Advancing Human Resource Project Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B SIOP Professional Practice Series
• Sprache: Englisch

Seitenzahl: 835

Veröffentlichungsjahr: 2014

Beschreibung

Get real-world solutions and evidence-based guidelines for HR project management challenges Tackling major human resources management projects can be daunting, but now you can learn from the lessons of HR professionals who have encountered roadblocks or challenges in similar contexts. Advancing Human Resource Project Management is an in-depth, thoughtful resource that highlights the knowledge and experience of those who have undertaken large HR projects. This guide illustrates what worked and what didn't, with a focus on evidence and real-world cases to illuminate effective strategies and solutions. Each chapter presents empirical findings complemented by professional judgment and wisdom from human resource management professionals well-versed in global business environments. Advancing Human Resource Project Management recognizes the importance of context, addresses the practical and professional implications of managing HR management projects in different industry sectors, and provides comprehensive coverage on implementing global development programs and project initiation and planning. Ideal for global Industrial and Organizational Psychology faculty and practitioners, graduate students, and, especially, HR professionals, this resource uncovers the best evidence-based practices available today for effective HR project management strategies. The book includes: * An emphasis on the implications and challenges of providing solutions for HR business problems on a global scale * Real-world cases and firsthand professional experiences with summaries of knowledge gained from research and practice * Advice on tackling challenges inherent in various stages of a project * Expertise and counsel from HR professionals familiar with large projects and from those who study and work in the field of project management Let this comprehensive resource guide your approach to initiating and managing large HR projects. With solid, empirical evidence and relatable case studies, Advancing Human Resource Project Management is the ideal professional companion for those looking to strengthen their project techniques, project leadership, and management skills.

Leseprobe

Table of Contents

The Professional Practice Series

Series page

The Professional Practice Series

Title page

Copyright page

List of Tables and Figures

Tables

Figures

Foreword

About the Editors

About the Contributors

CHAPTER ONE: Introduction

Human Resource Management Project Scenarios

Overview

Structure of the Volume

References and Further Reading

Section One: Case Studies: Context Matters

CHAPTER TWO: Redesigning Microsoft's High Potential Development Experience

Introduction

Project Life Cycle

Challenges Inherent in Each Phase of the Project

Conclusion

References and Further Reading

Appendix: Stakeholder Map Instructions

CHAPTER THREE: Litigation-Driven Human Resource Management Changes

Background

Project Scope and Requirements

Planning

How We Succeeded

Outcomes

Summary

Note

References

CHAPTER FOUR: Project A: Five Keys to Management and Scientific Success

Project A Context

Project A Objectives

Project A Design

Keys to Success: How Project A Was Conducted

Project Outcomes

Conclusions

Notes

References and Further Reading

CHAPTER FIVE: Managing Critical Assessment and Development Components of a Global Leadership Development Program

The Context

Initiating the Project

Carrying Out the Project

Closing the Project

Challenges

Lessons Learned

Conclusion

References and Further Reading

Section Two: Fundamentals: Transferable Wisdom

CHAPTER SIX: Preparing for an HR Project

Introduction

Importance of Planning for Human Resource Management Projects

Framework and Tools for Human Resource Project Planning

Contextual Factors to Consider When Planning HR Projects

“Top Six” Project Planning Risk Points and Mitigation

Sources of Information/Expertise on Project Planning and Summary

References and Further Reading

CHAPTER SEVEN: Project Initiation

Introduction and Overview

Initiating the Project

Creating the RFP

Vendor/Consultant Perspective

Client Perspective

References and Further Reading

CHAPTER EIGHT: Planning and Organizing

Introduction

Why Planning?

