Journal articles: '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.

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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.

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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.

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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.

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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.

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Sim, Mandy. "The intangible costs of human‐resource outsourcing." Human Resource Management International Digest 18, no. 6 (August 31, 2010): 3–4. http://dx.doi.org/10.1108/09670731011071656.

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Siew-Chen, Sim, and Yee Seow-Voon. "Exploring Human Resource Outsourcing Trends in Malaysia." Procedia - Social and Behavioral Sciences 224 (June 2016): 491–98. http://dx.doi.org/10.1016/j.sbspro.2016.05.425.

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Liu, Hong-Cheng. "Effects of human resource outsourcing on service innovation in public sectors." Acta Oeconomica 64, Supplement-2 (November 1, 2014): 13–24. http://dx.doi.org/10.1556/aoecon.64.2014.suppl.2.

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To deal with a lot of public services, first-level human resources are largely required in governmental institutes. The changes of industries and employment structure have the government, in consideration of budgets and downsizing, apply Human Resource Outsourcing and introduce temporary employees to reduce labor personnel costs and labor flexibility and to solve the demands for temporary and non-core businesses for achieving the innovation of administrative services and organizational reform as well as enhance organizational competitiveness. Acquiring expected and stable temporary employees with favorable work performance is a dilemma for personnel units. By distributing and collecting questionnaires on-site, 230 copies of questionnaires were distributed to the superiors and public servants in various sectors of Kaohsiung City Government. A total of 169 valid copies were retrieved, with the retrieval rate of 73%. The empirical results show partially positive effects of Human Resource Outsourcing on Service Concept, Customer Interface, and Delivery System in Service Innovation, significantly positive effects of Human Resource Outsourcing on Technology Option in Service Innovation, and remarkable moderating effects of background variables on the correlations between Human Resource Outsourcing and Service Innovation.

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Duque Ceballos, José Luis, Álvaro Zapata Domínguez, Mónica García Solarte, and Guillermo Murillo Vargas. "Human Resource Management Model for BPO Companies." Revista científica Pensamiento y Gestión, no. 49 (July 19, 2021): 215–43. http://dx.doi.org/10.14482/pege.49.658.4012.

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Este artículo tiene como objetivo presentar un modelo de gestión humana que se adapta a las necesidades de las organizaciones de BPO. La metodología utilizada en el proceso investigativo fue de enfoque cualitativo con la aplicación de entrevistas y revisión documental para la recolección de información relativa a las necesidades de las organizaciones de BPO, presentando como principal resultado un modelo que permite identificar los insumos, procesos y salidas que debería tener el área de gestión humana para generar estrategias y actividades pertinentes y oportunas a este tipo de organizaciones. En términos de aporte, dicho modelo le permite al lector entender la dinámica y características de los procesos de gestión humana en organizaciones cuyos objetivos y aspectos estratégicos son distintos a las organizaciones tradicionales, a la vez que identifica aquellos procesos más relevantes para el alcance de dichos fines.

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Widodo, Widodo, Sri Hindah Pudjiastuti, and Joko Bomber SU. "Human Capital Investment Model Based on Outsourcing Human Resources in Banking Industries." International Journal of Business and Management 13, no. 9 (August 7, 2018): 236. http://dx.doi.org/10.5539/ijbm.v13n9p236.

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This article examines the human resource investment model based on outsourcing human resources in the Banking Industry. This study departs from the research gap, that is outsourcing system, where with this system, the company can save expenses in financing human resources (HR) working in the company concerned. However stated that the banking industry no more uses outsourced personnel in boosting the wheels of business. The complexity of the banking industry makes demands on the availability of high quality human resources (HR) increase. The findings of this study emphasized that in improving the efficiency and effectiveness of outsourcing based human resources on human resources investment is carried out by increasing the Human Resources (HR) cost efficiency. HR cost efficiency has indicators of the number of work completion with the time used is shorter than its standard, increasing the number of work completion with shorter time than its standard. And more completions work with standard time. While HR investment has the indicators of potential human resources as: developing, potential of HR excellence and quality of knowledge.

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A. P., Olannye, and Okoro O. M. "Enhancing Organizational Performance through Human Resource Outsourcing in the Nigerian Deposit Money Banks." Journal of Management and Strategy 8, no. 4 (July 13, 2017): 67. http://dx.doi.org/10.5430/jms.v8n4p67.

