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

Article

Mathew, J., Srinavasan, V., Croucher, R. and Gooderham, P. 2023. Managing human resource management tensions in project-based organisations: evidence from Bangalore. Human Resource Management Journal. 33 (2), pp. 432-451. https://doi.org/10.1111/1748-8583.12439
TypeArticle
TitleManaging human resource management tensions in project-based organisations: evidence from Bangalore
AuthorsMathew, J., Srinavasan, V., Croucher, R. and Gooderham, P.
Abstract

We examine human resource management (HRM) in a large Bangalore project-based software company. Diverse adaptations of organisation-level HRM exist in projects, generating heterogeneous HRM practices across the organisation, resulting in management–employee tensions. Paradoxes are managed through a comprehensive, detailed and complementary set of structural and relational coping mechanisms, designed to promote employee commitment. These mechanisms 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 negotiate such interventions.

Keywordscoping mechanisms; India; project-based organisations; paradox theory; tensions
PublisherWiley
JournalHuman Resource Management Journal
ISSN0954-5395
Electronic1748-8583
Publication dates
Online14 Apr 2022
Print07 Apr 2023
Publication process dates
Deposited17 Feb 2022
Accepted14 Jan 2022
Submitted03 Sep 2020
Output statusPublished
Publisher's version
License
File Access Level
Open
Accepted author manuscript
File Access Level
Restricted
Copyright Statement

© 2022 The Authors. Human Resource Management Journal published by John Wiley & Sons Ltd.
This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

Digital Object Identifier (DOI)https://doi.org/10.1111/1748-8583.12439
LanguageEnglish
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