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- Bredin, Karin, et al.
(författare)
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Fit for purpose? : Designing HR organisations and HR departments in project-based organisations
- 2010
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Ingår i: International Journal of Human Resources Development and Management. - : InderScience Publishers. - 1465-6612 .- 1741-5160. ; 10:4, s. 327-361
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Tidskriftsartikel (refereegranskat)abstract
- This paper makes three contributions: 1) it suggests a conceptual separation between HR organisation and HR departments to better comprehend the challenges facing HRM in project-based firms, 2) it identifies two configurations of HR departments to advance the comparative analysis across project-based organisations, and 3) it offers a model and a set of propositions to determine the organisational conditions influencing the design of the HR organisation and the HR department. The paper emphasises the importance of the character of functional coordination and type of project participation for the design of the HR organisation and HR department.
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- Bredin, Karin, 1977-, et al.
(författare)
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Human resource management in project-based organizations : the HR quadriad framework
- 2011
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- In many companies today, people spend most of their time working in various types of projects. This book addresses the important question of what this means for the management of human resources at the operational level in the firm. The authors address questions such as: How do first-line managers handle their HR responsibilities when people work in co-located project teams most of the time? What role do project managers have in performing HRM activities? What strategies do individual project workers use to manage their own development while moving from project to project? And, what role do HR specialists have in adding value to the HRM system where operative HRM is really performed?This book summarizes empirical research in a number of industries and firms, most notably in engineering and development contexts. The authors introduce a framework for HRM – the HR quadriad – that expands traditional views on the important relationships that are at the core for HRM activities at the operational level. The framework builds on the idea that HRM is carried out in interplay among four actors in the organization, namely line managers, project managers, individual workers and HR specialists. Accordingly, it seeks to identify the major challenges for each one of these players and illustrates the value of the framework to explain how some of the world's leading companies have responded to these challenges.
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- Bredin, Karin, 1977-
(författare)
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Improving people capability of project-based organisations : A study of the change of HRM in two engineering-intensive firms.
- 2010
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Ingår i: International Journal of Project Organisation and Management. - : InderScience Publishers. - 1740-2891 .- 1740-2905. ; 2:4, s. 328-360
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Tidskriftsartikel (refereegranskat)abstract
- This paper contributes to the research into HRM in project-based organisations. Drawing on a capabilities perspective on project-based organisations, the paper elaborates on a conceptual framework for people capability of project-based organisations. This framework is used for a comparative analysis of the efforts made by two engineering-intensive, project-based organisations to change their people management systems in order to improve their people capability. The comparison demonstrates important activities that the firms undertake to improve their people capability, and it also indicates similarities and differences that are discussed based on the framework. Finally, the paper discusses suggestions for future research.
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- Bredin, Karin, 1977-
(författare)
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Projektarbejdsformen stiller nye krav till HR.
- 2010
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Ingår i: Børsen Ledelseshåndbøger. - Köpenhamn.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Projekter, fleksibilitet, tværfunktionelle team, fokus og deadlines er “hotte” ord i dagens arbejdsliv. Projekt skaber fokus, og mange oplever det som en spændende, udfordrende og udviklende arbejdsform, hvor man som medarbejder får mulighed for at få stort selvstændigt ansvar. Den ideelle projektmedarbejder er vidende, kompetent, dynamisk og fleksibel, en holdspiller og ansvarlig for at holde sine kundskaber ved lige, så man er attraktiv for fremtidige projekter. Projekter er dagligdagen for disse individer, og det er deres erfaringer fra deltagelse i forskellige projekter, som opbygger deres kompetence og karriere. Det er deres præstationer i tidligere projekter, som skaber deres renommé og gør dem attraktive for fremtidige spændende projekter. Projektintensive og vidensbaserede organisationer er afhængige af talentfulde projektdeltagere og deres kompetencer. Samtidig skaber den projektorienterede virksomhed udfordringer for HR-opgaven. Derfor må organisationer, som vil forbedre deres evne til at arbejde projektorienteret, også udvikle deres evne til at håndtere HRM på en måde, som møder den projektbaserede organisations udfordringer.
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| 7. |
- Bredin, Karin, et al.
(författare)
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The HR quadriad : a framework for the analysis of HRM in project-based organizations
- 2011
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Ingår i: International Journal of Human Resource Management. - : Routledge. - 0958-5192 .- 1466-4399. ; 22:10, s. 2202-2221
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Tidskriftsartikel (refereegranskat)abstract
- This paper introduces the idea of the HR quadriad as a framework for the analysis of HRM as a collective, configurational, and complementary system of roles and practices. The framework highlights the interplay between HR specialists, line managers, project managers, and project workers in the implementation of HR practices. On the basis of a multiple case study comprising six project-based organizations, two organizational factors are singled out as important for the design of the HR quadriad: (1) the nature of project work as either intra-functional or inter-functional, and (2) project participation as either focused or fragmented. The paper gives empirical support to recent research on HRM favoring the synergic integration of the elements of HRM systems designed in a way that acknowledges internal coherence and organizational conditions.
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