Effects of Project Managers Use of Human Resource Management Tools and Techniques to Plan, Estimate, Acquire, Develop, Manage, and Control Project Teams Within Acquisition Mission-Oriented Organizations of The United States Department of the Navy
Graduate School of Business
Doctor of Business Administration (DBA)
John E. Johnson
Acquisition Workforce, HRM, PM, PRM, United States Navy
Bouton, Gregory Allen, "Effects of Project Managers Use of Human Resource Management Tools and Techniques to Plan, Estimate, Acquire, Develop, Manage, and Control Project Teams Within Acquisition Mission-Oriented Organizations of The United States Department of the Navy" (2021). Doctoral Dissertations and Projects. 2918.
Project management (PM) has long been recognized by the United States Department of the Navy (DON) as a necessary function to manage the development of Naval assets. The DON also recognizes the utility of human resources management (HRM) tools and techniques to support the planning, estimation, acquisition, development, management, and control of project teams within acquisition mission-oriented organizations of the DON. However, research indicates that there is ineffective use of HRM tools and techniques by project managers which can result in the potential for the integrity of the processes of a DON commissioned project to be adversely impacted. Therefore, this study examined the perspectives of project managers, project team members, and HRM practitioners within acquisition mission-oriented organizations of the DON in order to gain an understanding why ineffective use of HRM tools and techniques to plan, estimate, acquire, develop, manage, and control DON project teams. A multi-site qualitative case study research method and design was used to conduct this study. During this research personal observations were made; unclassified public documents were reviewed; and open-ended interviews were conducted with DON acquisition mission-oriented organizational project managers and supervisory HR specialists. The research resulted in findings specific to project manager and HR practitioner relationships, project manager and HR practitioner teamwork, and the acquisition and utilization of resources to enable productive project manager and HR practitioner relationships. During this research inferences for findings were discovered; as well, recommendations for action and continued research were posited by the researcher. This case study closes gaps in the DON PM and HRM bodies of knowledge, as well as expands the scope of understanding for publicly revered PM and HRM bodies of knowledge.