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HR Specialists in Project-Based Organizations

In: Human Resource Management in Project-Based Organizations

Author

Listed:
  • Karin Bredin
  • Jonas Söderlund

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

Suggested Citation

  • Karin Bredin & Jonas Söderlund, 2011. "HR Specialists in Project-Based Organizations," Palgrave Macmillan Books, in: Human Resource Management in Project-Based Organizations, chapter 8, pages 162-185, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-29751-7_8
    DOI: 10.1057/978-0-230-29751-7_8
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