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

Abstract

The globalization of markets, the intensification of competition, and rapid technological advancements have prompted the emergence of new organizational structures centered on project-based approaches. These shifts have significantly impacted how companies operate, compelling them to reassess and redesign their human resources management systems to align better with the dynamic demands of project environments. In such settings, career development emerges as a critical aspect of HRM, playing a pivotal role in supporting employees' growth and ensuring the organization’s adaptability and success. This study sought to examine the role of career development in bridging the relationship between project-based organizational structures and effective HRM practices. To achieve this, a qualitative research approach was employed, involving 31 in-depth interviews with Libyan project managers. The findings revealed significant insights into the challenges and dynamics of career development within project-based organizational contexts. A prominent theme that emerged from the interviews was the limited availability of structured career development opportunities for project managers. This lack of opportunities is largely attributed to the temporary and transient nature of project-based roles, which often focus on short-term objectives rather than long-term career trajectories. Many participants expressed concerns about the absence of clear pathways for career advancement and professional growth, emphasizing the need for organizations to address these gaps proactively. The study highlights the importance of self-directed career development in project environments. Given the temporary and dynamic nature of their roles, project managers often bear the responsibility of managing their career trajectories. This involves taking proactive steps to enhance their competencies, maintain their relevance in the field, and seek out opportunities for skill development. The findings suggest that project managers who actively invest in their personal and professional growth are better positioned to navigate the challenges of project-based work and achieve career satisfaction. The results also underscore the need for organizations to implement HRM strategies that support career development in project-based settings. This includes providing training programs tailored to the unique demands of project management, facilitating mentorship and networking opportunities, and creating mechanisms for recognizing and rewarding contributions to projects. By fostering a culture that values and invests in career development, organizations can not only enhance employee satisfaction and retention but also strengthen their capacity to adapt to the evolving demands of a project-driven marketplace. This study highlights the critical role of career development in the context of project-based organizations. While the temporary nature of project roles poses challenges for traditional career progression models, it also offers opportunities for individuals to shape their career paths actively. Organizations must recognize the importance of supporting career development as an integral part of their HRM strategy, ensuring that project managers have the tools and resources needed to thrive in a competitive and rapidly changing environment. By addressing these issues, companies can better align their human resources practices with the realities of project-based work, fostering a more resilient and adaptable workforce.