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As competition rages on in the business environment, the demand for increased productivity, profitability with reduced cost and effective performance has put organizations under pressure to redirect their strategy towards outsourcing in order to develop and focus on their core competencies. The broad objective of this study is to examine the effect of Human Resources Outsourcing on organizational performance in Deposit Money Banks. The study made use of a sample of 260 staff from 10 money deposit banks in the Asaba metropolis of Delta State, Nigeria. The research instrument was a 25-item validated structured questionnaire of the likert type scale. A cross-sectional survey research design method was adopted, and the statistical techniques used are principle component factor analysis, correlation and multiple regression analysis. The findings showed that that there is a significant positive relationship between the variables of human resource outsourcing and organizational performance. This implies that its effect on organizational performance such as cost savings and productivity is as a result of outsourcing activities. The study therefore concludes that recruitment process outsourcing has significant relationship with organizational performance by moving the recruitment process to a recruitment agency, time is saved by the managers for more efficient planning. There is a need to adopt effective strategies when outsourcing recruitment process because human resource is the most vital asset of any organization. The study therefore recommends that Deposit Money Banks should engage in Human resource (HR) outsourcing practices, in order to get access to expert services as well as to take advantage of the excellent quality that external vendors provide and focus on their core competencies.

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Штагер and O. Shtager. "HR-OUTSOURCING IN CONDITIONS OF ECOLOGICALLY-ORIENTED FINANCIAL INSTITUTIONS." Management of the Personnel and Intellectual Resources in Russia 6, no. 1 (February 17, 2017): 12–18. http://dx.doi.org/10.12737/24684.

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The article discusses the hypothesis of HR-outsourcing as one of the most progressive HR technology of human resource management. The issue of human resources management in terms of improving its effective operation requires the development of new tools. In the process of the permanent transformation of the economy the realization of modern approaches of human resource management is a major aspect of the formation of the enterprise’s strategy. In the article were analyzed the character of outsourcing, formed the main areas of HR-outsourcing, researched the mechanism of decision-making regarding the implementation of HR-outsourcing considering the identified strengths and weaknesses. Application of this technology in the context of globalization of economic activities eco-oriented financial institutions helps to optimize the employment policy and labor market regulation in the period of destabilization. Development of HR-outsourcing will allow to work out an effective tool to anti-crisis mechanism of social support through the application of scientific approaches and a factors diagnostics.

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Galanaki, Eleanna, and Nancy Papalexandris. "Outsourcing of human resource management services in Greece." International Journal of Manpower 26, no. 4 (June 2005): 382–96. http://dx.doi.org/10.1108/01437720510609564.

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J. Norman, Thomas, Natasa Christodoulidou, and Marcus Rothenberger. "Technology outsourcing in human resource activities in hospitality." Journal of Hospitality and Tourism Technology 5, no. 1 (March 11, 2014): 50–61. http://dx.doi.org/10.1108/jhtt-07-2012-0021.

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Purpose – Human resource technologies in the hospitality industry are a means by which an organization can gain competitive advantage technologically. The technology-oriented human capital embedded in an organization's human resources is a source of sustainable competitive advantage in an industry that is heavily dependent on people and makes it unique and inimitable. This study uses data collected on 34 different practices to provide a snapshot of current practices in the hospitality sector, which can be used to benchmark individual technology operations against the current norms. The paper aims to discuss these issues. Design/methodology/approach – This paper uses survey data collected from dozens of managers working in the hospitality sector on the level of outsourcing of 34 different HRM practices to provide a snapshot of current practices in the hospitality sector. Findings – Starting with the theoretical predictions of total cost of ownership and transaction cost analysis, multiple regression models are used to test whether or not human resource outsourcing (HRO) technology-related activities in hospitality are associated with negative outcomes, such as higher voluntary turnover of good employees. Research limitations/implications – This is one of the first articles to explore HRO technology in the hospitality sector and the findings suggest that what an organization outsources matters. Practical implications – These results can be used by hospitality managers to benchmark their operations against the current HRO technology norms. Originality/value – It is expected that the type of HR technology-related activities outsourced in hospitality will affect how employees and employers view and react to HRO in hospitality.

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Chiang, Flora F. T., Irene Hau-Siu Chow, and Thomas A. Birtch. "Examining human resource management outsourcing in Hong Kong." International Journal of Human Resource Management 21, no. 15 (December 2010): 2762–77. http://dx.doi.org/10.1080/09585192.2010.528658.

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Beregszaszi, Judit, and Dieu Hack Polay. "Human Resource Outsourcing in Times of Economic Turbulence – a Contemporary Review of Practice." International Journal of Human Resource Studies 2, no. 1 (January 5, 2012): 46. http://dx.doi.org/10.5296/ijhrs.v2i1.1250.

