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The impact of project-based organization on competence management practices: Case of Tunisian Companies

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  • Mohamed Ali Hedhili

    (Faculty of Economics and Management of Sfax, Tunisia)

  • Sami Boudabbous

    (Faculty of Economics and Management of Sfax, Tunisia)

Abstract

The present article aimed at studying the relationship between project-based organization and competence management practices (recruitment, assessment, training, compensation and career management). The central question of our research is formulated as follows: To what extent does project-based organization influence competence management practices? To answer this question, we adopted a quantitative study. A total of 156 Tunisian project managers participated in our survey. We tested our hypotheses through a linear regression analysis. The results show that the majority of competence management practices, namely recruitment, evaluation and training, are more relevant to project-based organizations and thus the three first hypotheses are confirmed. However, other practices, like remuneration and career management, are insensitive to project activities. Key Words:Project-based organization, Competence Management pratices, Recruitment, Assessment, Training Compensation, Career Management

Suggested Citation

  • Mohamed Ali Hedhili & Sami Boudabbous, 2020. "The impact of project-based organization on competence management practices: Case of Tunisian Companies," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 9(2), pages 177-191, March.
    • Handle: RePEc:rbs:ijbrss:v:9:y:2020:i:2:p:177-191
    DOI: 10.20525/ijrbs.v9i2.637
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    References listed on IDEAS

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    4. Muneer Mohamed Imhmed Abuazoom & Hanizun Bin Hanafi & Zul Zakiyuddin Bin Ahmad, 2017. "Influence of HRM Practices on Project Performance: Conceptual Framework," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(3), pages 47-54, March.
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