The

Why

Question

The

What

Question: The Work Breakdown Structure as the Project's Backbone

The

How

Question: Constructing the Plan Network

The

Who

Question: Knowing the Organization

Who Does What

: The Responsibility Assignment Matrix

The

When

and

How Much

Questions: Establishing the Project Baseline

Conclusion

References and Further Reading

CHAPTER NINE: Effective HR Project Execution: Understanding Project, Team, and Stakeholder Issues

Introduction

Project Launch Meetings

Project Intangibility

HR Credibility as a Strategic Partner

Project Stakeholder Collaboration

Dealing with Externalities

Cost Control

Quality Control

Managing Project Materials: Delivery and Acceptance

Summary and Conclusions

References and Further Reading

CHAPTER TEN: Contracts Administration for HR Practitioners

Introduction

Contract Types and Procurement Methods

Pricing

Billing Schedules and Payment Terms

Contract Terms and Conditions

Legal Requirements

Employment Laws

Government Contracts

Contracting Modifications

Representations and Certifications

Strategic Alliances

Conclusion

References and Further Reading

Appendix A: Sample Subcontract Agreement

Appendix B: Examples of FAR and DFAR Government Clauses

CHAPTER ELEVEN: Maintaining Security

Digital Transformation

Why Care About Security?

Know Your Data and Who Is Responsible for It

Know How the Data Flows

Protect Data Appropriately

Follow Through and Monitoring

Develop Flexible Solutions

Reference

Section Three: Applications: Strategic Issues

CHAPTER TWELVE: Managing in a Global Environment

The Institutional Context for Projects

Managing HR Projects in a Global Environment

References and Further Reading

CHAPTER THIRTEEN: The Development of Project Management Skills

Introduction

Project Management Competencies

The Development Process

Implications for Project Manager Development

Note

References and Further Reading

Appendix:  International Project Management Association Competencies

CHAPTER FOURTEEN: Leading and Managing Projects: Insights from the HR Quadriad

Introduction

The New Project Leadership

Project Managers' Responsibility for HRM

Comparing Contexts

Research Methodology

Type A Settings

Type B Settings

Leading and Managing Projects: Groups or Teams

Conclusion

References and Further Reading

CHAPTER FIFTEEN: Toward a Comprehensive Project Stakeholder Management Approach for HR Projects

The Relevance of Stakeholder Management for HR Projects

Project Stakeholder Management Approaches

Summary

References and Further Reading

CHAPTER SIXTEEN: The Four Cs of Human Resource Project Teams: Context, Configuration, Cycles, and Challenges

Introduction

Definitions

Managing Project Teams Across Human Resource Activities

Conclusion

Note

References and Further Reading

CHAPTER SEVENTEEN: Knowledge Management in the Project Context: What It Means for HR Projects

Foundational Notions

Learning from HR Projects: A Multi-Level Within- and Between-Project Perspective

Closing Remarks

References and Further Reading

Note

CHAPTER EIGHTEEN: Ethics and Governance in the Temporary Organization

Overview

Introduction to Business Ethics

What Organizations Do to Address Ethical Issues

Implications for HR Projects

References and Further Reading

Section Four: Conclusion

CHAPTER NINETEEN: HR Project Cases, Fundamentals and Applications: Lessons Learned and Other Advancements

Concluding Thoughts

References and Further Reading

Name Index

Subject Index

End User License Agreement

List of Tables

Table 2.1.  Overview of the Project Plan

Table 2.2.  Conducting Best Practice Research

Table 5.1.  Competency x Assessment Matrix

Table 5.2.  Mid-Point Evaluation Survey Questions

Table 6.1.  Common Project Plan Components and Descriptions

Table 6.2.  In/Out Analysis for a Pre-Employment Assessment Project

Table 6.3.  Major Contextual Factors and Considerations

Table 6.4.  “Top Six” Project Planning Risk Points, Indicators, and Suggested Mitigation Strategies/Tools

Table 7.1.  Some Tips on Preparing an RFP

Table 7.2.  Vendor Proposal Process Checklist

Table 7.3.  Top Ten List for the RFP Process: Lessons Learned

Table 8.1.  Examples of Project Goals, Outcomes, Deliverables, and Constraints

Table 8.2.  Example of a WBS Codification

Table 10.1.  Commonly Encountered Contract Types in the Practice of Industrial and Organizational Psychology

