Relevant bibliographies by topics / Human resource outsourcing

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Human resource outsourcing'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Human resource outsourcing.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Human resource outsourcing"

1

Shen, Jie. "Human resource outsourcing: 19902004." Journal of Organisational Transformation & Social Change 2, no. 3 (December 2005): 275–96. http://dx.doi.org/10.1386/jots.2.3.275/1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Abdul-Halim, Hasliza, Elaine Ee, T. Ramayah, and Noor Hazlina Ahmad. "Human Resource Outsourcing Success." SAGE Open 4, no. 3 (July 31, 2014): 215824401454547. http://dx.doi.org/10.1177/2158244014545475.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Singh, Dr Santosh M. "Human Resource Outsourcing: A Strategy For Gaining Competitive Advantage." Indian Journal of Applied Research 1, no. 5 (October 1, 2011): 12–13. http://dx.doi.org/10.15373/2249555x/feb2012/5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

M, Fapohunda, Tinuke. "Towards Successful Outsourcing of Human Resource Functions." International Journal of Human Resource Studies 3, no. 3 (September 4, 2013): 39. http://dx.doi.org/10.5296/ijhrs.v3i3.4227.

Full text
Abstract:
Organizations respond to challenges and demands for greater performance with various programmes designed to overcome obstacles and enhance business performance. One of such responses is outsourcing and it can be highly controversial. This article outlines some of the attractions and challenges of outsourcing human resource functions to give a realistic view of what can be achieved through outsourcing. The effects of outsourcing are contingent on factors like focus on core competencies; make or buy decision, clarity about outsourcing needs, gaining full support and cooperation from employees, training courses and seminar sessions.Facilitators of the effective outsourcing include explicit goals and expectations, identifying clear objectives and expectations of outsourcing , good choice of outsourcing partners, rebuilding trust among workers, acquiring the right people with the right skills in outsourcing, adequate supporting infrastructures, commitment by top management, development of objective performance criteria , adequate performance feedback, emphasis on both short and long-term benefits, anticipation of change and flexibility. Despite its limitations and difficulties, outsourcing increases profit levels, market share and customer satisfaction but must be carefully handled, so as to not allow diminishing returns to set in.
APA, Harvard, Vancouver, ISO, and other styles
5

Kodwani, Amitabh Deo. "Human Resource Outsourcing: Issues and Challenges." Journal of Nepalese Business Studies 4, no. 1 (May 13, 2008): 38–46. http://dx.doi.org/10.3126/jnbs.v4i1.1028.

Full text
Abstract:
Business Process Outsourcing has become new mantra in the corporate business world. Modern as well as traditional organizations are now trimming down their employees from their payroll, and thus Human Resource Outsourcing (HRO) is slowly becoming the new buzzword. In order to utilize the true worth of the employees to its fullest, one must outsource the non-core activities of the organization. The awareness of this has already been realised by the organizations. Outsourcing has no longer the privilege of only huge multinational organizations. Even the public sector and government undertakings as well medium size or start-up companies are also in the race of outsourcing their many HR related activities. This paper examines the motives that are encouraging organizations to go for outsourcing HR, drawing the essence from extensive exploratory study of secondary literature. This paper presents an architectural framework to understand issues and challenges of HR HRO and to suggest what organizations should do to taste success from HRO. The Journal of Nepalese Business Studies Vol. IV, No. 1 (2007) pp. 38-46
APA, Harvard, Vancouver, ISO, and other styles
6

Halim, Hasliza Abdul, and Norbani Che Ha. "Human Resource Outsourcing: Lesson from Multinational Enterprises." Winners 12, no. 1 (March 31, 2011): 1. http://dx.doi.org/10.21512/tw.v12i1.679.

Full text
Abstract:
This paper examines the consequence of the organization internalization on the practice of human resource (HR) outsourcing among manufacturing organizations. The assumption is that HR outsourcing is perceived as an innovative practice and that multinational enterprise (MNEs) will employ this practice more than local organizations. The data was gathered from survey questionnaires of 232 manufacturing organizations. Of the sample, 113 organizations engaged with HR outsourcing, and 71 are MNEs that partially outsource their HR functions. The findings reveal that HR outsourcing among MNEs is used to a greater extent than local organizations. A significant difference is found in the extent of outsourcing payroll, benefits, training and recruitment between MNEs and in local organizations.
APA, Harvard, Vancouver, ISO, and other styles
7

