

Cited by 9 publications

(10 citation statements)

References 41 publications

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“…The project team must be trained to identify the risks, define them clearly, prepare a probability-impact matrix for these risks and plan various risk response strategies. Failure to provide formal training in PRM may lead to ineffective risk management in international projects (Coetzer and Gibbison, 2016;Hanna et al, 2016;Dandage et al, 2017;Bhoola and Giangreco, 2018;Dandage et al, 2018b).…”

Section: Human Resource Barriers To Risk Management In International ...mentioning

confidence: 99%

Modelling human resource dimension of international project risk management

Dandage¹,

Rane²,

Mantha

2021

JGOSS

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Purpose Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects. Design/methodology/approach In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed. Findings DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension. Research limitations/implications This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated. Originality/value Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

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Section: Human Resource Barriers To Risk Management In International ...mentioning

confidence: 99%

Modelling human resource dimension of international project risk management

Dandage¹,

Rane²,

Mantha

2021

JGOSS

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“…Following a different psychological approach, Coetzer and Gibbison (2016) as well as Coetzer (2016) study the relationship between "adult attention deficit" (AAD) and the "operational effectiveness of project managers" (OEPM) and the role of time management in this nexus. Utilizing an experiment with the participation of employed graduate business students in the project manager role and psychometric tools, the authors test the hypothesis that time management mediates the relationship between AAD and OEPM.…”

Section: Project Managers' Competence and Behaviormentioning

confidence: 99%

Human resource management in project-based organizations: revisiting the permanency assumption

Samimi

Sydow

2020

The International Journal of Human Resource Management

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With the aim of portraying the future of the field, HRM scholars have repeatedly proposed new research domains and perspectives. Unusual forms of organization do not, however, play a major role in these proposals, even if they have gained some importance in practice. A case in point relates to temporary forms of organization in general and project-based organizations in particular. In this paper, after outlining the evolution of HRM as a discipline, we will systematically review top-tier HRM journals as well as other management journals over a period of two decades. Findings reveal that HRM research concentrates mostly on only one dimension of temporary organizing, i.e. temporary employment, and adheres otherwise to the assumption of the permanency or at least longevity of organizations. We argue that theorizing HRM beyond the permanency assumption is not only urgently needed in face of spreading forms of project-based organizing, but also offers unique potentials to study HRM problems, including those of international HRM.

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“…IT, being an industry where expectations of customers can be very demanding and sometimes disrupting, to have the right person in the right role is a key asset for the success of a project. Coetzer and Gibbison (2016) discuss the importance of the HR department's encouragement to spend intensive time on project management training for project managers and team members by using organizational coaches and peer coaching. A few respondents ranked this issue as having highest importance.…”

Section: Job-matching To Enhance Performancementioning

confidence: 99%

HR activities and practices for project success: A multi-method approach from Indian IT firms

Bhoola¹,

Giangreco²

2018

AJIS

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The purpose of this study is to examine the impact of Human Resource activities and practices (HRAPs) on value-driven project management in the Indian IT industry. It is a sector that offers various jobs for young IT skilled labour force, but faces major challenges in recruiting and retaining talent. A multi-method research has been carried out, using Delphi technique and a simultaneous equations model. Using the Delphi method, we developed an initial set of 136 globally accepted HRAPs. This was reduced to 20 most significant attributes applicable to Indian IT projects with the help of Kendall's coefficient of concordance (W) used over three rounds of iterations. Later, from 431 observations, we selected the top 10 HRAPs based on mean ranks in round 3 to study the impact on value-driven project success, in terms of meeting project, customer and organizational goals. The study also uses triangulation through a multimethod research approach to achieve convergence. The significant HRAPs impacting valuedriven project management include efficient project leadership, effective communication, training of project leaders, ensuring job-matching and listening to team members' issues. Frequent team conflicts and personnel turnover, however, adversely impact IT project success. Our results confirm that the impact of HRAPs on project goals is more prominent and immediate as compared to meeting customer or organizational goals, which is often delayed. The results emphasize the necessity of integrating all stakeholders of IT projects in order to accomplish value-driven success.

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Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

Cited by 9 publications

References 41 publications

Modelling human resource dimension of international project risk management

Modelling human resource dimension of international project risk management

Human resource management in project-based organizations: revisiting the permanency assumption

HR activities and practices for project success: A multi-method approach from Indian IT firms

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