The Impacts of Career-Related HRM Practices on Project Worker Positive Attitude Toward Organizational Change

Abstract

This study investigates the relationship between a project worker’s attitude toward organizational change and the organization’s career-related human resources management (HRM) practices. A quantitative research study utilizing survey data collected in China was conducted with project workers in the oil and gas industry. A hierarchical regression model was used to identify how HRM practices impact employee positive attitudes toward organizational change (PATOC). Study results indicate that professional development programs are not statistically significant predictors of project worker PATOC. The results also show that internal promotion opportunities can significantly predict a project professional’s PATOC. Findings suggest that project management contextual influences may limit the efficacy of some HRM practices.