Coggburn, Jerrell D. "Outsourcing Human Resources." Review of Public Personnel Administration 27, no. 4 (December 2007): 315–35. http://dx.doi.org/10.1177/0734371x07301976.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Sharma, Himani, and Seema Seema. "Human Resource Outsourcing: A Competitive Strategy." Effulgence-A Management Journal 17, no. 1 (January 1, 2019): 46. http://dx.doi.org/10.33601/effulgence.rdias/v17/i1/2019/46-56.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Alqahtani, Khaled Mohammed. "Research on the Maturity Evaluation of Human Resource Capability: A Construction of P-CMM Model." International Journal of Business Administration 10, no. 4 (May 16, 2019): 72. http://dx.doi.org/10.5430/ijba.v10n4p72.

Full text
Abstract:
The maturity of human resource has become a key factor in judging the outsourcing capability of enterprises. In this research, based on the analysis of previous research results, a analytic hierarchy process is used to build a P-CMM model. Specifically, the human resources outsourcing of Company A is selected as the empirical study object. According to the study results of Company A, the direction of human resources outsourcing is developed, and an improvement plan is formulated.
APA, Harvard, Vancouver, ISO, and other styles
10

Garg, Rashi. "Understanding Human Resource Outsourcing in Indian Context." Journal of Commerce & Trade 14, no. 1 (April 1, 2019): 78. http://dx.doi.org/10.26703/jct.v14i1-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Human resource outsourcing"

1

Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

Full text
Abstract:
Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
APA, Harvard, Vancouver, ISO, and other styles
2

Starfield, Marc. "Human resource business process outsourcing." Diss., University of Pretoria, 2006. http://hdl.handle.net/2263/23687.

Full text
Abstract:
This research was undertaken to explore the potential application of Human Resource (HR) Business Process Outsourcing (BPO) as an appropriate service delivery mechanism. The investigation included the identification of the primary internal drivers and external factors affecting HR departments, to craft the framework within which to consider HR BPO. Then the processes that could be delivered by HR BPO were identified. The study concluded with the identification of the critical success factors for implementing HR BPO and the expected benefits. The research was conducted by means of 26 in-depth, semi-structured interviews with senior HR managers and HR professionals. The respondents represented various industries and sectors and included leading South African organisations and a range of global organisations. The resulting findings first introduce the bridge principle, to ensure that HR transformation is not at the expense of line management. Secondly a decision model, which incorporates benefit realisation principles, was developed to assess the applicability of HR BPO for processes. The findings conclude with a success factor condition table that highlights the critical success factors and their dependencies.
Dissertation (MBA)--University of Pretoria, 2006.
Gordon Institute of Business Science (GIBS)
unrestricted
APA, Harvard, Vancouver, ISO, and other styles
3

Loan, Richard W. "Outsourcing: short term costs and human resource issues." Monterey, California. Naval Postgraduate School, 1997. http://hdl.handle.net/10945/8795.

Full text
Abstract:
Approved for public release; distribution is unlimited
OMB Circular A-76 provides guidance for estimating the cost of commercial activities that are candidates for outsourcing. The benefits of outsourcing these activities are greater efficiency, better service, and reduced costs. However, outsourcing has experienced very lifetime success. This is in large part due to DOD's reluctance to rely on inorganic assets, resistance from Congress and the executive branch, public-employee union's criticism, improper incentives for Base Commanders, prohibitive short term costs and the cumbersome A-76 requirements. To realize the benefits of outsourcing DOD must: fund programs that encourage volunteer separation, streamline the requirements of the A-76 Circular, provide training for employees who complete the A-76, provide activities incentives to complete the process, fund outsourcing's short term costs, fund staffs trained to handle outsourcing's human resources issues, and seek modification of current bumping and retreating policies
APA, Harvard, Vancouver, ISO, and other styles
4

Woolcock, Peter Howard. "IS/IT competences under outsourcing." Thesis, Henley Business School, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.480899.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Lewis, Alison Jacqueline. "Human resource outsourcing and the HR function : opportunity or threat?" Thesis, University of Leeds, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.574518.