Table 10.2.  Commonly Encountered Billing Schedules in the Practice of Industrial and Organizational Psychology

Table 10.3.  Common Contract Terms

Table 13.1.  Performance Competency Units and Example Elements from the PMCDF

Table 13.2.  Personal Competency Units and Example Elements from the PMCDF

Table 13.3.  Examples of AIPM Certification Levels for the Unit “Communication”

Table 13.4.  Elements and Sample Performance Criteria for the AIPM Unit “Communication” at the Project Manager Level

Table 13.5.  Dimensions Associated with Potential for Development

Table 14.1.  Intra-Functional and Inter-Functional Project Work

Table 14.2.  Comparing the HR Quadriads

Table 15.1.  Managing

of

Versus Managing

for

Stakeholders

Table 15.2.  Overview: Project Stakeholder Management

Table 15.3.  Design of the Project Start-Up Phase

Table 15.4.  Stakeholder Analysis for Two Selected Stakeholders

Table 15.5.  Excerpt from the Stakeholder Engagement Plan

Table 15.6.  Excerpt from the Risk Analysis

Table 16.1.  Examples of the Four Cs as a Function of Type of HR Project

Table 17.1.  Examples of Learning Mechanisms Within and Between Projects as a Function of Knowledge Transformation Processes

Table 18.1.  Frequency of Most Severe Ethical Issues in Project Governance Paradigms

Table 18.2.  Organizational Remedies to Types of Ethical Issues

Table 18.3.  Percentage of Organizations and Their Type of Help to Address Ethical Issues

Table 19.1.  Use of Project Management Practices

List of Illustrations

Figure 2.1.  Power/Interest Stakeholder and Prioritization MapAdapted from www.mindtools.com/pages/article/newPPM_07.htm, and Project Management Institute, 2013, p. 397.

Figure 3.1.  Partial Project Timeline

Figure 3.2.  Sample Performance Appraisal Scale

Figure 3.3.  Sample Management Plan Task

Figure 3.4.  Project Players and Stakeholders

Figure 4.1.  Project A Management Structure

Figure 5.1.  ADP Overview

Figure 5.2.  ADP Coaching Class 6 Model

Figure 5.3.  ADP Process Flow

Figure 6.1.  Stakeholder Management Status Update

Figure 7.1.  Overview of RFP Process

Figure 8.1.  Project Planning Process Overview

Figure 8.2.  Work Breakdown Structure Approaches

Figure 8.3.  Example of WBS for an HR Project

Figure 8.4.  Work Package Description Example

Figure 8.5.  Example of an Activity Network

Figure 8.6.  Critical Path Principles

Figure 8.7.  Example of a Responsibility Assignment Matrix

Figure 11.1.  Data Flow Example

Note

:  SSL = Secure Sockets Layer, the standard security technology for establishing an encrypted link between a web server and a browser. SFTP = Secure File Transfer Protocol.

Figure 14.1.  The HR Quadriad in Project-Based Organizations

Figure 15.1.  Typical Stakeholders of an HR Project

Figure 15.2.  Help Versus Harm PotentialsBased on Savage, Nix, Carlton, and Blair, 1991, p. 65.

Figure 15.3.  Case Study Project: Systemic Board for Project Stakeholder Analysis

Figure 15.4.  Abstracted View of the Final Project Stakeholder Analysis

Figure 15.5.  Abstracted View of the Project Stakeholder Analysis, Focus on Project Organization

Figure 15.6.  Abstracted View of the Project Stakeholder Analysis, Focusing on Employees and Clients

Figure 15.7.  Abstracted View of the Project Stakeholder Analysis, Focus on Workers' Council

Figure 15.8.  Project Organization Chart

Figure 15.9.  Excerpt of Project Scorecard of the Case Study Project, Status Project Meeting

Figure 16.1.  Illustration of an Integrated Project Team

Figure 16.2.  Example of a Multi-Team Project System

Figure 16.3.  HR Systems Implementation Project Team Configuration

Figure 17.1.  Organizational Knowledge Creation ProcessAdapted from Nonaka and Takeuchi, 1995.

