Human resource management practices for project success

¶ … management methods, the authors examined a design science approach to formulate and implement a comprehensive HR-planning framework. HRM practices that involve quality assessment, training/empowerment, and delegating are recognized by the authors as the most influential construct when it comes to Human Resource Management practices in projects (Pournader, Tabassi, & Baloh, 2015). The main point of the article is to show that certain methods or constructs provide the best outcomes as it relates to management. By training staff and directing in a way that empowers, it can lead to better results.

The intended audience is anyone desiring to understand how to manage and anyone interested in human resources. The arguments presented in the article showcase well the problem which is understanding what entails excellent management and what provides the best outcomes. By giving evidence of other studies and providing background information on a variety of management practices, the authors demonstrate the available knowledge, but how the available knowledge can be applicable to the exploration of best practices. The article highlighting empowerment leadership styles like transformational leadership and the importance of quality assessment demonstrates and supports their main point by showing what works for management practices and what enables growth and progress in a project scenario. For example, proper delegating and compensation/reward encourage higher productivity than not employing those constructs.

I personally agree with the points made in the article because it shows clearly what keeps employees motivated. Employees respond well to reward/compensation because it shows them their hard work is appreciated. Quality assessment ensures employees and the organization/business are maintaining high standards. And lastly, training and empowerment can help employees grow, enabling them to reach their full potential. If managers employed these strategies when engaging with their subordinates, they may gain more positive outcomes on their projects and objectives.

Transactional leadership demands results using structure and rules. A good example of transactional leadership style is managers that work in jewelry stores. I remember I worked in a jewelry store part-time with a manager that would set up a calendar with goals marked for the end of each month along with daily goals. Sales associated had their names on the calendar with their corresponding goals. New sales associates had lower goals while more experienced sales associates had higher goals. The leadership style worked because the sales associates were motivated to sell and meet their goals due to the commission they received.

The style also worked because the rules of the job demanded that sales associates sell products or else face a potential dismissal of job. It was clear and easy to follow in that if a sales associate met his or her goals or came close to it, there job performance was rated well, they made extra money, and the store made profit. Because it worked so well, the manager never had to change his leadership style. Everyone was motivated in making money and saw selling as a means of achieving their own personal goals.