Full text
Abstract:
Outsourcing is a growing phenomenon and the human resource (HR) function is not immune to its tentacle reach. HR outsourcing is driven by a continual push for those working within the HR function to prove their worth and demonstrate their added- value. Proponents of outsourcing HR provision believe it enables the HR function to focus on delivery improvement, enhancing its role within the business and increasing the credibility of the HR function overall. This thesis tests these assumptions. Through a survey of 315 respondents, semi-structured interviews and access to three case study organisations examining responses from multiple constituents, the thesis examines the impact of HR outsourcing on the HR function. In addition, it contrasts HR outsourcers with those working in fully internalised HR teams in order to better understand outsourcing impacts and provide explanation for these effects. The argument of the thesis is that HR outsourcing weakens the HR function through a diminution of its overall core competence. It becomes unable to cope with organisational demands, ceases to develop further HR skill and increasingly relies on the expertise of third party providers. The reasons offered for these detrimental effects include the prior experience and expectations of senior managers and their requirements of an HR function, the inability of those engaged in HRO to manage impressions effectively and showcase HR function successes, and more importantly, a lack of competence within the HR function to assume an enhanced strategic position and thus exert greater influence within the business as a whole. The evidence of increasing skill depletion amongst HR professionals engaged in HRO poses a serious threat to the HR function and perceptions of its organisational importance, and has stark implications for both the future of the HR professionals working within outsourced provision, and those considering its use.
APA, Harvard, Vancouver, ISO, and other styles
6

Ostrowski, Romuald, and n/a. "Outsourcing the human resource development function in the Australian Public Service." University of Canberra. Professional & Community Education, 1999. http://erl.canberra.edu.au./public/adt-AUC20060823.170859.

Full text
Abstract:
The Howard Government has made public its agenda to significantly reform the Australian Public Service (APS). It has presented its vision for a highly efficient APS which is globally competitive by being customer focused, and by benchmarking best practice in organisation management. Outsourcing of a range of internal functions is but one of the strategies Commonwealth agency Chief Executive Officers are applying or considering to apply in achieving the Government's vision for a reformed APS. When examining functions to be outsourced within Commonwealth agencies it seems that many senior managers see benefits in outsourcing a range of corporate support functions. Such support functions, which are considered as potentially being undertaken by private sector vendors, generally include property management, financial management, payroll services, records management, human resource management (HRM) and human resource development (HRD). In view of the varying impacts different functions have on an organisation it would be rational to consider the implications of outsourcing each function separately. All functions are complex and have their own specific impacts on the organisation. In its own right HRD has a significant impact on an organisation in that it develops and trains employees, initiates and delivers a range of interventions to improve performance and brings about a desired corporate culture. The idea of outsourcing the HRD function presents an interesting topic for study. Recent APS reforms, which include outsourcing strategies, provide an opportunity to examine the practice of outsourcing the HRD function within selected Commonwealth agencies. Outsourcing the HRD function, within the Commonwealth context, raises two basic questions: · What factors need to be considered before deciding to outsource (or not outsource) the HRD function? · What factors do managers within selected Commonwealth agencies consider before arriving at a decision to outsource the HRD function? In essence this study seeks to review how HRD and outsourcing generally apply to the APS. It also critically examines the outsourcing of the HRD function in certain Commonwealth agencies, and the implication this could have for ongoing people and organisation development.
APA, Harvard, Vancouver, ISO, and other styles
7

Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Pace, Kevin K. "Outsourcing human resource competencies| A quantitative study of their influence on operational performance." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10113229.

Full text
Abstract:

The current quantitative study used statistical analysis to determine if a significant relationship existed between outsourced human resource core and non-core competencies (predictor variables) and firm performance (criterion variable). A random sample of 153 human resource professionals were selected from the targeted population of 351 personnel. Cronbach’s alpha reliability statistics were presented for the scales. Spearman rho correlation coefficient tests were conducted to address two research questions. Spearman’s rho indicated a significant association existed between outsourced payroll and overall financial performance (r s = .43, p < .001). This finding indicated individuals who identified payroll as a core task also rated their firm’s overall financial performance higher. Spearman’s rho indicated significance (rs = .26, p = .003) between outsourced information systems and overall financial performance. Four hypotheses were tested that involved the outsourcing of human resource core and non-core competencies and their effect on firm performance. The four null hypotheses were partially rejected in favor of the alternative hypotheses. In addition, results of the statistical analyses indicated that a significant association existed between payroll, information systems, overall financial performance, and overall non-financial performance.

APA, Harvard, Vancouver, ISO, and other styles
9

Gustavsson, Mikael, and Oscar Lundström. "Strategier vid rekrytering av nyckelroller inom små- och medelstora företag." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-17186.

