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Managing human resource management tensions in project‐based organisations: Evidence from Bangalore
Human Resource Management Journal, Volume: 33, Issue: 2
Swansea University Author:
Jossy Mathew
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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...
Published in: | Human Resource Management Journal |
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ISSN: | 0954-5395 1748-8583 |
Published: |
Wiley
2022
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URI: | https://cronfa.swan.ac.uk/Record/cronfa59884 |
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2024-10-18T16:01:03.3860842 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 CBAE 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 Management School COLLEGE CODE CBAE Swansea University SU Library paid the OA fee (TA Institutional Deal) ESRC and ICSSR (GrantNumber(s): 101068) 2024-10-18T16:01:03.3860842 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 |
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2c24e88a0aeab1ee58d837f22cb1123a |
author_id_fullname_str_mv |
2c24e88a0aeab1ee58d837f22cb1123a_***_Jossy Mathew |
author |
Jossy Mathew |
author2 |
Jossy Mathew Vasanthi Srinivasan Richard Croucher Paul N. Gooderham |
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Human Resource Management Journal |
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33 |
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2022 |
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Swansea University |
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Wiley |
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School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management |
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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 |
2022-04-14T08:02:08Z |
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11.051649 |