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This article reviews developments in human resource outsourcing (HRO) in recent years, particularly in light of the severe economic recession prevailing since 2007. It establishes that companies are increasingly outsourcing routine HR processes, and in some cases, critical HR processes in view to cut costs. The article takes the view that while such a strategy could be viable in the short term, its long-term strategic effectiveness is questionable. This view is founded on widely accepted assumptions that people are critical assets in organizations, thus, commanding that companies maintain a strong hold on vital employee commitment processes. Outsourcing may not be the only valid framework for the future; companies must consider alternatives. Key words: Outsourcing; HRO; economic recession; cost saving; globalization; transaction cost.

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Murtiningsih, Retno Sari. "PENGARUH PERSEPSI PEGAWAI MENGENAI OUTSOURCING TERHADAP KEPUASAN KERJA DAN TURNOVER INTENTION." Jurnal Manajemen dan Pemasaran Jasa 8, no. 2 (February 16, 2016): 115. http://dx.doi.org/10.25105/jmpj.v8i2.1595.

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<p>The Background of this research was the trend of companies’ outsourcing human resource (expertise and specialists) to accomplish tasks more cheaply and efficiently to increase productivity. The objective of this research was to find out the impact of employees’ perception of outsourcing human resource on their job satisfaction and turnover intention. To achieve this objective the quantitative research has been done by using explanatory survey method. The design of this research applies quantitative approach. The samples for the study consisted of 115 human resource division employees of three Banks in Jakarta. The primary data in this research was obtained by using closed ended questionnaires. Non probability sampling method with the convenience sampling technique was employed to select the sample. Data analysis used in this research was Structural Equation Modeling (SEM). The result of this research concludes that employees’ positive perception of outsourcing human resource increases their job satisfaction and decreases their turnover intention whereas negative perception of outsourcing human resource decreases job satisfaction and subsequently increases turnover intention. Based on the result of the research, it is important that a company outsource human resource to increase productivity.</p>

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Klaas, Brian S., Thomas W. Gainey, John A. McClendon, and Hyuckseung Yang. "Professional Employer Organizations and Their Impact on Client Satisfaction With Human Resource Outcomes: A Field Study of Human Resource Outsourcing in Small and Medium Enterprises." Journal of Management 31, no. 2 (April 2005): 234–54. http://dx.doi.org/10.1177/0149206304271761.

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Increasingly, small and medium enterprises are outsourcing human resource (HR) activities to professional employer organizations (PEOs). The authors draw on social network theory, transaction cost economics, and social exchange theory to examine how PEO and client characteristics moderate the impact associated with outsourcing human capital-enhancing HR services. Results from a study suggest that using a PEO for human capital-enhancing services was positively related to HR outcomes and that this relationship was stronger when a weak-ties service delivery model was used, client receptivity was high, and the PEO contract was more detailed.

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Greer, Charles R., Stuart A. Youngblood, and David A. Gray. "Human resource management outsourcing: The make or buy decision." Academy of Management Perspectives 13, no. 3 (August 1999): 85–96. http://dx.doi.org/10.5465/ame.1999.2210317.

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Kinange, Uttamkumar M., and V. Murugaiah. "Human Resource Outsourcing: A New Mantra for Business Sustenance." Procedia - Social and Behavioral Sciences 25 (2011): 227–32. http://dx.doi.org/10.1016/j.sbspro.2011.10.543.

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Kim-Soon, Ng, Choong Pui Ying, and Abd Rahman Ahmad. "Outsourcing of Human Resource Functions: An Exploratory Case Study." Advanced Science Letters 22, no. 12 (December 1, 2016): 4548–51. http://dx.doi.org/10.1166/asl.2016.8218.

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Gilley, K. Matthew, Charles R. Greer, and Abdul A. Rasheed. "Human resource outsourcing and organizational performance in manufacturing firms." Journal of Business Research 57, no. 3 (March 2004): 232–40. http://dx.doi.org/10.1016/s0148-2963(02)00304-1.

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Kock, Henrik, Andreas Wallo, Barbro Nilsson, and Cecilia Höglund. "Outsourcing HR services: the role of human resource intermediaries." European Journal of Training and Development 36, no. 8 (November 9, 2012): 772–90. http://dx.doi.org/10.1108/03090591211263512.

