IP-1 Report - Spring 2024-1

The Impact of Agile Methodologies on HR Practices in
Project-based organization
A Proposal Submitted
By
Hafsa Aamir (61308)

Mehak Basheer (62503)
Muhammad Daniyal Aziz (66312)
Ayesha Kashif (60086)
To
Department of Business Administration
In partial fulfilment of
The requirement for the
Degree of
MASTER OF BUSINESS ADMINISTRATION
In
Project Management
This Project has been
Accepted by the faculty
FACULTY OF BUSINESS ADMINISTRATION
Mr. Danish Hussain
Advisor
Research Facilitation Centre – RFU,

Iqra University
IP‐1 (SPRING SEMESTER)
2024)
Acknowledgment
Firstly, we thank Almighty Allah who is the most beneficial and the most merciful. We would
want to convey our heartfelt gratitude to everyone who made it possible for us to complete this
project.
We would like to express our heartfelt gratitude to Sir Danish Hussain, our supervisor. All of his
contributions to us have been extremely beneficial in completing this project. While working on
this project, we learn a lot of new things. We work together to complete the project and
demonstrate our teamwork. His immense knowledge and experience always guide us while
working on this project.
Finally, I would like to thank all those who have given their important time and are involved in
this directly or indirectly.
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Executive Summary
This research study provides an overview of the agile methodology in HR practices in project-
based organizations. This executive summary presents the findings of a quantitative research
study conducted to investigate the impact of agile methodology on HR practices. The integration
of Agile methodology with Human Resource (HR) practices in project-based businesses is
examined in this study. Created for software development, the agile technique places a high
value on adaptability, teamwork, and iterative development. This study explores the application
of these ideas to HR practices in project-based firms to improve productivity, flexibility, and job
satisfaction.
The research will collect data from a diverse sample of project managers, contractors, and
stakeholders involved in both traditional agile methodology and advanced agile methodology
processes. The study utilizes a quantitative research design, employing a structured questionnaire
as the primary data collection instrument. The questionnaire will be distributed to a randomly
selected sample of project professionals from various sectors in Pakistan. A total of 200
completed responses shall be obtained and subjected to rigorous statistical analysis.
The analysis of the collected data will reveal several key findings regarding the effects of agile
methodology on project success in Pakistan which includes cost control, time management,
quality assurance, and stakeholder satisfaction. Firstly, Agile improves flexibility and
responsiveness in project management. Secondly, it increases the team productivity by breaking
the smaller and manageable task allowing for more efficient use of resources. Thirdly it
enhances customer satisfaction by delivering frequent updates.
The finding of this research will demonstrate that the integration of Agile methodology into HR
practices significantly benefits project-based organizations. Agile HR practices enhance
organizational flexibility and responsiveness allowing for quick adaption to changing project
requirements and market conditions. Collaboration improves and communication is achieved
through agile emphasis on teamwork and regular feedback loops, which align HR activities more
closely with project goals.
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Table of content
Contents
Chapter 1 – Introduction..................................................................................................................6
1.1 Background of the Study...................................................................................................7
1.2 Problem Statement............................................................................................................7
1.3 Purpose o f the Study........................................................................................................8
1.4 Significance of the study...................................................................................................8
Chapter 2 –Literature Review..........................................................................................................9
2.1 Introduction to Agile Methodology..................................................................................9
2.1.1 Origin and Evaluation of Agile.................................................................................9
2.1.2 Key Principles and Values of Agile........................................................................10
2.2 Agile Methodology and HR Practices............................................................................10
2.2.1 Alignment of Agile Principles with HR Practices...................................................10
2.3 Talent Acquisition and Recruitment in Agile Organizations..........................................12
2.3.1 Skill Sets and Competencies for Agile Teams........................................................12
2.3.2 Innovative Recruitment Strategies...........................................................................12
2.3.3 Cultural Fit and Agile Mindset in Hiring................................................................13
2.4 Performance Management in Agile Settings..................................................................13
2.4.1 Continuous Feedback Mechanisms.........................................................................13
2.4.2 Shift from Individual to Team-Based Performance Reviews..................................13
2.4.3 OKRs and KPIs in Agile Performance Evaluation..................................................14
2.5 Training And Development for Agile Competence:.......................................................14
2.5.1 Agile specific training program:..............................................................................14
2.5.2 Continuous learning and professional development:...............................................16
2.5.3 Mentorship and coaching in agile teams:................................................................16
2.6 Employee engagement and motivation:..........................................................................17
2.6.1 Intrinsic motivation and empowerment in agile team:............................................17
2.6.2 Employee well-being and work-life balance:..........................................................17
2.6.3 Recognition and rewards systems aligned with agile values:..................................18
2.7 Theoretical Frameworks and Models..............................................................................18
2.7.1 Agile HR Models and Theories...............................................................................18
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2.7.2 Change Management Theories Relevant to Agile Adoption...................................22

2.7.3 Behavioral Theories Supporting Agile Practices.....................................................26
2.8 Future Directions and Trends in Agile HR.....................................................................28
2.8.1 Impact of Technology and Digital Tools on Agile HR...........................................28
2.8.2 Emerging Agile Practices and Innovations in HR...................................................29
2.8.3 Predictions for the Future of Agile in HR...............................................................30
Chapter 3 – Research Methodology..............................................................................................33
3.1 Research Approach..............................................................................................................33
3.2 Research Design...................................................................................................................33
3.3 Sampling Design.............................................................................................................34
3.3.1 Target Population....................................................................................................34
3.3.2 Sample Size.............................................................................................................34
3.3.3 Sample Technique...................................................................................................34
3.4 Instruments of Data Collection.......................................................................................34
3.4.1 Reliability and Validity of Instrument.....................................................................34
3.5 Procedure of Data Collection..........................................................................................35
3.5.1 Research Design......................................................................................................35
3.5.2 Population and Sample............................................................................................35
3.5.3 Data Collection Instruments....................................................................................35
3.5.4 Data Collection Process...........................................................................................35
3.5.5 Ethical Considerations.............................................................................................36
3.6 Statistical Techniques.....................................................................................................36
3.6.1 Quantitative Data Analysis......................................................................................36
3.6.2 Qualitative Data Analysis........................................................................................36
3.6.3 Document Analysis..................................................................................................37
3.7 Ethical Considerations....................................................................................................37
3.8 Limitations:.....................................................................................................................37
References..................................................................................................................................38
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Chapter 1 – Introduction
In recent years, Agile methodology implementation has helped bring a major change in project
management across several sectors, hence transforming the underlying dynamics within
businesses that are project-based. This change has had a significant impact on Human Resources
(HR) procedures in addition to how projects are carried out. Traditional HR practices must be
evaluated in light of agile processes, which are distinguished by iterative development, cross-
functional teams, and a strong emphasis on cooperation and adaptation. The effects can be seen
in some areas, such as talent acquisition, where there is an increasing need for adaptable and
culturally compatible people; performance management, which now prioritizes ongoing
feedback and team-based assessments; and organizational culture as a whole, which places a
greater emphasis on openness, adaptability, and ongoing learning. HR must take a more active
role in creating an atmosphere that encourages quick change and creativity in order to comply
with agile methods. This entails creating fresh approaches to training and development in order
to guarantee ongoing professional development that complements Agile's iterative structure.
Furthermore, rather of being authoritative, leadership styles are changing to be more supportive
and facilitative, allowing staff members to take the initiative and make decisions. In order to
ensure that the workforce is both robust and agile in the face of uncertainty and rapid change,
HR practices must adapt as firms continue to embrace Agile principles.
Additionally, there has been a transformation in the organization's overall environment to value
transparency, adaptability, and ongoing learning. These days, HR's responsibilities also include
creating an atmosphere that encourages innovation and quick change, as well as creating fresh
approaches to training and development to guarantee ongoing career advancement. Agile
frameworks have also seen a shift in leadership approaches toward ones that are more
encouraging and facilitative, encouraging workers to take the initiative and make decisions. In
order to help project-based firms improve performance, competitiveness, and resilience in a
constantly changing business environment, this thesis explores the complex effects of Agile
practices on HR practices.
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1.1 Background of the Study
Agile methodology is naturally flexible and adaptable, it has become an essential framework for
project management in modern project-based enterprises. Agile project management, in contrast
to traditional project management techniques, enables teams to react quickly to changes in
requirements, scope, or client needs. This reduces interruptions and guarantees that projects stay
in line with changing expectations and market conditions. In dynamic contexts where static plans
can soon become outdated, this agility is essential.
Moreover, Agile fosters improved teamwork and communication by implementing procedures

