{"id":194,"date":"2018-07-24T11:00:51","date_gmt":"2018-07-24T11:00:51","guid":{"rendered":"http:\/\/csp8.epgpbooks.inflibnet.ac.in\/?post_type=chapter&p=194"},"modified":"2018-08-08T04:16:17","modified_gmt":"2018-08-08T04:16:17","slug":"project-human-resource-management","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/chapter\/project-human-resource-management\/","title":{"rendered":"Project Human Resource Management"},"content":{"raw":"
\r\n\r\n \r\n

PROJECT HUMAN RESOURCE MANAGEMENT<\/strong><\/p>\r\n \r\n

Project Human Resource Management involves managing people and leading the team to meet the needs of organization. Project human resource management includes the processes required to make the most effective use of the people involved with a project.<\/p>\r\n \r\n

LEARNING OBJECTIVES\u00a0<\/strong><\/p>\r\n \r\n

\u2022 To learn about Human Resource Management<\/p>\r\n

\u2022 To understand the theories in HRM<\/p>\r\n

\u2022 To Maximize Productivity as Teams<\/p>\r\n \r\n

IMPORTANCE OF HRM\u00a0<\/strong><\/p>\r\n \r\n

People determine the success and failure of organizations and projects. Despite the downturn in the economy, there is still a shortage of good IT workers. Project Human Resource Management involves managing people and leading the team to meet the needs of organization. Project human resource management includes the processes required to make the most effective use of the people involved with a project. \u00a0Processes include<\/p>\r\n \r\n

\u00b7\u00a0 \u00a0Organizational planning<\/p>\r\n

\u00b7\u00a0 \u00a0Staff acquisition<\/p>\r\n

\u00b7\u00a0 \u00a0Team development<\/p>\r\n \r\n

KEYS TO MANAGING PEOPLE\u00a0<\/strong><\/p>\r\n \r\n

Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include<\/p>\r\n \r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Understanding Behavior<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Motivation<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Influence and power<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Effectiveness<\/p>\r\n\r\n<\/div>\r\n \r\n

Understanding Behavior\u00a0<\/span><\/strong><\/p>\r\n \r\n

People with practical experience of working on projects invariably identify the handling of people as one of the most important aspects of project management- Fredrick Taylor (Late 19th and Early 20th Century). The main objectives include:<\/span><\/p>\r\n\r\n

\r\n\r\n \r\n\r\n\u00b7\u00a0\u00a0\u00a0To select the best person for the job<\/strong>: Selecting the right person for job involves a recruitment process where the candidates are shortlisted by the following process:\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Eligible vs. suitable.<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Create a job specification.<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Create a job holder profile (Qualities, Qualifications, education and experience).<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Obtain applicants.<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Examine CVs.<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Interviews (test on aptitude, personality, previous work).<\/p>\r\n

\u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Other procedures (References, Medical examination etc.)<\/p>\r\n \r\n\r\n\u00b7\u00a0 To instruct such people in the best methods<\/strong>.\r\n\r\n\u00b7\u00a0\u00a0To give incentives in the form of higher wages to the best workers.<\/strong>\r\n\r\n \r\n

Abraham Maslow developed a hierarchy of needs to illustrate his theory that people\u2019s behaviors are guided by a sequence of needs. Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. This theory by Abraham Maslow is known as Theory of Self-actualization.<\/p>\r\n\r\n<\/div>\r\n\"\"\r\n\r\nHerzberg\u2019s Motivational and Hygiene Factors<\/strong>\r\n

    \r\n \t
  • Frederick Herzberg distinguishes motivational and hygiene factors as\r\n
      \r\n \t
    • Motivational Factors involves achievement, recognition, the work itself, responsibility, advancement, and growth - which produce job satisfac<\/li>\r\n \t
    • Hygiene Factors cause dissatisfaction if not present, but do not motivate workers to do m Examples include larger salaries, more supervision, and a more attractive work environment<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n \r\n

      Expectancy Theory of Motivation<\/strong><\/p>\r\n \r\n

      Vroom model comprises of the factors:<\/p>\r\n\r\n

        \r\n \t
      • Expectancy \u2013 the belief that working harder will lead to a better performance.<\/li>\r\n \t
      • Instrumentality - the belief that the better performance will be rewarded.<\/li>\r\n \t
      • Perceived Value \u2013 the resulting reward.<\/li>\r\n<\/ul>\r\n \r\n

