How do we manage the human resources of programmes and projects

The Vrinda Handbook -  The Challenge of Designing, Executing and Implementing the Development Programmes and Actions

see  General Index


See the issue:   How to design and manage successful cooperation programmes?

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to be integrated with  Human Resources is  is one of the 9 topic areas  of project management knowledge.

 

Human resources management in projects/programmes include the following processes:

 

Employee performance review
 

The HR plan should include sections regarding how to

 

 

 

See also

Communication, management and organizational development

. Professional figures 

Manage the Project Team

Employee performance review

Project Triage

Leading and Managing

Procurement and Contractor Management

 

 Employee performance review

Employee Development   to be integrated with  How to Empower the employees (and therefore the organization)   and  Placing Training within the Organizational Context

 

Leading and Managing 

                   

 

See also: Communication in its cultural context

 

Applicant evaluation form

Interpersonal skill assessment

Employee performance review

 

 

Internal Organization And Human Resources Management

abstract

Course Introduction  :  Culture Change and effective Effectiveness

Middle Management Capabilities, Empowerment and Accountability

Building Trust with Front Line Employees

Recruiting and Retaining Outside Talent

Human Behavior In Organizations

abstract

1.       Human Behavior in Organizations – Introduction

2.       Motivation

3.       Learning and Feedback

4.       Perception and Personality in Organizations

5.       Job Satisfaction

6.       Employee-Employer Expectations

7.       Organizational Culture and Employee Socialization

8.      Team Use, Design, and Effectiveness

9.       Working Effectively in Teams

10.  Leading and Managing

11.  Politics, Power, and Influence

12.  Decision-Making in Organizations

13. Organizational Conflict and Negotiation

14.  Communication in Organizations

15.  Organizational and Individual Change

Communication Challanges for NGOs

Image  Organization and sector of activity  Organizational Culture  Professional reputation and standards

 

Project Communication Managemet

Rewards

Top 10 Reasons NOT to use Project Management

The Spiritual Side of Project Management

1.       Human Behavior in Organizations – Introduction

2.       Motivation

3.       Learning and Feedback

4.       Perception and Personality in Organizations

5.       Job Satisfaction

6.       Employee-Employer Expectations

7.       Organizational Culture and Employee Socialization

8.      Team Use, Design, and Effectiveness

9.       Working Effectively in Teams

10.  Leading and Managing

11.  Politics, Power, and Influence

12.  Decision-Making in Organizations

13. Organizational Conflict and Negotiation

14.  Communication in Organizations

15.  Organizational and Individual Change

 

See  The 9 topic areas of project management knowledge

See also:

Human Behaviour In Organizations

 

 

Human Behaviour In Organizations

This section provides and overview of key issues in individual, group and organizational behavior using information learned from research into the topic of human behavior from several social science disciplines. Topics include motivation, learning, feedback, perception, personality, attribution, identity, decision-making, communication, job satisfaction, team work, organizational culture, conflict management, negotiations, leadership and change management. The course is designed to keep the language simple while acknowledging that human behavior is very complex. Our intent here is to assist you in distinguishing the situations in which your intuitive hunch will be your best guide, from situations where you may be more effective using guidance based in systematic research.

This module presents the principles and concepts underlying human behavior at three levels: the individual, the group, and the organization. Using an interdisciplinary social science approach presented in a jargon-free format, learners move easily from their “comfort zone” into their “learning zone” as they acquire (1) the basic guidelines for assessing behavior accurately, and (2) the levels of analysis available for identifying and resolving individual, group, and organizational problems. These concepts form a foundation for the text and methods of the sections that follow..       Human Behaviour in Organizations – Introduction

This section presents the basic components of motivation through a comparison of widely accepted theories related to individual needs and their consequent outcome-seeking behaviors. Relevant elements from these theories are used as a springboard for identifying one’s motivational profile in a work context..       Motivation

Employee Learning and Development: In the Information Age, where knowledge is valued for its effective advantage, individual and organizational learning are critical components of success. This section focuses on different ways individual employees learn in response to motivation, expectations, observation, experience, context, reinforcement, and feedback..       Learning and Feedback

Perception and personality affect how people relate to each other and their work. Managers will learn how selective attention, stereotypes, and other attitudinal distortions are formed and may contribute to group dynamics, interpersonal conflict and inequity in the workplace. Understanding the fundamentals of social identity theory, perception and personality can assist managers in managing and maximizing diversity, coaching employees and teams, and reducing stress in the workplace..       Perception and Personality in Organizations

Employee job satisfaction involves a complex set of personal and situational variables. Equipped with an understanding of the personality traits, interests, abilities, skills, and values of employees, managers can design jobs and practices that enhance performance and maximize job satisfaction..       Job Satisfaction

There has been much discussion in project/programme purpose organizations and academic literature on the changing nature of the employer-employee relationship. This section explores the fundamentals of relationship management based on a knowledge of unwritten psychological contracts and an overview of the trends that are currently redefining the employment relationship. .       Employee-Employer Expectations

This section presents a conceptual framework for understanding the elements of organizational culture as well as the internal and external forces that shape its evolution. A discussion of the pitfalls of evaluating and diagnosing an organizational culture are followed by a basic diagnostic tool (qualitative). The uses and strategies of employee socialization are discussed as one way to manage organizational culture..       Organizational Culture and Employee Socialization

Teams are widely recognized and used to solve complex problems in organizations. This module introduces the elements of team effectiveness and the design factors that “make a difference.” Gender differences that produce different assumptions about the nature of teamwork are examined..      Team Use, Design, and Effectiveness

The types of task and process management needed to maximize team effectiveness are the focus of this module. Stages of team development, team timing, task and process management activities are listed. Particular attention is given to three specific types of team process issues: team norms, minority influence and groupthink. Strategies for managing each process are suggested..       Working Effectively in Teams

In this module we examine the dynamics of leading, following, and managing. The origins, nature, and styles of leadership are summarized and contrasted with those of management. Overviews of gender-related leadership styles and leadership pitfalls are also provided. Leading and Managing

This module focuses on organizations as political systems, beginning with the possible types of underlying ruling systems. The relationship between interests, conflict, and power is then explored in the context of positional and personal sources of power. The module concludes with an overview of how to manage political behavior in organizations. Politics, Power, and Influence

All organizational members make decisions. Managers, in particular must make decisions in response to problems or opportunities by making choices among alternatives in relation to a desired outcome. The elements of the decision-making process, the characteristics of decisions, decision-making tools, and three approaches to decision making are the focus of this module. Decision-Making in Organizations

This module examines the dynamics of conflict in an organizational setting. The reader will learn how to prevent, limit, or diagnose conflict; how to identity levels of conflict and conflict-escalations behaviors; and multiple conflict resolution skills and approaches.. Organizational Conflict and Negotiation

Communication facilitates knowledge sharing, decision making, and work performance. Effective communications engage employees in the culture and the objectives of the organization. It promotes teamwork and understanding. This module presents a model of effective communication and describes types of communication breakdowns. Communication in Organizations

The rate of change in the project/programme purpose environment is rapid due to globalization, technology, competition and changing demographics. These external forces for change challenge organizations to respond and adapt quickly on both organizational and individual levels. This module provides an overview of these two levels of change and describes ways to enhance the change process at both levels. Organizational and Individual Change

 

integrate with Human Resources

and with Manage the Project Team