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Written Critical Analysis #2

Name

Professor Name

Human Relations-151-70

College Name

April 24, 2021

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Written Critical Analysis #2

Summary of the Article

In the article "Human Resource Management in Project-Oriented Company: A Review",

(Huemann et al.) focused on the management aspects of project-oriented enterprises, namely

how organizations obtain and use human resources and how workers understand work

relationships. This article describes what HRM is and how to put it into practice. The author of

this article believes that project-oriented enterprises have many problems in human resource

management for organizations and employees. This article reviews past project-related HRM

studies published in the project management, general management, and HRM literature. The

model was created to identify the important aspects of human resource management in project-

oriented organizations and build an analysis structure based on previous research. The following

is a summary of major human resource management research failures found in project-oriented

companies and outlines the research agenda for revising good research areas on this topic.

Overview

The author believes that such standards exist in human resource management. They found that

the unique HRM specifications of the project-oriented company indicate:

 Define project management as an organizational method

 Apply projects and systems to complex processes

 Manage different types of internal and external project portfolios

 There are accurate and sustainable organizations, such as portfolio communities and PM

integration offices.

 Think of organization as a project-oriented organization.

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Others found specific HRM details in the organization running the project. These studies support

the argument that project-oriented organizations have the unique function of providing detailed

specifications for human resource management policies and practices. Some characteristics of

project-oriented HRM-related companies:

 Company management as a project-oriented company approach.

 The temporary existence of the item.

 power. power.

 Resource combination and multi-role requirements.

 Paradigm-specific management

Strength

The authors have cited HRM literature to influence firm results, policies and practices best.

HRM must be paired with firm policy, alleged strategic integration, and alleged horizontal

integration. Considering "project management" as a project-oriented company approach would

mean that HRM procedures, processes, and practices are beneficial to project-oriented work and

are distinct from conventional HRM processes and practices.

Authors have cited many studies on human resources management about project in an

organization. Moreover, they argued that once a new initiative or program begins, the

organization's human resource formation must shift causing strain. It definitely affects the

working group and generates the need for new developments, such as assigning staff to tasks and

relating job assignments to employment. Project-oriented organizations have dynamic

boundaries and contexts that continually change project numbers and sizes. The degree of

dynamism depends on project size.

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Weaknesses

They found that certain HR processes already exist, such as employee growth within the

organization and within the project. Currently, there is very little research on process and project

differences, and this problem has only recently emerged. It is considered to be potentially

important for understanding design and orientation methods. They believe that human resource

management research in project-oriented organizations should take into account the perspectives

of individual employees and the company. In a project-oriented organization, ensuring the well-

being and fair care of employees is an important task, but this has not been extensively studied in

the current human resource management literature (Clark and Colling). Despite the transition

from technical challenges in project management science to people-oriented issues, the relevance

of human resource management has not yet been widely accepted. Further research is needed to

define the HRM strategies, processes, and procedures implemented by project-oriented

companies.

Discussion

HR practitioners are now more at company executive levels. Authors cited several articles

supporting their claims. Their project management expertise and procedures become serious

instruments to meet strategic talent and management points of organizations. The programs also

require both company and department characteristics. HRM is of crucial and strategic

significance to the project-oriented company. Whenever a new initiative or program, the

organization's human resource (HR) configuration changes. Under this complex world,

historically run company needs different and additional practices. Under the project-oriented

culture, companies gradually use temporary organizations like projects and programs to execute

business processes and accomplish strategic goals (Clark and Colling). The project-based
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business as one in which most goods produced, or services provided, are against updated

customer designs.

Conclusion

The authors supported their argument that to ensures the success of the project the human

resource plan must include obtaining appropriate human resources with necessary skills, resource

training after the discovery of the skills, a clear definition of team-building strategies, and

effective management of team performance. The authors cited literature to support their claims,

but there is insufficient work on policies and practices.

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References

Clark, Ian, and Trevor Colling. “The Management of Human Resources in Project Management‐

led Organizations.” Personnel Review, vol. 34, no. 2, Apr. 2005, pp. 178–91,

doi:10.1108/00483480510579411.

Huemann, Martina, et al. “Human Resource Management in the Project-Oriented Company: A

Review.” International Journal of Project Management, vol. 25, no. 3, 2007, pp. 315–23,

doi:10.1016/j.ijproman.2006.10.001.