Figure 18.1.  Four Governance Paradigms

Guide

Cover

Table of Contents

Start Reading

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The Professional Practice Series

The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives, and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:

Focus on practice, but grounded in science

Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice

Showcase the application of industrial and organizational psychology to solve problems

Document and demonstrate best industrial and organizationalbased practices

Stimulate research needed to guide future organizational practice

The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and orga­nizational psychology to solve human-related organizational problems.

Previous Professional Practice Series volumes include:

Published by Jossey-Bass

Diversity at Work: The Practice of InclusionBernardo M. Ferdman, EditorBarbara R. Deane, Associate Editor

Developing and Enhancing Teamwork in Organizations: Evidence-Based Best Practices and GuidelinesEduardo Salas, Scott I. Tannenbaum, Debra J. Cohen, Gary Latham, Editors

Managing Human Resources for Environmental SustainabilitySusan E. Jackson, Deniz S. Ones, Stephan Dilchert, Editors

Technology-Enhanced Assessment of TalentNancy T. Tippins, Seymour Adler, Editors

Advancing Executive Coaching: Setting the Course for Successful Leadership CoachingGina Hernez-Broom, Lisa A. Boyce, Editors

Going Global: Practical Applications and Recommendations for HR and OD Professionals in the Global WorkplaceKyle Lundby with Jeffrey Jolton

Strategy-Driven Talent Management: A Leadership ImperativeRob Silzer, Ben E. Dowell, Editors

Performance Management: Putting Research into PracticeJames W. Smither, Manuel London, Editors

Alternative Validation Strategies: Developing New and Leveraging Existing Validity EvidenceS. Morton McPhail, Editor

Getting Action from Organizational Surveys: New Concepts, Technologies, and ApplicationsAllen I. Kraut, Editor

Customer Service DeliveryLawrence Fogli, Editor

Employment Discrimination LitigationFrank J. Landy, Editor

The Brave New World of eHRHal G. Gueutal, Dianna L. Stone, Editors

Improving Learning Transfer in OrganizationsElwood F. Holton III, Timothy T. Baldwin, Editors

Resizing the OrganizationKenneth P. De Meuse, Mitchell Lee Marks, Editors

Implementing Organizational InterventionsJerry W. Hedge, Elaine D. Pulakos, Editors

Organization DevelopmentJanine Waclawski, Allan H. Church, Editors

Creating, Implementing, and Managing Effective Training and DevelopmentKurt Kraiger, Editor

The 21st Century Executive: Innovative Practices for Building Leadership at the TopRob Silzer, Editor

Managng Selection in Changing OrganizationsJerard F. Kehoe, Editor

Emlving Practices in Human Resource ManagementAllen I. Kraut, Abraham K. Korman, Editors

Individual Psychological Assessment: Predicting Behavior in Organizational SettingsRichard Jeanneret, Rob Silzer, Editors

Performance AppraisalJames W. Smither, Editor

Organizational SurveysAllen I. Kraut, Editor

Employees, Careers, and Job CreatingManuel London, Editor

Published by Guilford Press

Diagnosis for Organizational ChangeAnn Howard and Associates

Human Dilemmas in Work OrganizationsAbraham K. Korman and Associates

Diversity in the WorkplaceSusan E. Jackson and Associates

Working with Organizations and Their PeopleDouglas W. Bray and Associates

The Professional Practice Series

SERIES EDITORAllen I. KrautBaruch College, CUNY/Kraut Associates, USA

EDITORIAL BOARDSeymour AdlerAon Consulting, USA

Neil R. AndersonBrunel University, United Kingdom

Neal M. AshkanasyUniversity of Queensland, Australia

C. Harry HuiUniversity of Hong Kong, China

Elizabeth B. KolmstetterUnited States Agency for International Development, USA

Kyle LundbyGlobal Aspect Human Capitol Advisors, USA

William H. MaceyCEB, USA

Lise M. SaariBaruch College, CUNY/New York University, USA

Handan SinangilMarmara University, Turkey

Nancy T. TippinsCEB, USA

Michael A. WestLancaster University, United Kingdom

Cover image: Thinkstock

Cover design: Wiley

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Library of Congress Cataloging-in-Publication Data

Advancing human resource project management / edited by Richard J. Klimoski, Beverly A. Dugan, Carla Messikomer, FranÇois Chiocchio, editors.

            pages cm -- (J-B SIOP professional practice series)

    Includes index.

