Career Development as a Bridge Between Project-Based Structures and Effective HRM Practices

Abstract

The globalization of markets, intensified competition, and rapid technological advancements have driven the emergence of project-based organizational structures, necessitating a reassessment of human resource management (HRM) practices. Career development plays a pivotal role in ensuring employee growth and organizational adaptability within project environments. This study examines the role of career development in bridging project-based structures and effective HRM practices. Using a qualitative research approach, 31 in-depth interviews were conducted with Libyan project managers. Findings reveal a significant lack of structured career development opportunities in project-based settings, largely due to the temporary and goal-specific nature of project roles. Many participants expressed concerns about the absence of clear career advancement pathways, underscoring the need for proactive organizational strategies to support career growth. The study highlights the importance of self-directed career development, as project managers must actively seek opportunities to enhance competencies, maintain relevance, and advance professionally. Managers who invest in their own growth are better equipped to navigate the challenges of project-based work. The findings also emphasize the need for HRM strategies that support career development, such as specialized training programs, mentorship opportunities, and recognition mechanisms. By fostering a culture that values career development, organizations can enhance employee satisfaction, retention, and adaptability. This study underscores the critical role of career development in project-based organizations, urging companies to align HRM practices with project-driven work environments to build a resilient and dynamic workforce.