Conflicts related to Human Resource Management in Finnish Project-Based Companies




Health, Working Environment & Wellbeing, Learning & Competencies, Innovation & Productivity, Organization & Management


In contemporary working life of Nordic countries, employee involvement and well-being are emphasized and organizational functions and demands are continuously changing. Thus, the study of human resource management (HRM) practices and their consequences for employees is relevant. This study examines conflicts related to HRM in Finnish project-based companies and provides new information on the implications of conflicts in HRM practices for theorists and practitioners. The research was conducted qualitatively using content and thematic analysis. The findings suggest that conflicts framed within HRM practices are generally the result of the practices and expectations of the organization and management not meeting the views and expectations of the employees. Moreover, the lack of transparency and deficient or even absent HRM practices generate conflicts. The consequences of conflicts range from motivational problems and individual employees’ fatigue to the deterioration of team and organizational performance.

Author Biographies

Soila Lemmetty, University of Jyväskylä

Project researcher, Department of Education. E-mail:

Sara Keronen, University of Jyväskylä

Doctoral student, Department of Education

Tommi Auvinen, Jyväskylä University School of Business and Economics

Senior lecturer

Kaija Collin, University of Jyväskylä

Associate professor, Department of Education


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How to Cite

Lemmetty, S., Keronen, S., Auvinen, T., & Collin, K. (2020). Conflicts related to Human Resource Management in Finnish Project-Based Companies. Nordic Journal of Working Life Studies, 11(1).