        ISBN 978-1-118-45803-7 (hardback); 978-1-118-89397-5 (ebk); 978-1-118-89396-8

1.  Personnel management.    2.  Project management.    I.  Klimoski, Richard J., editor of compilation.

    HF5549.A488    2014

    658.3–dc23

                                                                                2014016514

List of Tables and Figures

Tables

Table 2.1. Overview of the Project Plan

Table 2.2. Conducting Best Practice Research

Table 5.1. Competency x Assessment Matrix

Table 5.2. Mid-Point Evaluation Survey Questions

Table 6.1. Common Project Plan Components and Descriptions

Table 6.2. In/Out Analysis for a Pre-Employment Assessment Project

Table 6.3. Major Contextual Factors and Considerations

Table 6.4. “Top Six” Project Planning Risk Points, Indicators, and Suggested Mitigation Strategies/Tools

Table 7.1. Some Tips on Preparing an RFP

Table 7.2. Vendor Proposal Process Checklist

Table 7.3. Top Ten List for the RFP Process: Lessons Learned

Table 8.1. Examples of Project Goals, Outcomes, Deliverables, and Constraints

Table 8.2. Example of a WBS Codification

Table 10.1. Commonly Encountered Contract Types in the Practice of Industrial and Organizational Psychology

Table 10.2. Commonly Encountered Billing Schedules in the Practice of Industrial and Organizational Psychology

Table 10.3. Common Contract Terms

Table 13.1. Performance Competency Units and Example Elements from the PMCDF

Table 13.2. Personal Competency Units and Example Elements from the PMCDF

Table 13.3. Examples of AIPM Certification Levels for the Unit “Communication”

Table 13.4. Elements and Sample Performance Criteria for the AIPM Unit “Communication” at the Project Manager Level

Table 13.5. Dimensions Associated with Potential for Development

Table 14.1. Intra-Functional and Inter-Functional Project Work

Table 14.2. Comparing the HR Quadriads

Table 15.1. Managing of Versus Managing for Stakeholders

Table 15.2. Overview: Project Stakeholder Management

Table 15.3. Design of the Project Start-Up Phase

Table 15.4. Stakeholder Analysis for Two Selected Stakeholders

Table 15.5. Excerpt from the Stakeholder Engagement Plan

Table 15.6. Excerpt from the Risk Analysis

Table 16.1. Examples of the Four Cs as a Function of Type of HR Project

Table 17.1. Examples of Learning Mechanisms Within and Between Projects as a Function of Knowledge Transformation Processes

Table 18.1. Frequency of Most Severe Ethical Issues in Project Governance Paradigms

Table 18.2. Organizational Remedies to Types of Ethical Issues

Table 18.3. Percentage of Organizations and Their Type of Help to Address Ethical Issues

