لخّصلي

Purpose More attention should be paid to project managers' (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully.Practical implications The study identified many HRM practices and policies that are significantly associated with PMs' job satisfaction, yet many of these are not implemented to a significant extent by the employers.Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.The data collected were analysed using partial least square-structural equation modelling, independent samples t-test and Pearson's correlation.Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency.Originality/value The originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered.Design/methodology/approach A questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms.

Purpose
More attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper is to identify human resource management (HRM) policies and practices that lead to higher PMs’ job satisfaction.
Design/methodology/approach
A questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms. Data were collected via random, convenience and snowball sampling. The data collected were analysed using partial least square-structural equation modelling, independent samples t-test and Pearson’s correlation.
Findings
The findings show that PMs who are satisfied with their firms’ HRM practices and job rewards also have higher job satisfaction. Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency. Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.
Research limitations/implications
The limitations include the low response rate and the relatively small sample size of 81. The profile of respondents is largely from construction companies with more than 150 staff, and, therefore, the findings are more applicable to medium- to large-sized construction firms.
Practical implications
The study identified many HRM practices and policies that are significantly associated with PMs’ job satisfaction, yet many of these are not implemented to a significant extent by the employers. The practical implication is that employers of PMs should systematically implement these in order that their PMs have higher job satisfaction which is important for a project’s success.
Originality/value
The originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered. Its value is in showing that PMs derive greater job satisfaction when HRM policies encompass talent development, career coaching and a personalised management style. Among these important practices, those that have been neglected were also identified. The study offers recommendations on the HRM practices that firms should be put in place for their PMs to experience higher job satisfaction