When project-based management causes distress at work
By: ASQUIN, Alain
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Contributor(s): GAREL, Gilles | PICQ, Thierry.
Material type: 
ArticlePublisher: Oxford : Elsevier, feb. 2010Subject(s): Gestão de Pessoas | Gestão de Projetos | Motivação | ImplementaçãoInternational Journal of Project Management 28, 2, p. 166-172Abstract: The aim of this paper is to explore the collateral effects of project-based management. Our purpose is not to deny the value of projects to corporate performance but to encourage companies to pay greater attention to the collateral effects this form of management causes for both individuals and groups. To this end, an exploratory research exercise was devised as a means of gathering evidence from interviews conducted outside the workplace but in a sufficiently rigorous manner to guarantee its authenticity. Three categories of risks were identified, together with nine main pathologies. These results reveal the need for a more detailed study in order to encourage the human resources function (HRF) to engage with the issues raised
The aim of this paper is to explore the collateral effects of project-based management. Our purpose is not to deny the value of projects to corporate performance but to encourage companies to pay greater attention to the collateral effects this form of management causes for both individuals and groups. To this end, an exploratory research exercise was devised as a means of gathering evidence from interviews conducted outside the workplace but in a sufficiently rigorous manner to guarantee its authenticity. Three categories of risks were identified, together with nine main pathologies. These results reveal the need for a more detailed study in order to encourage the human resources function (HRF) to engage with the issues raised
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