Table 19.1. Use of Project Management Practices

Figures

Figure 2.1. Power/Interest Stakeholder and Prioritization Map

Figure 3.1. Partial Project Timeline

Figure 3.2. Sample Performance Appraisal Scale

Figure 3.3. Sample Management Plan Task

Figure 3.4. Project Players and Stakeholders

Figure 4.1. Project A Management Structure

Figure 5.1. ADP Overview

Figure 5.2. ADP Coaching Class 6 Model

Figure 5.3. ADP Process Flow

Figure 6.1. Stakeholder Management Status Update

Figure 7.1. Overview of RFP Process

Figure 8.1. Project Planning Process Overview

Figure 8.2. Work Breakdown Structure Approaches

Figure 8.3. Example of WBS for an HR Project

Figure 8.4. Work Package Description Example

Figure 8.5. Example of an Activity Network

Figure 8.6. Critical Path Principles

Figure 8.7. Example of a Responsibility Assignment Matrix

Figure 11.1. Data Flow Example

Figure 14.1. The HR Quadriad in Project-Based Organizations

Figure 15.1. Typical Stakeholders of an HR Project

Figure 15.2. Help Versus Harm Potentials

Figure 15.3. Case Study Project: Systemic Board for Project Stakeholder Analysis

Figure 15.4. Abstracted View of the Final Project Stakeholder Analysis

Figure 15.5. Abstracted View of the Project Stakeholder Analysis, Focus on Project Organization

Figure 15.6. Abstracted View of the Project Stakeholder Analysis, Focusing on Employees and Clients

Figure 15.7. Abstracted View of the Project Stakeholder Analysis, Focus on Workers' Council

Figure 15.8. Project Organization Chart

Figure 15.9. Excerpt of Project Scorecard of the Case Study Project, Status Project Meeting

Figure 16.1. Illustration of an Integrated Project Team

Figure 16.2. Example of a Multi-Team Project System

Figure 16.3. HR Systems Implementation Project Team Configuration

Figure 17.1. Organizational Knowledge Creation Process

Figure 18.1. Four Governance Paradigms

Foreword

This book is destined to be a well-thumbed volume, kept close at hand by many practitioners and academics. It will serve as a reference, a playbook, and instructional manual for those who will be managing a variety of projects. It will certainly help to minimize the “speed bumps” and to avoid the hidden “landmines” in our practice.

The book will appeal especially to people new to project management, which includes almost all of us at some point. Typically, our education prepares us to work alone or in small groups. Projects grow larger and more complex as we progress in our careers. If we are lucky, we gather experience along with the necessary bruises as we progress in our work. This book will make the “school of hard knocks” a lot easier, because it furnishes a checklist of issues to be faced, examples of how to cope with such issues, and a new understanding of our responsibilities in carrying out projects. As a result, the contents of this book will also be quite useful for experienced practitioners who want to mentor more junior colleagues, for faculty members who want to teach or give guidance to students, and for all practitioners who value a template they can use as a reminder list.

When the proposal for this book was first sent to me, I was surprised and delighted, as was the SIOP Professional Practices Editorial Board when they reviewed it. We saw that this book would fill an important hole in most practitioners' skill sets. The management of projects is rarely taught to us. We learn mostly from experience. Sometimes we are lucky enough to have a manager, mentor, or more senior colleague who can help us by example or instruction. After all, we all want to know the things to consider in contracting a project, setting up and working with a timeline, dealing with budget and even legal issues, and coping with ethical concerns that may come up during a project.

The beauty of this book is that it distills the experience of many skilled practitioners with wonderful examples of what must be done on projects large and small to result in success. Overviews of the key issues are presented and then also shown in various case studies, so we can truly see how project management is done and how it pays off in project success.

All of the book's editors are highly qualified, and they represent a variety of professional backgrounds. To illustrate just a bit of this context: Richard Klimoski is a highly regarded industrial-organizational (I-O) psychologist based in academia. Beverly Dugan, also a distinguished I-O psychologist, works in a pre-eminent human resources consulting organization. Carla Messikomer is a leader in the formal study and teaching of project management. François Chiocchio is a social scientist in a leading Canadian business school.

The editors also have recruited a set of chapter contributors with superb credentials and lots of real-life experience. They come from major industries and consulting firms, as well as from academic settings, and from different professional backgrounds. Their organizations are often global ones. About one-third of the authors in this volume are from outside of the United States, mostly from Western Europe and Canada. As our world becomes more globalized in trade and cultural exchange, successful project management demands an equally broad awareness, and this volume helps the reader to achieve that understanding.