        McGregor\u2019s Theory X and Y<\/strong><\/p>\r\n \r\n

        Douglas McGregor popularized the human relations approach to management in the 1960s. Theory X states that average workers dislike and avoid work, so managers must use coercion, direction and control. People tend to avoid responsibility. Theory Y assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs. Theory Z was introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values.<\/p>\r\n \r\n

        Oldham-Hackman Job Characteristic Model<\/strong><\/p>\r\n \r\n

        Managers should try to group together the elements of the tasks that need to be carried out, so that they form meaningful and satisfying assignments such as skill variety, task identity, task significance, autonomy and feedback.<\/p>\r\n \r\n\r\nWeb Links<\/strong>\r\n

          \r\n \t
        • htthttps:\/\/ pmpcertificationhelp.com\/project-human-resource-management\/<\/li>\r\n \t
        • https:\/\/en.wikibooks.org\/wiki\/Project_Management\/...\/Human_Resources_Manageme...<\/li>\r\n \t
        • https:\/\/www.edwel.com\/Free-Resources\/Project-Human-Resource-Management.aspx<\/li>\r\n<\/ul>\r\n \r\n\r\nSupporting & Reference Materials<\/strong>\r\n
            \r\n \t
          • Roger S. Pressman, \u201cSoftware Engineering: A Practitioner\u2019s Approach\u201d, Fifth Edition, McGraw Hill, 2001.<\/li>\r\n \t
          • Pankaj Jalote, \u201cAn Integrated Approach to Software Engineering\u201d, Second Edition, Springer Verlag, 1997.<\/li>\r\n \t
          • Ian Sommerville, \u201cSoftware Engineering\u201d, Sixth Edition, Addison Wesley, 2000.<\/li>\r\n<\/ul>","rendered":"
            \n

             <\/p>\n

            PROJECT HUMAN RESOURCE MANAGEMENT<\/strong><\/p>\n

             <\/p>\n

            Project Human Resource Management involves managing people and leading the team to meet the needs of organization. Project human resource management includes the processes required to make the most effective use of the people involved with a project.<\/p>\n

             <\/p>\n

            LEARNING OBJECTIVES\u00a0<\/strong><\/p>\n

             <\/p>\n

            \u2022 To learn about Human Resource Management<\/p>\n

            \u2022 To understand the theories in HRM<\/p>\n

            \u2022 To Maximize Productivity as Teams<\/p>\n

             <\/p>\n

            IMPORTANCE OF HRM\u00a0<\/strong><\/p>\n

             <\/p>\n

            People determine the success and failure of organizations and projects. Despite the downturn in the economy, there is still a shortage of good IT workers. Project Human Resource Management involves managing people and leading the team to meet the needs of organization. Project human resource management includes the processes required to make the most effective use of the people involved with a project. \u00a0Processes include<\/p>\n

             <\/p>\n

            \u00b7\u00a0 \u00a0Organizational planning<\/p>\n

            \u00b7\u00a0 \u00a0Staff acquisition<\/p>\n

            \u00b7\u00a0 \u00a0Team development<\/p>\n

             <\/p>\n

            KEYS TO MANAGING PEOPLE\u00a0<\/strong><\/p>\n

             <\/p>\n

            Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include<\/p>\n

             <\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Understanding Behavior<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Motivation<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Influence and power<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Effectiveness<\/p>\n<\/div>\n

             <\/p>\n

            Understanding Behavior\u00a0<\/span><\/strong><\/p>\n

             <\/p>\n

            People with practical experience of working on projects invariably identify the handling of people as one of the most important aspects of project management- Fredrick Taylor (Late 19th and Early 20th Century). The main objectives include:<\/span><\/p>\n

            \n

             <\/p>\n

            \u00b7\u00a0\u00a0\u00a0To select the best person for the job<\/strong>: Selecting the right person for job involves a recruitment process where the candidates are shortlisted by the following process:<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Eligible vs. suitable.<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Create a job specification.<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Create a job holder profile (Qualities, Qualifications, education and experience).<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Obtain applicants.<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Examine CVs.<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Interviews (test on aptitude, personality, previous work).<\/p>\n

