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Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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Journal Article: 'Managing human resource management tensions in project-based organisations: Evidence from Bangalore' - Prof. Vasanthi Srinivasan

Prof. Vasanthi Srinivasan

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 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.

Authors’ Names: Jossy Mathew, Vasanthi Srinivasan, Richard Croucher and Paul N. Gooderham

Journal Name: Human Resource Management Journal

URL: https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12439

Journal Article: 'Managing human resource management tensions in project-based organisations: Evidence from Bangalore' - Prof. Vasanthi Srinivasan

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 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.

Authors’ Names: Jossy Mathew, Vasanthi Srinivasan, Richard Croucher and Paul N. Gooderham

Journal Name: Human Resource Management Journal

URL: https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12439