Full text
Abstract:
Bakgrund: Små- och medelstora företag (SME) är motorn inom den europeiska ekonomin och står idag för 9 av 10 företag. SME är beroende av att deras nyckelroller innehavs av kompetent personal så att företaget kan fortsätta att utvecklas. För att lyckas rekrytera personer med den behövda kompetensen krävs det att företaget använder sig av olika strategier. En interaktion mellan HR och marknadsföring kan leda till en implementering av framgångsrika strategier kring anställning av en nyckelroll till SME. Syfte: Syftet med arbetet är att undersöka hur små- och medelstora företag går tillväga kring rekrytering av nyckelroller samt om de använder några av de tidigare nämnda strategierna. Arbetets resultat kommer bli intressant för små och medelstora företag då de kan använda resultatet som riktlinjer under en rekryteringsprocess av en nyckelroll. Metod: Författarna i studien har valt att utgå från en deduktiv metod. Den empiriska undersökningen utfördes i form av en kvalitativ studie där författarna till studien intervjuade sex företag. Resultat/Slutsats: Författarna av studien fann att det egentligen var två huvudsakliga strategier kring rekrytering av nyckelroller hos de intervjuade företagen. Outsourcing var den ena medans den andra strategin var ganska otydlig. Alla plockade delar ur marknadsmixen, främst när det handlade om annonseringen men tillvägagångssättet tycktes mer ha att göra med individen som hade rollen som ansvarig för rekrytering. Vissa provade bara genom att annonsera via sociala medier och branschtidningar, etc. medans andra hade egna sociala kontaktnät som de headhuntade inom. Författarna till studien drar slutsatsen att då det handlar om små- och medelstora företag så är HR-avdelningen oftast inte så omfattande och nyrekryteringar till nyckelroller sker mer sällan
Background: Small and medium-sized enterprises (SME) are today the engine of the European economy and today account for 9 out of 10 companies. SMEs are dependent on their key roles being held by competent staff so that the company can continue to develop. In order to succeed in recruiting people with the required skills, it is required that the company uses different strategies. An interaction between HR and marketing can lead to the implementation of successful strategies for hiring a key role for SMEs. Purpose: The purpose of the work is to investigate how small and medium sized companies proceed when recruiting key roles and whether they use some of the previously mentioned strategies. The result of the work will be interesting for small and medium-sized companies as they can use the results as guidelines during a recruitment process of a key role. Method: The authors of the study have chosen to start from a deductive method. The empirical study was carried out in the form of a qualitative study in which the authors of the study interviewed six companies. Result/Conclusion: The authors of the study found that there were really two main strategies for recruiting key roles of the interviewed companies. Outsourcing was one while the other strategy was quite fuzzy. Everyone picked parts from the market mix, mainly when it came to advertising, but the approach seemed to have more to do with the individual who had the role of responsible for recruitment. Some tried only by advertising via social media and industry magazines, etc. while others had their own social contact networks which they headhunted within. The authors of the study conclude that when it comes to small and medium-sized companies, the HR department is usually not so extensive and new recruits for key roles are less frequent.
APA, Harvard, Vancouver, ISO, and other styles
10

Ritson, Neil Henry. "Strategy, flexibility and human resource management : a study of the outsourcing of maintenance in UK petrochemicals." Thesis, University of Central Lancashire, 2008. http://clok.uclan.ac.uk/7648/.

Full text
Abstract:
The thesis develops themes around eight published works and as such the thesis encompasses a coherent caucus of work within the petrochemicals industry in the UK. The thesis provides evidence which confirms the widespread use of a strategy of flexibility but challenges the conception of strategy as a deliberate formal plan, and the rational economism of Transaction Cost Economics. It also casts doubt on the existence of distinct strategic levels. The multinationals in the industry have been exposed as not using a sophisticated rationale to underpin their strategy, relying instead on institutional ideologies or mimetic isomorphism. The thesis also challenges exiting conceptions of the role of Human Resources in the pursuit of strategy by showing the importance of the generic HR function in line management as opposed to an HR department.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Human resource outsourcing"

1

Duff, Angus. Outsourcing information technology: Human resource implications. Kingston, Ont: IRC Press, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Esen, Evren. SHRM human resource outsourcing survey report. Alexandria, VA: Society for Human Resource Management, 2004.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Harrison, Suzanne. Outsourcing and the 'new' human resource management. Kingston, Ont: IRC Press, Industrial Relations Centre, Queen's University, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Loan, Richard W. Outsourcing: Short term costs and human resource issues. Monterey, Calif: Naval Postgraduate School, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Koch, Janice. Aligning the organization: Management and human resource concerns. New York, NY: Conference Board, 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Koch, Janice. Aligning the organization: Management and human resource concerns. New York, NY: Conference Board, 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Vanson, Sally. The challenge of outsourcing human resources. Oxford: Chandos, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

