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Books on the topic 'Human resource outsourcing'

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

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1

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

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2

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

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3

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

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4

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

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5

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

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6

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

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7

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

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8

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

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9

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

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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.

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11

Kathleen, Andrade, ed. Insourcing after the outsourcing: MIS survival guide. New York: American Management Association, 1998.

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12

Ŭiryo illyŏk chagyŏk sangho injŏng ŭl wihan chŏngchʻaek panghyang: Han-Mi myŏnhŏ kwalli chʻaegye pigyo rŭl chungsim ŭro. Sŏul Tʻŭkpyŏlsi: Taeoe Kyŏngje Chŏngchʻaek Yŏnʼguwŏn, 2006.

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13

Kashyap, V. R. P. Human Resource Outsourcing ; An Introduction. Institute of Chartered Financial Analysts of India (ICFAI) University Press, 2004.

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14

Taplin, Ruth. Outsourcing and Human Resource Management. Routledge, 2007. http://dx.doi.org/10.4324/9780203933954.

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15

Outsourcing: Short Term costs and Human Resource Issues. Storming Media, 1997.

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16

Ruth, Taplin, ed. Outsourcing and human resource management: An international survey. Abingdon, Oxon, England: Routledge, 2007.

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17

Outsourcing and Human Resource Management: An International Survey. Taylor & Francis Group, 2012.

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18

HUMAN RESOURCE OUTSOURCING: SOLUTIONS, SUPPLIERS, KEY PROCESSES AND THE CURRENT MARKET. GOWER PUBLISHING, 2007.

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19

In Action : Building Learning Capability Through Outsourcing. ASTD, 2000.

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20

Outsourcing and human resource management in Japan, Europe and the United States. London: Routledge, 2007.

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21

Adelsburg, Manuela. Human resource or outsource?: Is global HR outsourcing the next trend for multinationals and where does HR outsourcing leave HR as a profession?. 2001.

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22

Outsourcing and Human Resource Management: An International Survey (Routledge Studies in the Growth Economies of Asia). Routledge, 2007.

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23

Human Resources Business Process Outsourcing. New York: John Wiley & Sons, Ltd., 2004.

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24

The Challenge of Outsourcing Human Resources. Spiro Press, 2004.

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25

E, Lawler Edward, ed. Human resources business process outsourcing: Transforming how HR gets its work done. San Francisco: Jossey-Bass, 2004.

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26

Lawler, Edward E., Jac Fitz-enz, Dave Ulrich, James Madden, and Regina Maruca. Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done. Wiley & Sons, Incorporated, John, 2007.

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27

Batt, Rosemary. Service Strategies. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0021.

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This article first reviews the alternative theoretical approaches to human resource management that have been developed in the academic literature and discusses why these need to incorporate conceptual advances from services' marketing and operations management. Here, it also discusses the evidence regarding what strategies lead to better service and sales, under what conditions, and why. It then examines alternative organizational models that rely on outsourcing and supply chain management for customer service and sales and the arguments for and against these approaches. The next section reviews real world trends: what strategies are companies actually pursuing and what are the results for consumers and employees? The article closes with conclusions about the future direction of service management strategies and the role of HRM in them.
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28

Mohan, Thite, and Russell Bob 1950-, eds. The next available operator: Managing human resources in Indian business process outsourcing industry. Thousand Oaks: Response Books, 2009.

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29

Cook, Mary F. Outsourcing Human Resources Functions: Strategies for Providing Enhanced Hr Services at Lower Cost. AMACOM, 1998.

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30

Outsourcing Human Resources Functions: How, Why, When, and When Not to Contract for HR Services. 2nd ed. Society For Human Resource Management, 2006.

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31

Ulrich, Dave, Edward E. Lawler, Jac Fitz-enz, James Madden, and Regina Maruca. Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done (Jossey Bass Business and Management Series). Jossey-Bass, 2004.

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32

Chapman, Robert B., and Kathleen Andrade. Insourcing After the Outsourcing: Mis Survival Guide. AMACOM, 1997.