The book's title, Advancing Human Resource Project Management, may be too modest, I think, in zeroing in on the “human resource project.” Its practical value extends beyond HR to any sizable project done in the social sciences or in different organizations. All such projects need to deal with contracting and ethical issues, getting the necessary resources to the right people at the right time, assessing the outcomes of the project for oneself and the client, and implementing results. A broad view of “project” would fit equally well to a basic employee selection project, the installation of a performance management process, a merger and acquisition, or the undertaking of basic research in the social sciences. On a smaller scale, it would also apply to most projects done as part of a graduate course.

We, the readers and users of this book, are indebted to the editors and the other contributors for sharing their experiences and understanding with us. Their work is really a gift to us, in more than one way. A fact, not well known, is that the editors and contributors to this series receive no payment, except for a copy of the book. All royalties go to SIOP, to help further the aims of this professional organization. So I am grateful for, and enthusiastically applaud, their contribution to our knowledge.

Allen I. Kraut, Ph.D.

Professional Practice Series Editor

Rye, New York

March 6, 2014

About the Editors

Richard J. Klimoski, Ph.D., holds a dual appointment as both professor of psychology and professor of management in the School of Management at George Mason University, Fairfax, Virginia. His teaching and research interests center on managing the human side of work organizations, especially through effective leadership and the involvement of work teams. His numerous original research contributions have appeared in such places as the Academy of Management Journal, Academy of Management Learning and Education, Administrative Science Quarterly, Journal of Applied Psychology, Personnel Psychology, Academy of Management Learning and Education, and many other well-respected journals. He is a past editor of the Academy of Management Review and served as an associate editor of the Academy of Management Learning and Education journal. He is a member of numerous journal editorial boards. He has co-authored several books, including Research Methods in Human Resource Management (1992), The Nature of Organizational Leadership (2002), Emotions in Work Organizations (2002), and the Handbook of Psychology (Volume 12): Industrial and Organizational Psychology (2003). Most recently he co-authored Research Com­panion to the Dysfunctional Workplace: Management Challenges and Symptoms (2007).

Beverly A. Dugan, Ph.D., has more than twenty-five years of experience in managing projects in the areas of talent management, program evaluation, and organizational consulting. She recently retired from the Human Resources Research Organization (HumRRO), where she was a vice president and division director. In this position she was responsible for developing and maintaining the corporate capability to perform leading-edge talent management research and development services for federal agencies, associations, and the private sector. This included ensuring that research and consulting staff developed solid project management and consulting skills. She also has experience as an internal consultant in the telecommunications industry and has made numerous invited presentations internationally on U.S. human resource practices. She recently founded Triangle Leadership Consulting and provides leadership coaching and organizational development services. She received her Ph.D. in experimental psychology from the University of Tennessee at Knoxville and is a member of the Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting Psychology, the American Psychological Association, and the International Coach Federation.

Carla Messikomer, Ph.D., is manager, Academic Resources, at the Project Management Institute (PMI), where she directs the organization's sponsored research program and supports the work of project management scholars internationally. She received her M.A. and Ph.D. in sociology from the University of Pennsylvania. Prior to joining PMI, she was the director of a not-for-profit research and education center focused on social issues in health care, including gerontology, organizational ethics, mental health, and the development of professional codes of ethics. Her interest and work in ethics is cross-disciplinary and has appeared in the Fordham Law Review, Perspectives in Biology and Medicine, Journal of Geriatrics and Gerontology Education, and the Journal of Business Ethics, as well as in edited volumes. Her recent research interests fall in the areas of knowledge management and engaged scholarship.

François Chiocchio, Ph.D., is an organizational behavior and human resource management professor at the University of Ottawa's Telfer School of Management. His research focuses on projects, teamwork, and collaboration. Dr Chiocchio is one of the only academics specializing in industrial and organizational psychology who is also certified as a Project Management Professional (PMP) by the Project Management Institute and a Certified Human Resources Professional (CHRP) by the Canadian Council of Human Resources Associations. He has chaired the Canadian Society for Industrial and Organizational Psychology and the Organizational Behaviour Division of the Administrative Sciences Association of Canada.