This document discusses various theories related to project human resource management. It covers Maslow's hierarchy of needs, McGregor's Theory X and Y, contingency theory, Herzberg's motivation-hygiene theory, expectancy theory, achievement theory, conflict resolution techniques, and constructive team roles. The document was created in 2007 and references two books on project management and the PMP exam.

1. PROJECT MANAGEMENT, PMI APPROACH (PMP)
PROJECT HUMAN RESOURCE MANAGEMENT
Sayed Ahmed
BSc. Eng. in CSc. & Eng. (BUET, Bangladesh)
MSc. in CSc. (University of Manitoba, Canada)
http://sayed.JustEtc.net
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References:
Book: PMP in Depth by P. Sanghera
Book: The PMP Exam, How to Pass on Your First Try
Project Management Lessons in Undergraduate Study

2. REFERENCES & SOURCES
 Book: PMP in Depth by P. Sanghera
 Read on 2007
 Book: The PMP Exam, How to Pass on Your First Try
 Read on 2007
 Project Management Lessons in Undergraduate Study
 Articles from the Internet
 Originally created these notes back on 2007
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3. PROJECT HUMAN RESOURCE MANAGEMENT
 Some topics on Project Human Resource
Management
 that Project Managers Should Understand
 Maslow's Hierarchy of Needs
 McGregor's Theory X and Theory Y
 Contingency Theory
 Herzberg's Motivation-Hygiene Theory
 Achievement Theory
 Conflict Resolution
 Constructive Team Roles
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4. MASLOW'S HIERARCHY OF NEEDS
 Maslow's Hierarchy of Needs
 Basic theory of motivation.
 Five levels of motivation
 Lower needs
 Physiological - food, clothing, shelter
 Security - freedom from fear, job protection, safety
 Acceptance - being a part of the team
 Higher Needs
 Esteem - feeling of importance
 Self actualization - Live and work with full potential
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5. MCGREGOR'S THEORY X AND THEORY Y
 McGregor's Theory X and Theory Y
 Applies to management approach
 Theory X
 People are selfish, unmotivated, dislike work
 People must be forced to work
 Constant supervision required
 Theory Y
 People are naturally motivated to work
 Team members need very little external supervision
 Assembly line organizations may benefit from
 X type of managers
 Better that you avoid Theory X for Knowledge
Workers
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6. CONTINGENCY THEORY
 Contingency Theory
 Managers may be task oriented or relationship oriented
 In stressful situations task-oriented managers become
more successful
 While in calm situations relationship-oriented managers
perform better
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7. HERZBERG'S MOTIVATION-HYGIENE THEORY
 Herzberg's Motivation
 Hygiene Theory
 Some factors are not directly motivating but their absence will
make some people unsatisfied.
 Such as
 Hygiene Factors
 Motivational Factors
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8. HERZBERG'S MOTIVATION-HYGIENE THEORY
 Hygiene Factors
 Supervision
 Work Condition
 Relationship with co-workers
 Paycheck
 Company Policy
 Motivational Factors
 Achievement
 Recognition
 Work
 Responsibility
 Growth
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9. EXPECTANCY THEORY
 Expectancy Theory
 Anticipation of a reward or good outcome is a motivation
 But the motivation will only work if the target is
achievable/practical
 If a person is told if he can sale 100,000 in 4 weeks, he
will get 10000$ as bonus. The person will feel motivated
only if he can think it is possible
 but if he feels it is impossible, no motivation will be there
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10. ACHIEVEMENT THEORY
 Achievement Theory
 People need achievement, power, and affiliation
 Achievement
 Desire to accomplish something
 Power
 Desire to influence the behavior of others
 Affiliation
 Desire to belong to a group
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11. ACHIEVEMENT THEORY
 Forms of Power
 The project manager may enjoy the following forms of power
 Reward
 reward a team member
 Expert
 When the manager is an expert, people will listen to him[best
form of power]
 Legitimate
 Power due to the position
 Referent
 Example: A manager very close to the CEO may feel/enjoy
higher power than he really has
 Punishment
 worst type
 Best Form
 Reward and Expert 11
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12. CONFLICT RESOLUTION
 Conflict Resolution
 Methods of Conflict Resolution
 Problem-solving
 Solve the problem (root cause of the problem)
 Compromise
 Forcing: never good in the long run
 Smoothing
 not recommended. Does not solve the issue
 Withdraw
 ignore the issue. not a resolution
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13. CONSTRUCTIVE TEAM ROLES
 Constructive Team Roles
 Initiators
 Information seekers
 Information givers
 But not confidential information
 Encouragers
 Clarifiers
 Harmonizers
 Summarizers
 Gate Keepers
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