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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
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URI: https://cronfa.swan.ac.uk/Record/cronfa59884
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first_indexed 2022-04-20T09:13:11Z
last_indexed 2023-04-20T03:17:57Z
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spelling v2 59884 2022-04-20 Managing human resource management tensions in project‐based organisations: Evidence from Bangalore 2c24e88a0aeab1ee58d837f22cb1123a 0000-0003-2715-0810 Jossy Mathew Jossy Mathew true false 2022-04-20 BBU 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. Journal Article Human Resource Management Journal 33 2 Wiley 0954-5395 1748-8583 coping mechanisms; Indial; project-based organisations; paradox theory; tensions 14 4 2022 2022-04-14 10.1111/1748-8583.12439 COLLEGE NANME Business COLLEGE CODE BBU Swansea University SU Library paid the OA fee (TA Institutional Deal) ESRC and ICSSR (GrantNumber(s): 101068) 2023-08-30T11:46:24.0152631 2022-04-20T09:54:01.0388797 Faculty of Humanities and Social Sciences School of Management - Business Management Jossy Mathew 0000-0003-2715-0810 1 Vasanthi Srinivasan 2 Richard Croucher 3 Paul N. Gooderham 4 59884__23891__3e7275aaeb3b4636b61234821ae51836.pdf 59884.pdf 2022-04-20T10:17:12.5319192 Output 570690 application/pdf Version of Record true © 2022 The Authors. This is an open access article under the terms of the Creative Commons Attribution License true eng http://creativecommons.org/licenses/by/4.0/
title Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
spellingShingle Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
Jossy Mathew
title_short Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
title_full Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
title_fullStr Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
title_full_unstemmed Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
title_sort Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
author_id_str_mv 2c24e88a0aeab1ee58d837f22cb1123a
author_id_fullname_str_mv 2c24e88a0aeab1ee58d837f22cb1123a_***_Jossy Mathew
author Jossy Mathew
author2 Jossy Mathew
Vasanthi Srinivasan
Richard Croucher
Paul N. Gooderham
format Journal article
container_title Human Resource Management Journal
container_volume 33
container_issue 2
publishDate 2022
institution Swansea University
issn 0954-5395
1748-8583
doi_str_mv 10.1111/1748-8583.12439
publisher Wiley
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
description 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.
published_date 2022-04-14T11:46:24Z
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score 11.013799

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