Human Resource Management (HRM) in project-oriented organizations is a relatively unexplored topic, though it is essential to the success of the organization and its competitive advantage. Project-oriented organizations operate differently from classic business organizations in that they adopt temporary organizations in the form of projects and programs, therefore the HRM approach they adopt should support this unique structure. This book takes a look at the multiple facets of HRM and how HRM should be applied in project-oriented organizations. Through four in-depth case studies over a spread of organizations, the authors investigate the distinctive characteristics of project-oriented organizations that lead to the need for specific HRM practices and considers the implications for organizations, projects and individuals.