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Managing human resource management tensions in project‐based organisations: Evidence from Bangalore

Jossy Mathew Orcid Logo, Vasanthi Srinivasan, Richard Croucher, Paul N. Gooderham

Human Resource Management Journal, Volume: 33, Issue: 2

Swansea University Author: Jossy Mathew Orcid Logo

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DOI (Published version): 10.1111/1748-8583.12439

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...

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Published in: Human Resource Management Journal
ISSN: 0954-5395 1748-8583
Published: Wiley 2022
Online Access: Check full text

URI: https://cronfa.swan.ac.uk/Record/cronfa59884
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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.
Keywords: coping mechanisms; Indial; project-based organisations; paradox theory; tensions
College: Faculty of Humanities and Social Sciences
Funders: ESRC and ICSSR (GrantNumber(s): 101068)
Issue: 2

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