like iterative reviews and regular stand-up meetings. Frequent encounters cultivate an
environment of open communication, guaranteeing ongoing information sharing and
coordination among all team members and stakeholders. This degree of cooperation is necessary
to keep the project moving forward and quickly resolve problems.
A further significant advantage of agile is its emphasis on gradual development and ongoing
feedback. Teams can concentrate on providing incremental improvements by dividing projects
into smaller, more manageable segments known as "sprints," which enables early issue detection
and resolution.
In conclusion, the Agile approach gives project-based businesses a strong framework that
encourages adaptability, fosters better teamwork, and strengthens the capacity to produce high-
quality results quickly. Because of this, Agile is a crucial methodology in the current project
management environment, where success depends on flexibility and ongoing development.
1.2 Problem Statement
Despite the growing adoption of Agile methodologies in project-based organizations, there is

limited understanding of how these methodologies impact HR practices. Traditional HR
practices often rely on rigid, hierarchical structures that may not align well with the
collaborative, iterative nature of Agile frameworks. This misalignment can lead to challenges in
recruitment, training, performance management, and team dynamics. Therefore, there is a need
to explore the intersection of Agile methodologies and HR practices to identify best practices,
potential pitfalls, and strategies for successful integration.
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1.3 Purpose o f the Study
This research aims to examine how lean, agile, and resilient affect human resource management
(HRM) and how performance and innovation are affected inside the business. The purpose of the
study is to show how LARG HRM may improve employee productivity and creativity, which
will eventually improve organizational outcomes, by examining data from experts and managers
in the service industry of Pakistan. Being one of the first studies to investigate these paradigms
in the context of HRM in Pakistan, this research fills a vacuum in the literature by offering
managers useful insights on using LARG HRM to increase creativity and performance. The
purpose of this study is to contribute to the development of a deeper theoretical understanding of
employee agility through the HR practices of employee agility. A person cannot be agile
(behavior goal) unless they are open to change, and the degree of their resistance to change is
determined by their attitude toward change.
1.4 Significance of the study
This study is significant because it can shed light on how Agile techniques and HR practices are
changing in project-based enterprises. Agile principles are becoming more and more popular in a
variety of industries, and for any organization looking to improve its performance, efficiency,
and agility, it is imperative to comprehend how they affect HR. This research will shed light on
the ways that Agile approaches require adjustments to talent acquisition, performance
management, and organizational culture. As a result, it will provide HR professionals with a road
map for navigating these changes successfully. [1]
By exploring the opportunities and challenges of agile methodology, the study helps to
understand and develop more supportive and responsive HR strategies that match and collide
with the dynamic nature of modern projects of the environment.
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Chapter 2 –Literature Review
2.1 Introduction to Agile Methodology
2.1.1 Origin and Evaluation of Agile
Agile methodology has roots in manufacturing and project team management.

The 1970s marked the emergence of Agile, which was developed in response to the demand of
project managers in the aerospace, computer, and defense industries. Software professionals also
began to question the effectiveness of traditional methods in the late 1990s and early 2000s.
In the early 1950s to 1980s waterfall model was used. It is a linear design application; one phase
is linked up with another.
Figure-1 Agile Development Methodology
The issue of the waterfall is about predominately emphasizing the freezing of necessity
speciﬁcations or the high-level plan exceptionally early within the advancement life-cycle. So,
the waterfall show is likely to be unacceptable on the off chance that prerequisites are not well
understood/deﬁned or are likely to alter within the course of the venture. [2]
During the period of 1980s to 1990s Incremental and iterative models are used. Agile methods
and iterative and incremental development (IID) were to a great extent the transmission of those
straightforwardly focused on manufacturing or software advancement, these approaches are
presently more broadly recognized over distinctive organizational levels. Senior administration
is presently driving the selection of Agile methods coming about in a quick increment in their
take-up, counting in businesses that have already had a little introduction to these ways of doing
trade. [3]
In the mid-1990s Scrum and XP methods were used. An iterative system that employments
gatherings, parts, and tools to assist groups in collaborating on complex ventures. Scrum groups
utilize an item accumulation to oversee the work to be done, and a sprint excess to arrange
assignments for the following increase. Where An Agile methodology that focuses on software
advancement best hones, quality, and responsiveness to client needs. XP orders designing hones,
and groups can oblige changing needs amid cycles by swapping things on the off chance that
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work hasn't begun on them yet.
2.1.2 Key Principles and Values of Agile
Principle
 Our highest need is to fulfill the client through early and nonstop conveyance of a
profitable program.
 Welcome changing necessities, indeed late in advancement. Agile processes harness
alters for the customer's competitive advantage
 Provide a working program regularly, from one or two weeks to a handful of months,
with an inclination to the shorter timescale.
 Construct projects around motivated people. Deliver them the environment and support
they require, and believe them to urge the work done.
 The foremost efficient and successful method of passing on data to and inside an
advancement group is face-to-face discussion.
 Agile processes advance economic improvement. The supports, designers, and users
should be able to preserve a steady pace uncertainly.
 The most excellent models, prerequisites, and plans develop from self-organizing groups.
 Simplicity the art of maximizing the amount of work not done is basic. [4]
Values
 Individuals and interactions over processes and tools
 Working software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan [4]
2.2 Agile Methodology and HR Practices
2.2.1 Alignment of Agile Principles with HR Practices
In large organizations HR office controls learning and improvement programs, alter

administration, representative engagement, representative maintenance, compensate
administration, ability procurement, etc. There's feedback for HR that it has been taking a back
situate for a long period and has been doing nothing for the changes that have been happening in
organizations. However, HR departments in many organizations have taken responsibility for such
change which are as follows:
a. Agile Recruitment
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It is an old perception that recruitment is the HR department's duty but it would be part of
functional management. Enlisting moreover happens at all times and organizations ought to
attempt to enroll individuals who are the proper fit for the organization.
b. Agile Performance Management
Measuring performance through agile becomes more effective. Agile Performance Management
(APM) changes conventional execution management by adjusting it with Agile principles,
emphasizing persistent input, collaboration, and flexibility. Rather than yearly audits, APM
advocates for visit check-ins and real-time criticism. This approach allows managers and peers to
supply prompt, significant bits of knowledge, tending to issues and celebrating victories as they
happen. Standard audits, conducted bi-weekly or monthly, guarantee that workers get consistent
support and guidance.[6]
Objective setting in APM is additionally more dynamic. Targets and Key Results (OKRs) are
utilized to set clear, quantifiable objectives that can be surveyed and balanced frequently. This
iterative preparation guarantees that objectives stay pertinent and adjusted to both personal
development and organizational needs. By fostering a culture of ceaseless change, APM energizes
representatives to set individual advancement objectives and get continuous bolster and input.
c. Agile Career Paths and Succession Management
HR features a great responsibility towards the career arranging of employees. HR must consider
hundreds of people to fill a position in a large organization. Most of the time, this handle is private
where others get to know the individual who was chosen for that position after naming him/her to
that position. By the by, in agile career administration, the choice handle ought to be transparent.
There are no strict career ways, and the reason for spry career administration is to create
competencies. In conventional career administration, supervisors choose almost progression, but
agile career administration workers assign future directors. In dexterous career administration,
there's transparency in replacing employees.[5]
d. Agile Learning and Development
Agile Learning and Development (L&D) in HR focuses on making a dynamic, responsive, and
personalized approach to employee development and ability securing. Not at all like
conventional preparing programs that take after a settled plan, Spry L&D emphasizes iterative
and persistent learning custom-fitted to a person's needs. This strategy permits representatives to
get to just-in-time preparing time-assets, empowering them to secure important abilities when
they are most required. By breaking down learning into smaller, reasonable modules,
representatives can rapidly apply unused information to their assignments, upgrading their
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execution and efficiency. [7]

In an Agile L&D system, input is nonstop and plays a basic part in forming the learning travel.
Standard check-ins and evaluations offer assistance in recognizing expertise holes and learning
openings, permitting the convenient alteration of advancement plans. This approach guarantees
that preparing remains significant and adjusted with both individual career objectives and
organizational goals.
Collaboration and information sharing are too central to Spry L&D. Workers are energized to
memorize from each other through peer-to-peer preparation, cross-functional ventures, and
collaborative workshops. This cultivates a culture of persistent advancement and innovation,
where information isn't siloed but unreservedly traded over the organization.
By coordinating Agile principles into Learning and Improvement, HR offices can make a more
versatile, lock-in, and compelling preparation environment. This not as it were upgrades
representative aptitudes and fulfillment but moreover guarantees that the organization remains
competitive and competent in reacting quickly to industry changes and challenges.
2.3Talent Acquisition and Recruitment in Agile Organizations
2.3.1 Skill Sets and Competencies for Agile Teams

