| In the discipline of project management philosophy, | | | | something. It is an internal force that directs |
| human resource management is considered as the | | | | workforces to act in a particular way to satisfy a |
| crux element and its significance unique. Project | | | | particular need. |
| management staffing solutions must incorporate | | | | Motivation is goal directed behavior, and the goal is to |
| proper inside thinking to produce strong firm results. | | | | accomplish the project objectives. |
| Human resource management is the process of | | | | However, concept of motivation is mainly a |
| managing people of the project with the human | | | | psychological factor and relates to those forces |
| approach, which means employing and deploying | | | | operating within the individual employee; which impel |
| people, developing and utilizing their skills, maintaining | | | | him to act or not act in certain ways. |
| and compensating their deliveries, and directing their | | | | In project management staffing solutions there are |
| forces towards a project goal. | | | | many theories that have been derived by experts and |
| In a project, the human workforce remains the nucleus | | | | among them three excellent theories evolved: |
| energy, thrusting the project brim to the maximum | | | | 1. Maslow's Hierarchy of Need Theory - Abraham |
| extent for object fulfillment. | | | | Maslow |
| Philosophy of Staffing | | | | 2. Herzberg's Motivation-Hygine Theory of Motivation - |
| Staffing includes practice from recruiting, selecting, and | | | | Frederick Herzberg |
| establishing workforces for a project, and even firing | | | | 3. McGregor's Theory of X and Y - McGregor |
| them when they are no longer needed. Project | | | | These outstanding theories are scientifically proven |
| planning identifies the staffing need for the project and | | | | and are considered prime human resource gauging |
| once the needs are determined then the process is | | | | tools. |
| set to meet them. | | | | Motivation is an important force behind the |
| Recruiting is the process of identifying the sources of | | | | performance of employees in the project and is |
| potential employees and encouraging them to apply | | | | directly associated with the project performance. |
| for the jobs. The goal is to recruit enough qualified | | | | Performance Appraisal and Reward Management |
| candidates so that the desired people are selected; in | | | | Project goals can be achieved when people or |
| short, the recruiting process is discovering potential | | | | workforces put in their best efforts; how to ascertain |
| candidates with the ability and attitude for actual or | | | | their performances on a given job? The answer to this |
| anticipated project vacancies. | | | | is Performance Appraisal. |
| As in today's highly complex and competitive | | | | Performance Appraisal is the process of systematic |
| scenarios, the choice of choosing the right person for | | | | evaluation of the individual or the group with respect to |
| the right task has far-reaching implications; therefore, it | | | | their performance to the job and their potential for |
| is the process of attracting more candidates to the | | | | development. |
| project, in order to select the most suitable candidate | | | | Reward Management is designing, implementing, and |
| who can help and serve the project to achieve its | | | | maintaining a pay system which helps to improve |
| objectives. | | | | project performance within project cost constrains. |
| Selection is an immediate process that starts after | | | | However, a reward is to motivate people for what |
| recruitment, where the qualified personnel can be | | | | they are doing and what they can do, in and for the |
| chosen from applications; in short, it is the process of | | | | project. The most obvious rewards staff may get |
| choosing the most likely candidate from those | | | | from the work is his pay; however rewards also |
| individuals who can perform the project task | | | | include promotions, desirable work assignments, |
| successfully. | | | | reorganization, and a host for there less obvious |
| Placement is an establishing process of the ideal | | | | payoffs. |
| candidates to their respective positions and determining | | | | In brief, project staffing involves the productive |
| their part in the project for which accepted. | | | | utilization of people in achieving an assigned project |
| Socialization is an adjusting process for the new | | | | endeavor. |
| employees; making them familiar with the project's | | | | Humans are the workforce, the workforce that |
| unfamiliar environments, surroundings, coworkers and | | | | activates other resources into existence of any |
| new job responsibilities. Socialization strongly influences | | | | project. Human workforces are neither a commodity |
| employee performance for project stability. | | | | nor a resource like mechanical tools; neither their |
| Motivating Human Resources | | | | potency can be defined nor it can be accurately |
| Project human resource management is the effective | | | | measured by any material apparatus. The potency of |
| use of human resources in order to enhance project | | | | human workforces must be treasured as the capital, |
| performance and motivate all involved towards project | | | | and its creativity should be highly privileged. |
| goals; this is a primary action that should be followed. | | | | A successful project inevitably requires proper human |
| The term motivation has been derived form the word | | | | resource management and project management |
| motive, which means the urge to do or not to do | | | | staffing solutions. |