1950-, Brown Stephen M., and Sullivan Russell, eds. Outsourcing and human resources: Trends, models, and guidelines. Lexington, Mass: LER Press, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Outsourcing human resources functions: Strategies for providing enhanced HR services at lower cost. New York: AMACOM, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Thite, Mohan, and Bob Russell. The Next Available Operator: Managing Human Resources in Indian Business Process Outsourcing Industry. B-42, Panchsheel Enclave, New Delhi 110 017 India: SAGE Publications India Pvt Ltd, 2009. http://dx.doi.org/10.4135/9788132101260.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Human resource outsourcing"

1

Snyder, Ashley. "Outsourcing." In The Encyclopedia of Human Resource Management, 341–45. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch66.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Cooke, Fang Lee. "Organizational outsourcing and implications for HRM." In Human Resource Management, 135–55. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Doellgast, Virginia, and Howard Gospel. "Outsourcing and Human Resource Management." In Managing Human Resources, 315–35. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119208235.ch15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Vyas, Lina. "Outsourcing of Human Resource Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–6. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2546-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Vyas, Lina. "Outsourcing of Human Resource Management." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4471–75. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2546.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Lacity, Mary C., Leslie P. Willcocks, and David Feeny. "Transforming a human resource function through outsourcing: The BAE Systems — Xchanging enterprise partnership." In The Handbook of Global Outsourcing and Offshoring, 175–201. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230251076_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hartrath, Heike. "Shared Services—Outsourcing." In Dos and Don’ts in Human Resources Management, 143–44. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_45.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hartrath, Heike. "Administration and Payroll: Essentials of Shared Services and Outsourcing." In Handbook of Human Resources Management, 1–22. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_86-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hartrath, Heike. "Administration and Payroll: Essentials of Shared Services and Outsourcing." In Handbook of Human Resources Management, 1011–32. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_86.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Lacity, Mary, David Feeny, and Leslie Willcocks. "Outsourcing human resources: The case of BAE systems." In Global Sourcing of Business and IT Services, 145–78. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230288034_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Human resource outsourcing"

1

Guo, Caiyun, Zhiqiang Liu, and Bing Liu. "Research on Human Resource Management Outsourcing." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1727.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Ji, Shunhong. "Human Resource Outsourcing and Risk Management for SMEs." In 2016 6th International Conference on Mechatronics, Computer and Education Informationization (MCEI 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/mcei-16.2016.23.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Shao, Xiaoyun. "The Human Resource Outsourcing Decision Analysis of the Enterprise." In 2015 International Conference on Economy, Management and Education Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icemet-15.2015.40.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Liu, Bing, Shan-shan Su, and Jing-xin Dai. "Research on dynamic evaluation of human resource management outsourcing risks." In 2009 International Conference on Management Science and Engineering (ICMSE). IEEE, 2009. http://dx.doi.org/10.1109/icmse.2009.5318078.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Abdul Halim, Hasliza, Noor Hazlina Ahmad, and T. Ramayah. "Examining the Factors Influencing HR Outsourcing." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd24.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Ke, BI, Li Qiuyan, and Cao Huan. "RESEARCH ON THE MOTIVATION, RISK AND COUNTERMEASURE OF HUMAN RESOURCE BUSINESS OUTSOURCING." In International Conference on Economics and Management Innovations. Assoc. Prof. Dr. Xiao-Guang Yue, 2018. http://dx.doi.org/10.26480/icemi.02.2018.13.17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Li-li, Song. "Research on Risk Source and Control of Multinational Company Human Resource Outsourcing." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.210.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Lv, Qing, and Shixiang Huang. "Research on the Principal-Agent Model of Enterprise Human Resource Management Outsourcing." In 2009 First International Conference on Information Science and Engineering. IEEE, 2009. http://dx.doi.org/10.1109/icise.2009.1011.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Xiao-qing, Bi, Yu Mang, and Zhou Qing-xiang. "Research on service quality improving method of human resource outsourcing service enterprises." In 2010 2nd IEEE International Conference on Information Management and Engineering. IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5477646.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Yang, Weizhi, and Wencheng Wang. "Research of the Evaluation and Selection to Human Resource Management Outsourcing Service Provider." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998726.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Human resource outsourcing"

1

Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Human resource outsourcing' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography