The role of task-related antecedents for the development of turnover intentions in temporary project teams

Performance Outcomes of Turnover Intentions in Temporary Organizations: A Dyadic Study on the Effects at the Individual, Team, and Organizational Level

“…Additional workload can also result in a work‐life‐conflict of an employee, which can be defined as difficulty to fulfill the demands of both, (several) work roles and family role (Greenhaus and Beutell, ; Abstein et al, ). This can lead to emotional stress and negative feelings towards the work environment and significantly reduce the commitment to the TO (Amstad et al, ; Nuhn et al, ). In such a context, adaptivity, which on the level of the TO refers to the reaction to changes in the team, will be reduced.…”

“…A temporary organization is usually part of a permanent organization. The PO sets up the TO and provides it with the necessary resources (Engwall, ; Nuhn et al, ). Unlike in more permanent work groups, members of a TO do not experience a long socialization process and therefore can hardly develop a higher commitment to the TO than to the PO.…”

Human resource management in project-based organizations: revisiting the permanency assumption

“…In this respect, for instance, HRM research could investigate how the HRM-strategy relationship is affected by the temporary nature of structures and actors in the different forms of temporary organizing. Besides, following the recent attempts we indicated above (see, Ferreira et al, 2013;Nuhn et al, 2018), research could also scrutinize how traditional HRM concepts, e.g. employee turnover, satisfaction or retention, have to be reconceptualized for the temporary context.…”

“…While staff membership in permanent organizations is typically established by an employment contract, employment in projects in general and PBOs in particular is often merely or additionally based on assignment to a temporary task (Turner, 2009). Research shows that project members can have different roles in several projects simultaneously (Tyssen et al, 2013) and often participate in team decisions such as staffing or work organization (Hanisch & Wald, 2014;Nuhn et al, 2018). Nevertheless, projects and project managers are not mentioned in a recent review of the role of managers across all hierarchical levels in HRM, from board to bottom; nor are they even included among the 28 search terms that span five categories of managers (Steffensen et al, 2019).…”

“…Nevertheless, projects and project managers are not mentioned in a recent review of the role of managers across all hierarchical levels in HRM, from board to bottom; nor are they even included among the 28 search terms that span five categories of managers (Steffensen et al, 2019). In the case of PBOs as temporal hybrids, support functions such as HRM usually remain in the permanent part because of the limited duration of projects and are hence not dissolved after the completion of projects (Nuhn et al, 2018). It is therefore argued that key HRM activities such as payment, promotion and career development are implemented in the permanent and not the temporary part of PBOs (Bredin & S€ oderlund, 2011).…”