Empowering project manager motivation – a UK example focusing on national culture

Abstract

Purpose This paper aims to conduct practical analysis inside an organisation operating within the UK to assess what factors may be decreasing motivation for information technology project managers collaborating with geographically dispersed team members from different national cultures. Design/methodology/approach The topic is analysed through the author’s knowledge and engagement with the organisation, and by connecting related literature to identify cause and effect. Findings Methods for improving project manager motivation are suggested through staff training, workshops, goal-setting theory and assignments abroad. This paper also makes a recommendation for project manager job redesign through the utilisation of the job characteristics model. Originality/value This paper highlights key considerations for HR professionals and Senior Management in terms of work design, coaching and policy implementation, and provides a redesigned job blueprint that will be beneficial for other organisations using project managers.