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Workforce-related risks in projects with a contingent workforce

Published on May 1, 2015in International Journal of Project Management4.69
· DOI :10.1016/j.ijproman.2014.10.014
Karen L. Becker12
Estimated H-index: 12
(QUT: Queensland University of Technology),
Michelle Smidt2
Estimated H-index: 2
(QUT: Queensland University of Technology)
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Abstract
Our research examined how projects can draw together the fields of human resource management (HRM) and risk management (RM) to consider workforce-related risks on projects; particularly those with a large contingent workforce. It is argued that RM frameworks could be enhanced by a more comprehensive understanding of the specific potential non-technical “people risks” in projects. The study focussed on the Oil and Gas industry and undertook interviews with experts in the field. The findings are considered within the framework of key HRM areas; Management Practices, General Employment Practices, Staffing, HR Development, and Compensation and Benefits, along with Project Completion. Drawing together RM and HRM in a project environment, our research provides a unique opportunity to identify critical workforce-related risks. Such identification is the first step towards a more comprehensive approach to risk assessment and planning for mitigation of such risks in projects.
  • References (45)
  • Citations (5)
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