In Agile organizations, the recruitment process emphasizes identifying candidates with the right
skill sets and competencies essential for Agile teams. Unlike traditional project management
approaches that may prioritize technical skills and experience, Agile teams require a blend of
technical proficiency and soft skills. Key competencies include adaptability, collaboration,
effective communication, problem-solving, and the ability to work in iterative, fast-paced
environments.[7]
Adaptability is crucial because Agile environments are characterized by rapid changes and
evolving project requirements. Candidates must be comfortable with ambiguity and capable of
adjusting their approach as needed. Collaboration and communication are also paramount, as
Agile frameworks such as Scrum and Kanban rely heavily on teamwork and regular interactions
among team members and stakeholders. Problem-solving skills enable team members to quickly
address and overcome obstacles, maintaining project momentum and ensuring continuous
delivery of value.
2.3.2 Innovative Recruitment Strategies
Agile organizations adopt innovative recruitment strategies to attract and retain talent that aligns
with their methodologies. Traditional recruitment processes, which often involve lengthy hiring
cycles and rigid evaluation criteria, are being replaced by more dynamic and flexible approaches.
One strategy is the use of hackathons and coding challenges, which allow organizations to assess
candidates' real-time problem-solving abilities and teamwork skills.
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Agile organizations also leverage social media and professional networks to reach potential
candidates. Platforms like LinkedIn, GitHub, and Stack Overflow provide opportunities to
engage with talent pools and identify individuals who are active in Agile communities.
Employee referral programs are also emphasized, as current employees who thrive in Agile
environments can refer candidates likely to possess similar qualities.
2.3.3 Cultural Fit and Agile Mindset in Hiring
Cultural fit and an Agile mindset are critical factors in the recruitment process for Agile
organizations. Beyond technical skills, recruiters look for candidates who embody the values and
principles of Agile methodologies. This includes a willingness to embrace change, a focus on
continuous improvement, and a commitment to collaborative work.
To assess cultural fit, organizations may use behavioral interview techniques and situational
judgment tests. These methods help evaluate how candidates have handled past experiences and
how they are likely to behave in Agile environments. Additionally, incorporating current team
members in the interview process can provide insights into how well a candidate might integrate
with the existing team dynamics.
2.4 Performance Management in Agile Settings
2.4.1 Continuous Feedback Mechanisms
Performance management in Agile settings shifts from annual reviews to continuous feedback
mechanisms. Continuous feedback is integral to Agile principles, fostering an environment of
ongoing improvement and adaptation. Techniques such as daily stand-up meetings, sprint
reviews, and retrospectives provide regular opportunities for team members to give and receive
feedback.
Daily stand-ups, for example, allow team members to discuss progress, identify roadblocks, and
plan the day's tasks. This constant communication ensures that feedback is timely and relevant,
enabling immediate adjustments. Sprint reviews and retrospectives offer structured settings for
more in-depth feedback, focusing on what went well, what didn't, and how processes can be
improved in future iterations.[9]
2.4.2 Shift from Individual to Team-Based Performance Reviews
Agile methodologies emphasize collective ownership and collaboration, which has led to a shift
from individual to team-based performance reviews. In Agile settings, success is often measured
by the performance of the team as a whole rather than individual contributions. This shift
encourages collaboration, reduces competition among team members, and aligns with the Agile
value of delivering working software over comprehensive documentation.[10]
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Team-based performance reviews involve evaluating how well the team meets its goals, adheres
to Agile practices, and collaborates effectively. Tools such as peer reviews and 360-degree
feedback can provide a holistic view of team performance, incorporating perspectives from
various stakeholders, including team members, product owners, and customers.
2.4.3 OKRs and KPIs in Agile Performance Evaluation
Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs) are essential tools
for performance evaluation in Agile environments. OKRs align individual and team goals with
the organization's strategic objectives, ensuring that everyone is working towards the same
outcomes. They are typically set quarterly and are designed to be ambitious and measurable.
KPIs, on the other hand, provide specific metrics to track performance and progress. In Agile
settings, KPIs might include metrics such as velocity (the amount of work completed in a sprint),
cycle time (the time taken to complete a task), and customer satisfaction scores. By regularly
reviewing OKRs and KPIs, Agile teams can ensure they are on track to meet their goals and can
make data-driven decisions to adjust their strategies as needed.
2.5 Training And Development for Agile Competence:
2.5.1 Agile specific training program:
Agile is an advanced thinking for software development, initially, it focuses on value delivery to
customers and problem-solving. Agile training programs are the skeleton of speed, flexibility
adaptability, and collaboration.
To achieve effective coordination between teams within an organization can be demanding but
it's most essential to understand the benefits of agile program management establishing a clear
vision among team members for goals and objectives helps to align them in the same path for
common goals. cross-functional team formation reduces dependencies and encourages
knowledge. Power distribution among team member roles can build the trust within team and
organization. trust ultimately turns members to be more creative and flexible. Communication is
the key source of knowledge and acknowledgment. Open to discussing doings, problems, and
ways to connect with goals. These check balances help team members to stay connected and the
organization to make possible changes. Make sure team members acknowledge what to prioritize
and plan toward their specific goals.
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Though agile-specific training programs object to educate persons and teams on the principles,
practices, and methodologies of agile project management and development. Here are some
prominent agile-specific training programs and certifications:
1. Certified ScrumMaster (CSM):
This course offers a thorough understanding of the Scrum framework, including roles, events,
artifacts, and the core values and principles of Scrum. It's ideal for those looking to become
effective Scrum Masters or team members.
2. Professional Scrum Master (PSM):
Training focuses on the Scrum framework, teaching the basics of Scrum, its principles, the role
of the Scrum Master, and how to use it in real-life situations. It is meant for Scrum Masters and
anyone responsible for making Scrum work successfully.
3. Agile Certified Practitioner (PMI-ACP):
This certification covers different agile methods, including Scrum, Kanban, Lean, Extreme
Programming (XP), and Test-Driven Development (TDD). It is intended for project managers
who use agile practices in their projects.
4. - Certified Agile Leadership (CAL):
For leaders who are willing to bring agile methods to their organizations. It teaches agile
leadership principles, managing organizational change, and being flexible as a leader.
5. Leading Safe (Scaled Agile Framework):
This training is designed for implementing agile across large enterprises. Coving lean agile
leadership, team and technical agility, and Safe practices.
6. -ICAgile Certified Professional (ICP):
International Consortium for Agile (ICAgile) is an entry level provides broad understanding of
agile principles and practices. Covers agile mindset, values, principles, and foundational
concepts.
7. -Disciplined Agile Scrum Master (DASM):
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agile and lean techniques. It helps individuals understand how to tailor their way of working
(WoW) to fit their specific context.
8. -Agile PM Foundation and Practitioner:
Integrated agile principle with project management practices.
9. Certified Kanban Coach (CKC) and Certified Kanban Practitioner (CKP):
These certifications focus on the Kanban method, a lean approach to managing and improving
work across human systems.
10. Agile HR Certified Practitioner:
This certification is designed for HR professionals who want to apply agile principles to human
resources practices.
These agile training programs and certifications help people and organizations use agile methods
successfully, leading to better teamwork, flexibility, and happier customers.
2.5.2 Continuous learning and professional development:
Continuous learning encourages employees to prioritize ongoing learning and improvement.it is

helpful in every new gain skill, existing skills are being improved and updated in concern field.
Continuous learning can enhance these skills by training, workshops, group coaching’s and
interactions. Continuous learning and professional development are vital methods and
procedures for sustaining and improving skills and knowledge. It increases confidence and
abilities. Increases in confidence ultimately lead to a person's success because confidence and
competence ensure taking on new tasks and challenges. New opportunities and situations can be
tackled with responsibilities and effective execution.
Continuous learning helps individuals to develop learning skills. It helps to work in any situation
like situational leadership, engaging people and guiding them effectively. Improves problem-
solving skills, and decision-making skills by continuous learning and development.
There are different types of learning in which an individual can be skilled.
 Formal education: it defines a formal way to be educated by educational institutes for

professional certifications.
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 Informal learning: it is defined as regular facing experiences of a person's life and

environment.it is no structured and self-directed learning.
 Social learning: it defines the learning process when an individual shares knowledge and
experiences with a culture.
2.5.3 Mentorship and coaching in agile teams:
Coaching and mentoring are both essential in an agile team. Because both are ways to improve
and transfer skills within teams. Coaching focuses on improving performance and guiding
procedures, polishing skills, and a clear vision to mindset. On the other hand, mentoring is
something to provides knowledge, experiences, and professional development. In agile they are
both valuable together. Agile Coaches keep an eye on high-level estimation from organizational
culture. Creating a working environment more adaptable and improving. Giving a decentralized
environment to the team for making decisions and taking ownership. Coaching is needed when
new projects and tasks are initiated rather mentorship is necessary when initiated projects team
members need further guidance and advice to career development and growth.
2.6 Employee engagement and motivation:
2.6.1 Intrinsic motivation and empowerment in agile team:
Motivation refers to an individual internal and external desire to do something like take
ownership of achieving goals and outcomes of actions. Motivation somehow plays an important
role in the effectiveness of individual meeting objectives. Whereas Empowerment refers to the
delegation of authority to do something.it is the process of becoming strong and confident. It
gives voice to employees and wings to share thoughts and obstacles that affect their performance
and abilities. We can say it is the practice of motivating yourself or maybe some others to
accomplish objectives.
Agile teams are self-managed and have the independence to take action over presented
situations. Agile promotes autonomy which increases their intrinsic motivation for
responsibilities and taking ownership of their specific and considering goals and objectives.
Independencies gave the freedom to plan, design, and execute ideas and thoughts. Motivated and
empowered employees are more productive and contribute to the organization's success. An
agile workplace provides opportunities for growth and development. Agile team methodologies
encourage communication within teams as well as collaboration within cross-functional teams.
Scrum Teams: Collection of team members working on product increments. Scrum framework
highly appreciated communication among team members.
Kanban Teams: Kanban teams represent separate cards for every work item. Which team
members are intrinsically motivated by smooth workflow progress is tracked a highly visual
manner?
Lean Teams: Follow the lean principle to maximize customer value and minimize waste. so the
lean group individuals are more autonomous and empowered to make decisions and reduce
waste within and outside the processes.
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2.6.2 Employee well-being and work-life balance:
Work-life balance is very important for the well-being of employees and their mental health. It
means that they can have their work-life responsibilities and personal accountability to manage
prosperously and flourish in every aspect of life. Employees who fulfill their work and personal
responsibilities balance considered doing a good job and enjoying enough time to recharge.
A healthy balance of work and life provides mental growth and engagement with possible
creative and innovative mindsets. In this way, employers have heavy duties to consider all such
aspects to motivate, engage, satisfied their employees. Such policies and rules regulation are
made to focus on the well-being of employees. Employers have to perform a significant role in
marketing policies and procedures that showcase the importance of employee well-being. For
example: paid overtime, loans, medical facilities, annual leaves, rewards, career opportunity
growth transparent evaluations, and so on.
2.6.3 Recognition and rewards systems aligned with agile values:
Internal and external factors that affect individuals’ ability to do something or desires to achieve
goals and objectives. Agile motivation plays an important role for individuals. Extrinsic
motivation refers to external factors which also connected to intrinsic factors. Extrinsic
motivation is tangible and intangible affected by purely outside rewards for example money,
promotion, grades, recognition fame.
Agile rewards and recognition work fuel motivation for employee involvement and competency.
the alignment of rewards with short-term goals and giving recognition to teams and individuals
causes them to feel motivated and valued. Enhances job satisfaction and resilience of team
members.
Agile believes in team-based rewards and values teamwork and coordination. Collective
achievements are important therefore rewards and recognition are in the form of a team. Agile
aligning recognition and reward systems with values helps to create a sportive environment. A
supportive environment motivates high performance of team culture. Agile culture provides
flexibility and adaptability. Individuals who are most adaptable and responsive toward change
can be recognized and rewarded because team members are required to be flexible and
responsive in facing challenges and successful improvements. Feedback plays an important role
in agile principles because it drives customers and value to customers. Continuous feedback
assures input and effort of team recognition. Iterative in agile projects regularly improves team
efforts to meaningful values and rewards. While team performance receives recognition, opens
the doors to opportunities for professional success and skill development.
Overall, it is said that recognition and rewards in agile play a vital role in organizational success
and employee satisfaction. Human assets in an organization are considered as a backbone. Agile
recognition and rewards open career opportunities, growth advancements, motivation towards
fulfilling organization objectives, and teamwork build collaboration and coordination within and
cross-functional or cultural environment. employees become more flexible to adapt to changes
and behave in situational requirements. Which also emphasizes their leadership skills and
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increases decision-making abilities.

2.7 Theoretical Frameworks and Models
2.7.1 Agile HR Models and Theories
Human resource models and theories that have been fashioned with the agile approach find their
basis in methods designed for application in software programming (Eom & Lee, 2013; Hofert,
2022). These methodologies have been developed and implemented for different business
disciplines however, one discipline that has benefited from these methodologies in recent years
has been human resource (HR). Agility in HR is a set of strategic approaches that has been
purposely developed to offer accelerated responsiveness to organizational change and new
requirements that are closer to the emerging business environment (Doz, 2020; Chowdhury,
2024). The following section provides a detailed description of these models and theories along
with the research done in the past.
1. Scrum in HR
Scrum is one of the most popular Agile systems and sometimes when people discuss it, and call
it the method of working twice as fast in half as much time (Sutherland, 2014). Used when
implementing a project that needs a combination as the work progresses or at the end of each
day. This is a method that can be applied to solve complex problems as well as create, design,
and deliver high-quality and valuable products in the most efficient as well as innovative ways.
Scrum started in software development and was very specific in the functions that were defined
for it, events, and artifacts it claimed to have. Based on different surveys, as of now, about 70%
of all software development teams currently apply Scrum in their projects. Other teams regard it
as a crucial system to support the teams in dealing with shifting requirements as well as to align
cross-functional teams and accelerate delivery.
The actual creators of Scrum, Ken Schwaber and Jeff Sutherland – two of the signatories of the
Agile Manifesto – have considered Scrum to be not only a single process or a specific concrete
method, but also a framework, within which diverse processes and methods in this setting,
including the KanBan board, are utilized (Sutherland & Schwaber, 2007).
"Scrum is primarily a change management approach and a way for the departmental, team, and
organizational management (Lies, 2020). The rules and elements of Scrum can be used to
manage projects and lead departments or (entire organizations) to success. " The Scrum team
essentially consists of three roles, specific ways of coming together, and other artifacts (Mundra
et al., 2013), which are detailed below:
- The role of the product owner is to accurately understand the needs of the end-users and other
stakeholders to represent those needs effectively. Scrum on its part is responsible for optimizing
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the value of the product and it serves as a middleman that connects the market to the customer by
concentrating solely on aspects that have to be delivered and incorporated in the development.
- The development team is usually self-formed and includes five to ten members of the project,
where the participants are experienced in interdisciplinary work. There is no vision of a detailed
hierarchy of the individual areas of competence. During the sprint, the team gets what they
produce or in the absolute minimum, part of a product which is product increments, and is held
responsible for it.
- The Scrum Master is both an arbitrator and a facilitator and manages the pace of the entire
process. It is used to track compliance of values as well as rules of a particular project. This
includes the elimination of something that may inhibit the process like a lack of technical skills
as well as moderation between the product owner and development team. Consequently, the
main strategy is one of facilitating a positive outcome for the team/organization in question as a
third party/consultant applied to assist with the planning and coordinating process, which is seen
here as an external consultant with no powers to make decisions for the team/organization at
hand.
2. KanBan in HR
In the context of Agile Project Management theory, KanBan has been named a method of
production control and word creation. KanBan is understood as the Agile methodology which
comes from Japan and directly translates as “visual card” or “billboard” (Mustafa, 2014).
KanBan was developed in twentieth century in Japan by Taiichi Ohno while he was working
with lean principle and Toyota production systems in seventies (Htun et al., 2019). If the work to
be managed does not fall under the time-limited sprints, such as Scrum, then KanBan is another
solution. In principles, KanBan enables the ongoing process and contributes to their prioritizing
on the attention on the most crucial tasks and enhances the way they work. In the intended
application of KanBan, the representative visualization aspect is crucial (Saltz & Heckman,
2020): The proposed changes are the usage of an organized list, also known as a ‘KanBan
board.’ This can be developed and maintained through the software used in the system or
through and external software (Ahmed et al., 2013). Empirical evidence, including existing
practices in HR practice reveals that the analog board appears to be adequate, and in some cases
more effective for implementing this approach (Lunesu, 2013; Duffy, 2019; Rinkleff, 2023).
Promoting implementation options such as the use of posters, pin boards or white boards are
examples of this.
The board is made up of narrow columns to suit the purpose of the board hence the following;
Ideas (backlog), task memory (to do), creative stage (in progress), testing stage (testing) and
lastly, concept ideas (done) (Rola, 2011). Moreover, KanBan does not fully rank the methodical,
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and fundamental procedure of the work packages into ‘as small as possible’. It is ever the same
to apply but variety can be observed in the procedure’s sub-steps, work definition and tasks of
each step and the criteria that they use. A characteristic feature is that the individual work
packages, such as tasks at the individual level or as user stores, are recorded on a map and are
processed as so-called tickets through the value creation process, starting from the analog left
side.
KanBan is a concept derived from mapping works on a board and provides teams the flexibility
to address the working structure in many ways. The structure of the KanBan system makes it
easy to apply it continuously, for example, in cases when the business provides services to its
employees, operates, or when the recruitment teams are involved (Malakar, 2021). It is
particularly helpful if the team has numerous outsiders or requires the responses of other
divisions to continue with the project. In essence, the best thing here is to ensure that WIP is as
low as it can ever be at any given time and then try to find out how best to improve the
efficiency of the work as it moves from one status to another. In some cases, it is possible to
observe that the use of KanBan implies the inclusion of some activities of the Scrum approach,
including evaluations and retrospectives, to enhance the work and set up the defined cadence.
3. Lean HR
Lean HR relates to the implementation of lean process fundamentals, which have their origin in
manufacturing. These principles aim at implementing the concept of value creation by
minimizing the wastage of efforts and total concentration towards the work that adds value for
the organization as well as employees. Lean HR is designed to model work structures for the
human resource department, improve them, and mesh them with ideas for sustainability and the
constant process of improvement (Jekiel, 2020).
Value Stream Mapping (VSM):
VSM is a tool that helps in detailing how materials get into the hands of a consumer of a product
or a receiver of a particular service (Seth et al., 2017). Where VSM is applied in HR, it enables
the organization to recognize and do away with the non-value-adding activities in the
determination of HR processes.
Process Analysis: VSM means to create a visualization on sequence of activities across a specific
area of human resource management, like recruitment, on boarding or performance management
Wang et al., 2022). In each step, consideration is made, to find out whether that step does have
added value from the perspective of the employee or the organization. VSM is used in
identifying problems because it offers insights into the weaknesses present in a system.
Eliminating Waste: The purpose of the improvement means to make the processes more
effective with a special focus on elimination of inessential activities. For example, trimming
down of the number of approval stages required within the course of recruitment can help to
decrease the time taken to get the process completed. Elimination of waste when it comes to HR
functional processes means more efficient operations in its timely undertaking.
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Continuous Improvement (Kaizen):

Under the umbrella of improvement, specifically continuous improvement or Kaizen, lean relies
on the idea of continuous improvement (Narottam et al., 2019). It refers to the proactive setting
of goals to achieve Continuous Improvement in an organization’s business processes.
Employee Involvement: Kaizen involves empowers all employees to suggest changes on the
existing processes. This keeps everyone involved; it allows the creation of an environment that
supports constant enhancement and embraces it while at the same time embracing change since
change becomes the responsibility of the employees involved. The application of Kaizen by
engaging employees has an added advantage of increased morale and overall employee
engagement (ROSAK-SZYROCKA, 2017).
Regular Reviews: HR teams always are interested in finding out some of the issues they should
be looking to tweak every now and then. This could be through evaluation of parameters like
time taken to complete a cycle, levels of defects and the satisfaction score of the employee. The
potential to sustain momentum when following lean practices, integrating the Kaizen events as
well as implementing regular Kaizen is useful in sustaining continuous improvement.
Lean Tools and Techniques in HR:
As is indicated, there are several tools and techniques within lean that can be applied in the HR
for optimization of efficiency and enhancement of efficacy.
5S: The 5S is a five-step method to enhance the efficiency and organization of the workplace
through these steps which include, Sort, Set in order, Shine, Standardize, and Sustain. 5S tends
to bring about enhancement of the state of organization in the workplace. To summarize, for HR,
5S can be used to sort and arrange employees’ records as well as keep records in the
computerized systems easily searchable and informative about HR’s functionality (Ahmed &
Affandi, 2019). 5S results in a more organized and efficient approach to space and assets critical
to productivity in an office environment.
Root Cause Analysis (RCA): To mentioned tools including but not limited to the “5 Whys” and
fishbone diagrams aid in analyzing the root causes. For instance, if there is high turnover, using
RCA the organization may identify factors like weak onboarding procedures or lack of career
progression paths that are potential causes of the turnover (Hile, 2012). It was noted that
solutions, derived from RCA, can help mitigate these problems.
Standardized Work: Standardized work helps in establishing and documenting standard
operating procedures (SOPs) to ensure the quality and consistency of work. This means the
processes of documenting different perceived human resource management practices that may
seem to be best. Standardized work eliminates or minimizes fluctuations and increases
dependability of services in the HR field (Mor et al., 2019).
2.7.2 Change Management Theories Relevant to Agile Adoption
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Agilities applied to the human resources domain involve a lot of organizational change
implemented to facilitate agile methodologies work. Several theories show different established
well-known change management theories that can be used in achieving this change.
a. Kotter’s 8-Step Change Model
Kotter has outlined the 8-Step Model for Change which is one of the most popular models
focusing on the management of change (Kotter, 2012). This model outlines a clear framework
that can be followed in the process of change management, as well as the ideal strategies to be
followed to see the change through. This particular framework can be applied on the HR
departments, more precisely on the implementation of the agile methodologies within the
mentioned approach – Agile HR.
1. Create a Sense of Urgency:
The first process that Kotter suggested in his model is the creation of awareness concerning the
need for change. The reason this specific step is important is that it helps to establish
commitment among the employees.
HR leaders must articulate why change and adapt to agile difficult and why it is possible to offer
sufficient value. It could also contain aspects such as the organization’s desire to adapt more
quickly to the market, address low levels of engagement in employees, or increase general
operational effectiveness. Kotter stated that urgency should be explained well to overcome
complacency. Another study conducted by Appelbaum et al., (2012) highlighted that the lack of
sense making is a major impediment to change and hence, it is important to have a strong sense
of urgency in change management.
2. Form a Powerful Coalition:
The next process is to establish a change champion constituency which is composed of
influential individuals in the organization supporting the change process. This change coalition
will provide momentum as well as continued support for the change process.
Stakeholders should also be defined and involved in the transformation process where they
comprise of senior leaders, managers, and other individuals who support the agile
transformations within the organization. Kotter and Cohen (2012) identify another detail that
must be done effectively when planning change and that is to involve a coalition that has the
power to drive the change process. Fernandez and Rainey (2017) also underlined the necessity of
mobilizing the necessary coalition to counteract with the generates resistance and to obtain the
necessary support to gain change.
3. Create a Plan and a Vision:
It is crucial to develop a well-defined vision and plan to direct the transformation endeavor. The
goal gives stakeholders direction and encourages them to welcome the change.
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HR directors must present a clear and convincing picture of the benefits Agile HR will bring,
including better employee satisfaction, more flexible and responsive HR procedures, and
increased corporate performance. The plan should specify how to integrate agile approaches into
HR procedures. Kotter contends that a well-defined vision facilitates stakeholder alignment and
motivation. According to research by Gill (2006), the implementation of change must have a
well-defined vision and plan to be effective.
4. Share the Vision for Change:
Getting support from stakeholders and workers requires effective communication of the vision
and plan.
To ensure that all staff members are aware of the advantages and impending changes, HR
directors ought to disseminate the Agile HR vision through a variety of communication
platforms. Trust may be increased and opposition can be decreased with frequent updates and
open communication. Kotter and Cohen (2012) stress the need of constant and transparent
communication. According to research by Lewis et al., (2012), improving employee engagement
and decreasing resistance to change both depend heavily on good communication.
5. Encourage Wide-Reaching Action:
Encouraging change requires removing barriers and giving staff members the freedom to take
initiative.
HR directors need to recognize and resolve obstacles to the adoption of agile, such inflexible
rules, inadequate training, or a shortage of resources. Creating cross-functional teams, offering
agile methodology training, and promoting an innovative and experimentation-driven culture are
a few ways to empower staff members. In order to empower people, Kotter emphasizes the
significance of removing obstacles. According to research by Appelbaum et al., (2012), enabling
change requires eliminating barriers and empowering people.
6. Produce Quick Victories:
A change program can gain momentum and show its advantages by achieving short-term
successes.
Early victories in the process of agile transformation should be recognized and celebrated by HR
directors. This might entail improving employee feedback, completing agile projects
successfully, or streamlining HR procedures. According to Kotter, momentum must be
maintained by quick victories. According to research by Fernandez and Rainey (2017),
sustaining support and zeal for change depends on accomplishing and acknowledging short-term
accomplishments.
7. Consolidate Winnings and Bring About More Change:
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Organizations should keep bringing about bigger, more profound changes as they build on the
success of earlier initiatives.
HR directors should take on more significant, intricate changes with the legitimacy that comes
with short-term successes. This might entail incorporating agile ideas into the corporate culture
or growing agile processes across other HR departments. To prevent regression, Kotter and
Cohen (2002) stress the need to consolidate gains. According to Burnes and Jackson (2011)
research, maintaining change initiatives is crucial for achieving long-term transformation.
8. Establish New Methods in the Culture:
Change needs to become ingrained in the company culture to be perpetuated.
HR directors need to make sure that the organization's norms, beliefs, and practices include agile
concepts. This might entail encouraging agile leadership styles, updating performance
management tools to match agile behaviors, and consistently highlighting the advantages of agile
HR. Kotter contends that to maintain change, new methods must be anchored in the corporate
culture. A study conducted by Cameron (2008) demonstrates how important culture is to the
implementation of change.
b. Lewin’s Change Management Model
The Change Management Model developed by Kurt Lewin provides a fundamental framework
for comprehending and overseeing organizational transformation. Unfreeze, Change (or
Transition), and refreeze are the three phases of the model (Karim, 2016). This section presents
research-based applications of Lewin's paradigm to Agile HR practices.
1. Unfreeze:
Preparing the organization to acknowledge that change is required is the goal of the Unfreeze
stage. During this stage, the current status quo must be destroyed in order to make room for a
new mode of operation.
Creating Awareness: The first stage in implementing agile HR is raising awareness of the
necessity of doing so. Providing information on the inefficiencies in HR today, highlighting the
advantages of agile methods, and creating a feeling of urgency for change are a few examples of
how to do this (McMackin & Heffernan, 2021). Kotter’s research highlights how crucial it is to
have an engaging vision in order to inspire stakeholders.
Overcoming Resistance: Whether they are comfortable with the status quo or are afraid of the
unknown, employees and HR professionals may be resistant to change. Open communication,
employee participation in the change process, and providing assistance and training to address
concerns are some methods for overcoming resistance (Erwin & Garman, 2010). Cameron and
Green (2012), highlighted that including staff members in the early phases of change can lessen
resistance and boost buy-in.
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2. Change (Transition):
The company starts implementing new working practices during the Change stage. While staff
members pick up new habits, procedures, and ways of thinking, this stage can be difficult.
Putting Agile Practices into Practice: In this phase, HR departments begin using agile
techniques like Scrum or Kanban. This might entail introducing agile concepts to HR personnel,
putting agile projects through pilots, and progressively implementing agile methods throughout
HR departments. Denning (2016) emphasizes how crucial it is to offer ongoing assistance and
training to guarantee a successful adoption.
Encouraging Experimentation: According to Kucharska and Bedford (2020); Harel et al.,
(2021), fostering an experimentation culture helps organizations quickly adapt to new ways of
working. Facilitating smoother transitions can be achieved by encouraging HR teams to try new
approaches.
3. Refreeze:
After the modification has been done, the Refreeze stage entails securing the new state. This
guarantees that the organization adopts the new methods of operation as standard procedures.
Embedding Agile techniques: Agile techniques must be integrated into HR procedures and
culture in order to be sustained. This might entail incorporating agile ideas into performance
measurements, standard operating procedures, and HR policies. Lewin (1947) highlights the
significance of creating new norms in order to sustain alterations.
Continuous Improvement: It's critical to keep an eye on ongoing improvement even after
improvements have been put into place. Frequent feedback loops and retrospectives assist HR
teams in pinpointing areas that still require improvement and guarantee that agile methods keep
evolving. According to research by Naslund and Kale (2020), maintaining agile transformations
requires continual assessment and improvement.
c. ADKAR Model
Developed by Jeff Hiatt in 2003, the ADKAR model is a goal-oriented paradigm for change
management that emphasizes awareness, desire, knowledge, ability, and reinforcement—the five
essential outcomes required for a successful transformation (Lowey, 2010). HR practitioners
may ensure seamless transitions and long-lasting gains by managing the human aspect of
adopting agile approaches with the aid of the ADKAR model when it comes to Agile HR
(Yancy, 2021). Based on earlier research, this part presents the ADKAR model in the context of
Agile HR.
1. Awareness:
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Creating awareness among staff members entails explaining the need for a change. This refers to
sharing the advantages of agile practices—such as enhanced flexibility, quicker reaction times,
and better teamwork—in the context of agile HR (Joroff et al., 2003).
2. Desire:
This desire is about encouraging an individual commitment to the change. HR needs to
emotionally connect with staff members and inspire them to adopt agile methods.
3. Knowledge:
Knowledge comprises giving staff members the knowledge and instruction they need to take up
new habits and behaviors (Revutska & Maršíková, 2021).
4. Ability:
Ability describes the real aptitudes and dispositions needed to bring about change. Making sure
staff members can apply agile methods in their regular job is part of this (Lampinen, 2023).
5. Reinforcement:
Making ensuring the improvements are sustained throughout time is the goal of reinforcement.
Acknowledging and praising actions that follow agile principles is part of this (Meyer, 2014).
2.7.3 Behavioral Theories Supporting Agile Practices
When it comes to comprehending and handling the human dynamics involved in implementing
agile principles, behavioral theories offer invaluable insights. These ideas emphasize the
significance of social connections, learning, and motivation, all of which are necessary for the
effective use of agile approaches in HR. Several important behavioral theories that promote agile
methods are described in this section.
1) Theory X and Theory Y
Two opposing theories of employee behavior and motivation are described by McGregor's
Theories X and Y.
Theory X: Pretends that workers need constant supervision, are innately inefficient, and lack
ambition. The autonomous and self-organizing nature of agile processes makes this traditional
management style less appropriate (Fitzgerald, 2002; Ashmore, 2014).
Theory Y: Predicts that workers are accountable, self-motivated, and capable of coming up with
original solutions to problems. Agile methods support intrinsic motivation, empower teams, and
foster trust, all of which are in line with Theory Y (de la Maza & Benz, 2016).
2) Self-Determination Theory
Self-Determination Theory (SDT) emphasizes the significance of autonomy, competence, and
relatedness while concentrating on the intrinsic drive of individuals (Deci & Ryan, 2012).
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Autonomy: Agile methods boost team members' feeling of autonomy by empowering them to
take responsibility for their work and make choices.
Competence: Agile approaches promote ongoing learning and development, which aids in
workers' skill and competency development.
Relatedness: Agile places a strong emphasis on cooperation and teamwork, which helps team
members feel connected to one another and a sense of belonging.
3) Herzberg’s Two Factor Theory
The Two-Factor Theory developed by Herzberg makes a distinction between the motivators and
hygienic aspects that affect job happiness (Herzberg, 2015).
Hygiene Factors: Although they should be sufficient to avoid unhappiness, pay, job security,
and working environment do not always inspire employees (Tan & Waheed, 2011).
Motivation Factors: Agile methods address factors that increase job satisfaction and
engagement, including as accomplishment, acknowledgment, accountability, and personal
development (Malik et al., 2021).
4) Maslow’s Hierarchy of Needs
A continuum of human requirements from fundamental physiological necessities to self-
actualization is described by Maslow's Hierarchy of requirements (Frame, 1996).
Physiological and Safety Needs: Agile workplaces provide these fundamental requirements by
offering a steady atmosphere and job stability (Pusenius, 2019; Holbeche, 2023).
Belongingness and Esteem requirements: Agile methods provide social and esteem
requirements by encouraging a feeling of community and recognizing individual contributions
(Tyagi et al., 2022; Trinkenreich et al., 2024).
Self-Actualization: Employees can reach their maximum potential because of agile processes'
constant innovation and development (Titu & Pană, 2023).
2.8 Future Directions and Trends in Agile HR
2.8.1 Impact of Technology and Digital Tools on Agile HR

Agile HR practices are being revolutionized by technology and digital technologies, which make
it possible for more effective, data-driven, and adaptable methods:
1. HR Analytics:
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HR analytics, often referred to as people analytics, is the methodical gathering, evaluation, and
interpretation of workforce data to enhance performance and decision-making inside the
business (Tursunbayeva et al., 2018; Suri & Lakhanpal, 2024). HR departments may improve
several operations, including hiring, employee engagement, performance management, and
retention, by utilizing data-driven insights.
Data Collection: The first step in HR analytics is gathering information from a variety of
sources, including HR information systems (HRIS), performance reviews, employee surveys,
and attendance records (Edwards et al., 2024). Demographic data, employment history, and peer
and management comments are examples of this kind of data.
Analysis: To examine the data, sophisticated statistical methods and machine learning
algorithms are used. Trends, patterns, and connections that may not be seen using more
conventional techniques can be found with this study. Predictive analytics, for instance, may
estimate staff turnover by pinpointing the main causes of attrition (Zhao et al., 2019).
Decision-Making: Strategic HR choices are informed by the insights obtained from HR
analytics. For example, knowing what motivates employee engagement may assist HR in
creating focused interventions that raise spirits and boost output (Isson & Harriott, 2016).
Analyzing recruitment data may also help the recruiting process go more smoothly by pointing
out where the best candidates can be found.
Continuous Improvement: HR analytics is a continual process that facilitates continuous
improvement (Etukudo, 2019). Organizations may ensure that their activities are in line with
business objectives by measuring the effect of their efforts and adjusting their strategy in
response to changing conditions through frequent analysis of HR indicators.
2. Artificial Intelligence (AI) and Machine Learning in HR
HR has been completely transformed by AI and machine learning, which have improved
decision-making, automated tedious processes, and offered individualized employee experiences
(Ramachandran et al., 2022).
Automated Recruitment Procedures: AI-powered systems are capable of screening applications,
interviewing candidates informally, and even screening resumes (Ajunwa, 2020). These
solutions reduce the time to hire and minimize human biases in the hiring process by more
effectively identifying the top applicants via the use of machine learning algorithms and natural
language processing.
Customized Learning and Development Programs: AI may evaluate learning preferences and
employee performance information to create development plans that are specific to each person
(Garg et al., 2022). Through customization, employees are guaranteed to get pertinent training
that advances their careers and abilities in line with company objectives.
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Predictive Analytics for Retention of Employees: By examining trends in work satisfaction,