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33

Hanau, Hans, and Wenzel Matiaske, eds. Entgrenzung von Arbeitsverhältnissen. Nomos Verlagsgesellschaft mbH & Co. KG, 2019. http://dx.doi.org/10.5771/9783845296159.

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For about a quarter of a century, social sciences have been a keen observer of the transformations of labor relations within organizations, which can readily subsumed under the term of ‘dissolution of boundaries’. This ongoing decentralization of the organization, spanning from outsourcing over strategic alliances to networks, has been accompanied by the flexibilization and subjectivization of work. What initially occurred in the periphery of large organizations, soon became the “new normal” for the core work force across the economy, for the core relationships of gainful employment. Organizational sciences, essentially belonging the most ardent promoters of the abovementioned developments, came to realize that some of their brainchildren, especially the “boundaryless organization”, might constitute an existential threat to the own discipline. Meanwhile, the dissolution of boundaries of working relations was not only eagerly discussed but also widely advocated in the subdiscipline of human resource management. As a result, key terms and notions of labor law (e.g. ‘firm‘, employee’ or ‘employer’) became blurred and now suffer from impaired relevance and effectiveness with regard to their legal protective functions and autonomy of bargaining. This edited volume aims to inspire and deepen a debate that moves beyond disciplinary boundaries. Some urgency is given, because at the end of the day, nothing else but the constitution of the social market economy is at stake.
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34

Petrovici, Norbert, Codruța Mare, and Darie Moldovan. The Economy of Cluj. Cluj-Napoca and the Cluj Metropolitan Area: The development of the Local Economy in the 2008-2018 decade. Presa Universitară Clujeană, 2021. http://dx.doi.org/10.52257/9786063710445.

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Over the last decade, globalization processes have intensified, and as such, global organizations relocated their secondary processes to new spaces specialized in operations (Peck 2018; Oshri, Kotlarsky, and Willcocks 2015). Most of the processes that are being externalized are Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO) (Oshri, Kotlarsky, and Willcocks 2015). The global outsourcing hotspots are India, China and the Philippines, that concentrate over 80% of outsourced processes. At European level, Central and Eastern Europe has capitalized most of the outsourcing in the West, particularly in regards to German capital (Marin 2018; Dustmann et al. 2014). Almost half (45.4%) of the total foreign investments of German companies is outsourced to Central and Eastern Europe. In Romania 63.7% of the German foreign investments are processes that were outsourced to our country (Marin, Schymik, and Tarasov 2018). As Peck (2018) points out, the logic behind the process is finding the cheapest labor force pools. Initially, outsourcing was focused on industrialized labor, however, now it is mostly skilled and highly skilled workforce that is being outsourced (Pavlínek 2019). Even if it is work performed by white collars, it has a high level of repetitiveness; however, in sectors such as IT there are also R&D operations (Oshri, Kotlarsky, and Willcocks 2015). Cluj is an example of a city whose local economy and workforce composition changed dramatically after the 2008-2010 financial crisis. The city is one of the Central and Eastern European hubs that benefited from the globalization of outsourcing operations. In particular, Cluj-Napoca excels in four transnational fields: Information & Communications Technology, Business Support Services, Engineering, Research & Development and Financial Services. In 2018, Cluj-Napoca was one of the most developed cities in the European Union in the GDP per capita group 19.000 – 27.000 at Purchasing Power Parity, cities that made a credible commitment at European level to promote knowledge, culture and creativity. In particular, participation in global production chains has generated the emergence of two types of internal markets: An internal market for the well-paid labor force employed in internationalized sectors that consumes a series of dedicated products and services: hospitality (restaurants, cafes, bars), food stuffs (meat products, pastries, premium alcoholic products), lifestyle services (hair salons , spas, gyms), cultural services (festivals, theatres, operas), location services (real estate services, interior design services, furniture manufacturing services). A set of markets that serve the global capital in reproducing their location (cleaning services, security, construction of type A office buildings, human resources). Both domestic and internationalized markets are responsible for the impressive development of the city between 2008 and 2018. The GDP of the Cluj Metropolitan Area and the private revenues of companies have doubled in the last decade.
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