The paper "Extreme Project Management: Enhancing HRM Practices and Processes" is a good example of a management research proposal. In an organization, employees may find it difficult to balance their workload, particularly during peak season when there are significant and unpredictable demands from customers. This difficulty often results in work-life imbalances and associated problems such as uncertainties, burn out, job satisfaction, and in extreme case physical, psychological, and behavioural withdrawal and voluntary turnover. For this reason, organizations need to adopt new HRM practices and processes that can deal with the dynamic work environment. Extreme Project Management or XPM is known to unify the work environment as it encourages practices that facilitate communication, clarity of requirements, and business-driven priorities.
Its basic components include risk mitigation, scope management, HR management, and quality management (Coe et al, 2005, p. 180) thus useful in improving HR practices and processes. However, personal management is valuable to XPM as some of its main practices (stakeholder participation, feedback, teamwork, and so on) and values can pose a significant challenge for HRM (Information Resource Management, 2004 p. 412). There is, therefore, a need to investigate the possibility of using XPM to enhance HRM practices and avoid work-life imbalances among employees. Background Rational There is a common consensus on the relationship between employee attitudes such as job satisfaction and commitment, and employee voluntary turnover (Ferris et al, p.616) which is clearly not good for an organization because it is a costly problem (Mathis & Jackson, 2011, p. 54).
Through HRM, organizations should, therefore, consider XPM’ s ability to increase and maintain workers job satisfaction and commitment in a demanding and stressful working environment (Mathis & Jackson p. 54). Significance There is a strong link between life satisfaction and work effectiveness thus when employees experience work-life imbalances, life dissatisfaction decreases as well as work performance (Williams, 2007, p. 28).
According to Jensen et al. (2007), management-supported flexible work arrangements are part of the solution to work-life imbalance (p. 70) while XPM promotes good social and organizational change by following a specific set of rules and practices (Stellman & Greene, 2005 p. 290). Investigating the potential of this relationship is therefore relevant and significant to counter the effect of employees’ work-life imbalances through XPM-modified HRM practices and processes. Need for the study As mentioned earlier, there is a need to avoid the costly effect of employees’ job dissatisfaction, lost of commitment, and poor performance and this can be done by finding a solution through HRM.
However, traditional HRM practices and processes may not be enough to satisfy their needs for flexible working arrangements, particularly in today’ s stressful working environment. Therefore, a study focusing on an alternative solution such as modification or insertion of XPM best practices in HRM is relevant and may be helpful in facilitating continuous employee job satisfaction. Theoretical and Conceptual Framework Liking a job is a universal and essential aspect of employees’ development as it is the main contributor to job performance, emotional and physical well-being.
In contrast, disliking a job contribute to stress and burnout (Haines, 2007, p. 7). In the same vein that creating and maintaining an efficient and motivated workforce is highly dependent on job satisfaction and perceived attitudes of employees (Winfrey, 2009, p. 9). This is the Herzberg two-factor theory where employees job satisfaction is associated with certain variables in their work such as achievement, recognition for achievement, interesting work, increased responsibility, growth and advancement (Mitchell, 2009, p.
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