            \u25e6\u00a0\u00a0\u00a0\u00a0\u00a0 Other procedures (References, Medical examination etc.)<\/p>\n

             <\/p>\n

            \u00b7\u00a0 To instruct such people in the best methods<\/strong>.<\/p>\n

            \u00b7\u00a0\u00a0To give incentives in the form of higher wages to the best workers.<\/strong><\/p>\n

             <\/p>\n

            Abraham Maslow developed a hierarchy of needs to illustrate his theory that people\u2019s behaviors are guided by a sequence of needs. Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. This theory by Abraham Maslow is known as Theory of Self-actualization.<\/p>\n<\/div>\n

            \"\"<\/p>\n

            Herzberg\u2019s Motivational and Hygiene Factors<\/strong><\/p>\n

              \n
            • Frederick Herzberg distinguishes motivational and hygiene factors as\n
                \n
              • Motivational Factors involves achievement, recognition, the work itself, responsibility, advancement, and growth – which produce job satisfac<\/li>\n
              • Hygiene Factors cause dissatisfaction if not present, but do not motivate workers to do m Examples include larger salaries, more supervision, and a more attractive work environment<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

                 <\/p>\n

                Expectancy Theory of Motivation<\/strong><\/p>\n

                 <\/p>\n

                Vroom model comprises of the factors:<\/p>\n

                  \n
                • Expectancy \u2013 the belief that working harder will lead to a better performance.<\/li>\n
                • Instrumentality – the belief that the better performance will be rewarded.<\/li>\n
                • Perceived Value \u2013 the resulting reward.<\/li>\n<\/ul>\n

                   <\/p>\n

                  McGregor\u2019s Theory X and Y<\/strong><\/p>\n

                   <\/p>\n

                  Douglas McGregor popularized the human relations approach to management in the 1960s. Theory X states that average workers dislike and avoid work, so managers must use coercion, direction and control. People tend to avoid responsibility. Theory Y assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs. Theory Z was introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values.<\/p>\n

                   <\/p>\n

                  Oldham-Hackman Job Characteristic Model<\/strong><\/p>\n

                   <\/p>\n

                  Managers should try to group together the elements of the tasks that need to be carried out, so that they form meaningful and satisfying assignments such as skill variety, task identity, task significance, autonomy and feedback.<\/p>\n

                   <\/p>\n

                  Web Links<\/strong><\/p>\n

                    \n
                  • htthttps:\/\/ pmpcertificationhelp.com\/project-human-resource-management\/<\/li>\n
                  • https:\/\/en.wikibooks.org\/wiki\/Project_Management\/…\/Human_Resources_Manageme…<\/li>\n
                  • https:\/\/www.edwel.com\/Free-Resources\/Project-Human-Resource-Management.aspx<\/li>\n<\/ul>\n

                     <\/p>\n

                    Supporting & Reference Materials<\/strong><\/p>\n

                      \n
                    • Roger S. Pressman, \u201cSoftware Engineering: A Practitioner\u2019s Approach\u201d, Fifth Edition, McGraw Hill, 2001.<\/li>\n
                    • Pankaj Jalote, \u201cAn Integrated Approach to Software Engineering\u201d, Second Edition, Springer Verlag, 1997.<\/li>\n
                    • Ian Sommerville, \u201cSoftware Engineering\u201d, Sixth Edition, Addison Wesley, 2000.<\/li>\n<\/ul>\n","protected":false},"author":4,"menu_order":19,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["dr-r-baskaran"],"pb_section_license":""},"chapter-type":[],"contributor":[58],"license":[],"class_list":["post-194","chapter","type-chapter","status-publish","hentry","contributor-dr-r-baskaran"],"part":3,"_links":{"self":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapters\/194","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/wp\/v2\/users\/4"}],"version-history":[{"count":5,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapters\/194\/revisions"}],"predecessor-version":[{"id":394,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapters\/194\/revisions\/394"}],"part":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/parts\/3"}],"metadata":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapters\/194\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/wp\/v2\/media?parent=194"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/pressbooks\/v2\/chapter-type?post=194"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/wp\/v2\/contributor?post=194"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/wp-json\/wp\/v2\/license?post=194"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}