Adnane Belout

Effects of human resource management on project effectiveness and success: toward a new conceptual framework

Abstract Project management strategy research has focused on the effects of structure and planning operations (such as budgets, date completion and quality) on project success. In the past, projects have been managed as technical systems instead of behavioral systems. Relatively little attention has been paid to human resource factor. However, the Project Management Institute in its official definition of Project Management Body of Knowledge (P.M.B.K.) included human resource management as one of the six fundamental basic functions of project management. 1 In this arena which lacks theoretical foundation, a relatively recent study made the situation even worse. Pinto and Prescott (1988) concluded that the ‘Personnel factor’ (independent variable) was the only factor in their research that was marginal for project success (dependent variable). This paper takes a critical look at this research and attempts to respond to their controversial findings. The main objective is to improve the thinking aspects and to highlight the validity of the measures used.

Downsizing without downgrading: learning how firms manage their survivors

Provides a literature synthesis on the impact of downsizing on the survivors and examines the experiences of three large Canadian companies. Results confirm trends that are generally reported in the literature regarding the negative aspects of downsizing. It suggests that where the company had a clear strategy to implement the downsizing, which included scheduling and a well‐specified operational plan, the impact on those dismissed as well as the survivors was buffered. The use of a downsizing plan also mitigated the negative responses on behalf of the remaining personnel. On the other hand, when the company adopts a reactive approach towards the downsizing process, numerous problems associated with the survivors are reported. The firm that applied seniority to layoff decisions received more favorable responses than firms that used criteria other than seniority.

Trends and emerging practices in human resource management ‐ The Canadian scene

Focuses on new trends that have been identified for Canadian human resources (HR): the emergence of new roles for HR; new forms of partnerships, particularly in the labor‐management relations; globalizations in daily HR operations; work life issues; programs to tackle the shifting demographics; pressure to effect downsizing and cope with mergers and acquisitions; and pressures to demonstrate its usefulness to the organisation.