Lifelong learning and skill development for project managers in the dynamic labor market landscape

Afam Uzorka; David Makumbi; Kagezi Kalabuki

doi:10.18282/hrms.v6i2.3401

Afam Uzorka Department of Art and Sciences, College of Education Open and Distance Learning, Kampala International University, Kampala 256, Uganda
David Makumbi Department of Art and Sciences, College of Education Open and Distance Learning, Kampala International University, Kampala 256, Uganda
Kagezi Kalabuki Department of Art and Sciences, College of Education Open and Distance Learning, Kampala International University, Kampala 256, Uganda

Article ID: 3401

238 Views

DOI: https://doi.org/10.18282/hrms.v6i2.3401

Keywords: lifelong learning; skill development; project managers; clinical trial; labor market; technology; professional development

Abstract

The purpose of this study is to examine the experiences of project managers working in the distinct environment of clinical trial organizations as project management changes in dynamic labor markets. The literature emphasizes the changing skill set needed for project managers and stresses the value of cognitive flexibility, interpersonal skills, and lifelong learning. Nonetheless, there is still a great deal to learn about how these dynamics appear in the setting of clinical trial organizations. By investigating project managers’ perspectives and involvement in lifetime learning and skill development inside clinical trial organizations, this study seeks to close this gap. To elucidate the nuances of their professional experiences, 64 project managers were interviewed using a qualitative methodology. Key themes emerged from the thematic analysis, including the importance of interpersonal and personal qualities, the dynamic nature of abilities like creativity and critical thinking, and the strategic application of lifelong learning. The findings add new evidence to the body of knowledge by offering a sector-specific understanding of the lifelong learning needs and skill requirements for project managers in clinical trial organizations. The study emphasizes how crucial it is to continuously learn to improve healthcare outcomes and adjust to industry-specific problems. Contextual implications encompass perspectives for entities seeking to maximize training regimens and augment the flexibility of project management groups in clinical trial environments. This work advances theoretical ideas and practical concerns for lifelong learning and skill development in clinical trial organizations. It also adds subtle insights into a specialized domain to the discourse on project management.

References

Al Hosani, A., Al Mheiri, H., & El Khatib, M. (2023). Emotional Intelligence as a Success Factor for Project and Project Manager. International Journal of Business Analytics and Security (IJBAS), 3(1), 42–55. https://doi.org/10.54489/ijbas.v3i1.202

Arefazar, Y., Nazari, A., Hafezi, M. R., & Maghool, S. A. H. (2019). Prioritizing agile project management strategies as a change management tool in construction projects. International Journal of Construction Management, 22(4), 678–689. https://doi.org/10.1080/15623599.2019.1644757

Cobb, C. G. (2023). The Project Manager’s Guide to Mastering Agile: Principles and Practices for an Adaptive Approach. John Wiley & Sons.

Dachner, A. M., Ellingson, J. E., Noe, R. A., & Saxton, B. M. (2021). The future of employee development. Human Resource Management Review, 31(2), 100732. https://doi.org/10.1016/j.hrmr.2019.100732

Drewery, D. W., Sproule, R., & Pretti, T. J. (2020). Lifelong learning mindset and career success: evidence from the field of accounting and finance. Higher Education, Skills and Work-Based Learning, 10(3), 567–580. https://doi.org/10.1108/heswbl-03-2019-0041

Elkbuli, M. O., Zulkiple, A., & Lee, C. K. (2023). The role of the project manager’s communication soft skills on risk management practices in Libyan oil & gas projects: The moderating role of experience. AIP Conference Proceedings, 2688(1), 030006. https://doi.org/10.1063/5.0112547

Ju, X., Ferreira, F. A. F., & Wang, M. (2020). Innovation, agile project management and firm performance in a public sector-dominated economy: Empirical evidence from high-tech small and medium-sized enterprises in China. Socio-Economic Planning Sciences, 72, 100779. https://doi.org/10.1016/j.seps.2019.100779

Kerzner, H. (editor). (2022). Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects. John Wiley & Sons Inc. https://doi.org/10.1002/9781119931270

Khatib, M. E., Kherbash, A., Qassimi, A. A., & Mheiri, K. A. (2022). How Can Collaborative Work and Collaborative Systems Drive Operational Excellence in Project Management? Journal of Service Science and Management, 15(3), 297–307. https://doi.org/10.4236/jssm.2022.153017

Kim, J., & Park, C. (2020). Education, skill training, and lifelong learning in the era of technological revolution: a review. Asian-Pacific Economic Literature, 34(2), 3–19. https://doi.org/10.1111/apel.12299

Kukah, A. S., Akomea-Frimpong, I., Jin, X., & Osei-Kyei, R. (2022). Emotional intelligence (EI) research in the construction industry: a review and future directions. Engineering, Construction and Architectural Management, 29(10), 4267–4286.

Marion, T. J., & Fixson, S. K. (2020). The Transformation of the Innovation Process: How Digital Tools are Changing Work, Collaboration, and Organizations in New Product Development*. Journal of Product Innovation Management, 38(1), 192–215. Portico. https://doi.org/10.1111/jpim.12547

Moradi, S., Kähkönen, K., & Aaltonen, K. (2020). Project Managers’ Competencies in Collaborative Construction Projects. Buildings, 10(3), 50. https://doi.org/10.3390/buildings10030050

Munir, F. (2021). More than technical experts: Engineering professionals’ perspectives on the role of soft skills in their practice. Industry and Higher Education, 36(3), 294–305. https://doi.org/10.1177/09504222211034725

Najeh, H., & Morched, S. (2023). Entrepreneurial resilience, a key soft skill to develop in a crisis situation: Proposal for a measurement scale. Journal of Business & Entrepreneurship, 32(2), 4.

Ribeiro, A., Amaral, A., & Barros, T. (2021). Project Manager Competencies in the context of the Industry 4.0. Procedia Computer Science, 181, 803–810. https://doi.org/10.1016/j.procs.2021.01.233

Singh Dubey, R., Paul, J., & Tewari, V. (2021). The soft skills gap: a bottleneck in the talent supply in emerging economies. The International Journal of Human Resource Management, 33(13), 2630–2661. https://doi.org/10.1080/09585192.2020.1871399

Ubfal, D., Arráiz, I., Beuermann, D. W., et al. (2022). The impact of soft-skills training for entrepreneurs in Jamaica. World Development, 152, 105787. https://doi.org/10.1016/j.worlddev.2021.105787