engagement, and behavior, machine learning algorithms can forecast employee attrition (Yahia
et al., 2021). Then, by proactively addressing problems like workload imbalances or a lack of
possibilities for promotion, HR can lower turnover and increase retention rates overall.
3. Collaborative Platforms in HR
In distant work contexts, digital collaboration technologies play a critical role in supporting agile
techniques and enhancing communication.
Slack: A messaging app that enables HR teams to share documents, set up channels for certain
initiatives, and connect with additional HR technologies. Slack's real-time communication
features improve cooperation and transparency, which speeds up problem-solving and decision-
making (Simon, 2021).
Trello: A visual project management application that arranges tasks and workflows using cards,
lists, and boards. To keep everyone on the same page and aware of ongoing initiatives, HR
departments may use Trello to monitor hiring pipelines, onboarding procedures, and employee
development plans (Osbjer, 2021).
Microsoft Teams: An all-in-one platform for collaboration that includes file storage, video
conferencing, chat, and application integration. A flexible and responsive work environment is
supported by Microsoft Teams, which facilitates seamless communication and collaboration
across various locations and time zones in support of agile HR practices (Khan & Emenike,
2023).
2.8.2 Emerging Agile Practices and Innovations in HR
Organizations are managing their workforces in new and innovative ways thanks to HR
innovations and emerging agile techniques, which make HR more flexible, responsive, and
change-adaptive.
Scrum and Kan Ban in HR: HR is gradually implementing Scrum and Kanban techniques,
which were first created for software development, to manage projects and workflows (Sandhu,
2021). Working in iterative cycles known as sprints is a key component of Scrum, which may
improve the productivity of tasks like onboarding and recruitment. By visualizing processes and
restricting work-in-progress, Kanban assists HR teams in better task management and the
avoidance of bottlenecks.
Employee Experience (EX) Design: The goal of employee experience (EX) design, which
draws inspiration from customer experience design, is to provide satisfying and enjoyable work
environments at all stages of the employee lifecycle. This entails iteratively improving HR
procedures including onboarding, performance management, and career development by
regularly obtaining employee input using agile principles (Malik et al., 2023).
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Flexible Work Arrangements: Remote work, flexible hours, and job sharing are examples of
flexible work arrangements that are supported by agile HR practices. By addressing the varied
requirements and preferences of staff members, these procedures enhance work-life balance and
general job satisfaction.
Cross-Functional Teams: Agile HR encourages the creation of cross-functional teams, which
are groups of employees from several departments that collaborate on HR projects (Kiruba
Nagini et al., 2020). This makes teamwork easier, speeds up problem-solving, and makes use of
different viewpoints to improve HR strategy and results.
Real-Time Feedback Systems: Continuous, real-time feedback systems are taking the role of
annual performance appraisals. Agile HR technologies provide constant coaching and feedback,
assisting staff members in continuously enhancing their performance and personal growth
(Darino et al., 2019).
HR Chatbots and AI Assistants: Using AI-powered chatbots and virtual assistants into HR
procedures is simplifying repetitive duties like arranging interviews, responding to employee
inquiries, and giving policy information. These developments boost productivity and allow HR
specialists to concentrate on more critical tasks (Usha, 2023).
2.8.3 Predictions for the Future of Agile in HR
Technological developments, changing employee expectations, and the ongoing drive for
increased productivity and flexibility will all have an impact on the direction of agile HR (Roper
et al., 2022). Here are some important forecasts on how Agile methods will keep changing HR:
1. Increasing Automation and AI Use:

Predictive Analytics: AI will improve predictive analytics' capacity to identify patterns in
employee behavior, such as impending turnover, and enable HR to take preventative action
(Pandey et al., 2023). Personalized staff development and strategic workforce planning will
benefit from this.
Process Automation: There will be a growing amount of automation for routine HR functions
including payroll, benefits administration, and candidate screening. HR specialists will therefore
have more time to concentrate on strategic projects and employee engagement activities (Veshne
& Jamnani, 2024).
1. Improving Worker Experience with Customization:
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Tailored Employee Journeys: By utilizing data analytics, HR will design more customized
onboarding procedures and career development plans for each employee. Employee retention
and satisfaction will increase as a result (Blount, 2022).
Constant Feedback Systems: Traditional performance evaluations will be replaced with
continuous performance management systems that facilitate continual development and agility,
together with real-time feedback tools as standard (van Oorschot et al., 2023).
2. A stronger focus on remote work and flexibility:
Hybrid Work Models: As workplaces become more hybrid, HR will become increasingly
important in overseeing remote work regulations, digital tools for communication, and online
team-building exercises (Jasgur, 2023).
Flexible Work Schedules: To recruit and retain top talent, HR will provide more flexible
working arrangements, such as varied hours and shortened workweeks, as employee desire for a
work-life balance increases (White & Maniam, 2020).
3. Flexible Education and Training:
Microlearning: On-demand, bite-sized learning modules will proliferate, enabling staff
members to pick up skills as needed without interfering with their job. This facilitates just-in-
time learning and quick skill improvement, which upholds agile ideals.
Peer-to-Peer Learning: Fostering a culture of information exchange and mutual learning among
colleagues can improve the adaptability of a business. Through mentoring initiatives and
collaboration platforms, staff members will gain knowledge from one another.
4. Making Decisions Based on Data:
Sophisticated HR Analytics: To make choices, HR will depend more and more on sophisticated
analytics. To guide HR plans and initiatives, data on employee performance, engagement, and
satisfaction will be regularly gathered and evaluated.
Ethical Use of Data: Data privacy and ethical issues will receive more attention as data
consumption increases. HR will have to make sure that employee data is used responsibly and
transparently.
5. Leadership in Agile HR:

Agile HR executives will embrace transformational leadership approaches, motivating and
enabling their staff to welcome change and creativity. Their main goal will be to promote a
culture of adaptability, teamwork, and ongoing development.
32
2024)
Agile attitude and mindset: It will be essential for HR teams to cultivate an agile attitude. This
entails being willing to try new things, picking up from mistakes, and refining HR procedures
incrementally.
Chapter 3 – Research Methodology

3.1 Research Approach
33
2024)
The research approach is a crucial element in guiding the research process, ensuring that data
collection and analysis are conducted in a systematic and logical manner. This study employs a
quantitative approach using a deductive method. In a deductive approach, the researcher begins
with a theoretical framework or hypothesis and tests it through empirical data collection and
analysis. This method contrasts with the inductive approach, which involves developing
generalizations based on specific observations. Given the “quantitative” nature of this study, the
“deductive approach” is appropriate as it facilitates the evaluation and validation of existing
theories.
Primary data will be gathered through a structured questionnaire administered to HR managers

and employees. The collected data will be analyzed using descriptive and inferential statistics via
the Statistical Package for the Social Sciences (SPSS) software. Descriptive statistics will
summarize the characteristics and patterns within the data, while correlation and regression
analyses will be employed to test the proposed hypotheses. By utilizing this deductive approach,
the study aims to quantitatively assess the impact of LARG HRM on employee productivity and
creativity, providing valuable insights into the effectiveness of these HRM practices.
3.2 Research Design
The research design outlines the strategy and structure for conducting the study, addressing the
research objectives and questions. This study adopts a quantitative, correlational design to
explore the relationship between LARG HRM practices and employee productivity and
creativity. A cross-sectional study will be conducted, collecting data at a single point in time
through questionnaires. Statistical analyses, including regression and ANOVA, will be
performed to determine the impact of LARG HRM on employee outcomes and to gain insights
into HR management practices in Pakistan.
3.3 Sampling Design
3.3.1 Target Population
The target population for this study includes project managers, HR professionals, and employees
working in project-based organizations. These individuals are involved in Agile projects and HR
processes within Agile environments across various industries such as engineering, marketing,
construction, and information technology.
3.3.2 Sample Size
The sample size of 200 responses will be considered. The adequacy of the sample size depends
on various factors, including the level of desired precision, heterogeneity of the population, and
statistical power requirements. While larger sample sizes can provide more robust and
34
2024)
representative results, a sample size of 200 can still yield meaningful insights and statistical
power, particularly if the population of interest is relatively homogeneous.
3.3.3 Sample Technique

The target population for this study includes project managers, HR professionals,
and employees working in project-based organizations. These individuals are
involved in Agile projects and HR processes within Agile environments across
various industries such as engineering, marketing, construction, and information
technology.
3.4 Instruments of Data Collection
A structured questionnaire will be utilized for data collection, focusing on project success
parameters such as cost control, time management, quality assurance, and stakeholder
satisfaction. The questionnaire will be designed to ensure clarity and conciseness, with pilot
testing and reliability analysis conducted to validate the instrument.
3.4.1 Reliability and Validity of Instrument
To assess the reliability and validity of the instrument of data collection, we will use pilot
testing, internal consistency analysis, and validation assessments. These techniques help ensure
the consistency, accuracy, and appropriateness of the instrument in measuring the intended
constructs, providing reliable and valid data for analysis.
3.5 Procedure of Data Collection

Data will be collected using a structured questionnaire administered electronically to the
selected participants. The survey will be distributed via email, accompanied by an
introductory message explaining the study's purpose and ensuring confidentiality.
Participants will have two weeks to complete the survey. In addition, relevant
organizational documents will be reviewed to supplement the survey data and provide
contextual information.
3.6. Statistical Techniques
3.6.1 Quantitative Data Analysis
a. Descriptive Statistics: Descriptive statistics will be used to summarize the survey data,
including measures of central tendency (mean, median, mode) and dispersion (standard
deviation, range). These statistics will provide an overview of participants' perceptions
and experiences with Agile HR practices.
35
2024)
b. Inferential Statistics: Inferential statistical techniques will be employed to test

hypotheses and draw conclusions about the impact of Agile methodologies on HR
practices. Techniques such as t-tests and ANOVA will be used to compare responses
across different groups (e.g., HR professionals vs. project managers). Additionally,
correlation analysis will be conducted to examine the relationships between key
variables, such as the extent of Agile adoption and perceived improvements in HR
practices.
c. Regression Analysis: Multiple regression analysis will be utilized to identify significant
predictors of successful Agile HR practices. Independent variables such as organizational
size, industry, and duration of Agile implementation will be analyzed to determine their
influence on dependent variables like employee satisfaction, recruitment efficiency, and
performance management effectiveness.
3.6 Ethical Considerations

 The survey participants will be assured of anonymity and confidentiality. Informed
consent shall be obtained from each participant before they commence the survey.
 Ensuring confidentiality and privacy of their responses.
 Comply with ethical guidelines and regulations, safeguarding the rights and welfare of
research participants.
 Handle and store data securely, protecting it from unauthorized access or disclosure.
3.7 Limitations:
 Limited generalizability due to the specific context of Pakistan and the selected sample.
 Potential biases inherent in self-reported survey responses.
 Time and resource constraints may restrict the scope of the study. By following the
above-discussed research design, we aim to gain a comprehensive understanding of the
agile methodology, providing valuable insights to stakeholders, policymakers, and
organizations involved in agile processes.
36
2024)
References
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The Impact of Agile Methodologies on HR Practices in

Hafsa Aamir (61308)

Department of Business Administration

The requirement for the

MASTER OF BUSINESS ADMINISTRATION

Accepted by the faculty

FACULTY OF BUSINESS ADMINISTRATION

Mr. Danish Hussain

Research Facilitation Centre – RFU,

2.7.2 Change Management Theories Relevant to Agile Adoption...................................22

1.1 Background of the Study

Moreover, Agile fosters improved teamwork and communication by implementing procedures

1.2 Problem Statement

Despite the growing adoption of Agile methodologies in project-based organizations, there is

1.3 Purpose o f the Study

1.4 Significance of the study

Chapter 2 –Literature Review

2.1 Introduction to Agile Methodology

2.1.1 Origin and Evaluation of Agile

Agile methodology has roots in manufacturing and project team management.

Figure-1 Agile Development Methodology

work hasn't begun on them yet.

2.1.2 Key Principles and Values of Agile

2.2 Agile Methodology and HR Practices

2.2.1 Alignment of Agile Principles with HR Practices

In large organizations HR office controls learning and improvement programs, alter

c. Agile Career Paths and Succession Management

d. Agile Learning and Development

execution and efficiency. [7]

2.3Talent Acquisition and Recruitment in Agile Organizations

2.3.1 Skill Sets and Competencies for Agile Teams

2.3.2 Innovative Recruitment Strategies

2.3.3 Cultural Fit and Agile Mindset in Hiring

2.4 Performance Management in Agile Settings

2.4.1 Continuous Feedback Mechanisms

2.4.2 Shift from Individual to Team-Based Performance Reviews

2.4.3 OKRs and KPIs in Agile Performance Evaluation

2.5 Training And Development for Agile Competence:

2.5.1 Agile specific training program:

1. Certified ScrumMaster (CSM):

2. Professional Scrum Master (PSM):

3. Agile Certified Practitioner (PMI-ACP):

4. - Certified Agile Leadership (CAL):

5. Leading Safe (Scaled Agile Framework):

6. -ICAgile Certified Professional (ICP):

7. -Disciplined Agile Scrum Master (DASM):

8. -Agile PM Foundation and Practitioner:

Integrated agile principle with project management practices.

9. Certified Kanban Coach (CKC) and Certified Kanban Practitioner (CKP):

10. Agile HR Certified Practitioner:

2.5.2 Continuous learning and professional development:

Continuous learning encourages employees to prioritize ongoing learning and improvement.it is

There are different types of learning in which an individual can be skilled.

 Formal education: it defines a formal way to be educated by educational institutes for

 Informal learning: it is defined as regular facing experiences of a person's life and

2.5.3 Mentorship and coaching in agile teams:

2.6 Employee engagement and motivation:

2.6.1 Intrinsic motivation and empowerment in agile team:

2.6.2 Employee well-being and work-life balance:

2.6.3 Recognition and rewards systems aligned with agile values: