 HR Specialists in Project-Based OrganizationsKarin Bredin and Jonas Söderlund Chapter 8 in Human Resource Management in Project-Based Organizations, 2011, pp 162-185 from Palgrave Macmillan Abstract: Abstract In the previous chapters, we discussed the roles of line managers, project managers, and project workers in the HR quadriad. Bearing these discussions in mind, we now turn to the HR specialists and HR departments. Our view of HRM as being collective and complementary means the role of HR specialists at the operational level in project-based organizations is strongly influenced by the roles of the other players in the HR quadriad. For example, increased HR responsibilities for line managers — a trend we discussed in Chapter 5, which was intensified in project-based organizations — should, according to Larsen and Brewster (2003), have extensive effect on the size, role, and shape of the HR department. Moreover, the design of HRM suggests that the nature of the operational work setting affects the HR quadriad and its roles and, hence, the role of HR specialists and the design of HR departments. The underlying change patterns are summarized in Figure 8.1. Figure 8.1 HR specialists and HRM: some underlying forces Keywords: Project Manager; Work Setting; Project Work; Line Manager; Line Unit (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29751-7_8 Ordering information: This item can be ordered from DOI: 10.1057/978-0-230-29751-7_8 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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