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Fisher, Sandra L., Michael E. Wasserman, Paige P. Wolf, and Katherine Hannan Wears. "Human resource issues in outsourcing: Integrating research and practice." Human Resource Management 47, no. 3 (June 2008): 501–23. http://dx.doi.org/10.1002/hrm.20229.

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Uen, Jin Feng, and Yu Hui Cheng. "Human resource outsourcing in high technology companies in Taiwan." International Journal of Human Resources Development and Management 1, no. 2/3/4 (2001): 245. http://dx.doi.org/10.1504/ijhrdm.2001.001008.

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Kuruvilla, Sarosh, and Aruna Ranganathan. "Globalisation and outsourcing: confronting new human resource challenges in India's business process outsourcing industry." Industrial Relations Journal 41, no. 2 (March 2010): 136–53. http://dx.doi.org/10.1111/j.1468-2338.2009.00559.x.

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Mansor, Mohd Fitri, Noor Hidayah Abu, Aida Nazima Abashah, and Muhammad Asyraf Mohd Kassim. "Cost Reduction and Business Strategy Matters to Human Resource Outsourcing? A Validation by HR Experts from Government Link Companies (GLC’s)." MATEC Web of Conferences 150 (2018): 05033. http://dx.doi.org/10.1051/matecconf/201815005033.

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The phenomenon of outsourcing has spawned a rich body scholarly reseach in sveral decades. However, the answer to one of the pertinent question has remained elusive: Does cost reduction and business strategy really matters to the human resource outsourcing impacts. Looking at this question it is important for the organization to embark on the practice of human resource outsourcing to save operating cost and remain competitive. Therefore, the objective of this study is to investigate the effects of cost reduction and business starategy towards human resource outsourcing impacts. Both quantitative and qualitative methods were employed and the top management in Malaysian Government Link Companies (GLC’) is the unit of analysis. The findings revelaved that, both variables are significant statistically and non statically i.e from the experts opinion. Finally, the study also provides useful directions for future research, HR Practitioners and policy maker particularly in managing and organizing human reseouce matters.

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Hiean, Tan Kok, Irza Hanie Samah, Aidanazima Abashah, S. Nurshahrizleen, and Nazmizan Muhammad. "Factor Of Vendor Selection And Employees’ Morale Towards Human Resource Outsourcing Decision In Organization." MATEC Web of Conferences 150 (2018): 05019. http://dx.doi.org/10.1051/matecconf/201815005019.

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The purpose of this study is to investigate factor of vendor selection and employees’ morale towards human resource outsourcing decision in organization. Study was conducted in Melaka within private organizations. Questionnaire was distributed and only 60 respondents were collected back. Data analysis was perform using SPSS version 21. Findings shows that employee’s morale show high significant relationship (r=0.761, p <0.05) with human resource outsourcing decision. Limitation and conclusion were discussed in this study.

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Edvardsson, Ingi Rúnar, and Unnur Dilja Teitsdóttir. "Outsourcing and financial crisis: evidence from Icelandic service SMEs." Employee Relations 37, no. 1 (January 5, 2015): 30–47. http://dx.doi.org/10.1108/er-11-2013-0168.

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Purpose – The purpose of this paper is to analyse the application of outsourcing within Icelandic service companies in the wake of the banking collapse. Design/methodology/approach – Findings are based on comparing surveys conducted in early 2009 (381 answers) and in the summer of 2013 (212 answers). Findings – In general outsourcing did not increase, but most SMEs had extended their outsourcing in almost every area of operation, such as human resource management (HRM), IT and peripheral tasks. Also, more SMEs gave cost-reduction as a reason for outsourcing in 2013, and more respondents in 2013 expressed a positive experience of outsourcing. It is uncommon for companies to outsource human resources or lay off staff. Instead, outsourcing mainly focuses on aspects of information technology as well as administrative and peripheral functions. Research limitations/implications – The research highlights service firms in one country by survey methods. Further research is needed in other sectors and countries, and more varied research methods are recommended. Originality/value – Research on outsourcing in SMEs in the wake of the financial crisis is rare, and very few studies have focused on the HRM implications of outsourcing in SMEs. This study can inform researchers and practitioners on critical aspects of outsourcing.

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Hossain, Maksuda, and Abu Md Abdullah. "Challenges and Impacts of Human Resource Outsourcing (HRO) in Bangladesh." International Journal of Human Resource Studies 7, no. 3 (July 19, 2017): 63. http://dx.doi.org/10.5296/ijhrs.v7i3.11568.

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By HRO we mean using a third party to undertake HR functions for an organization. In Bangladesh, from the last ten to twelve years many private organizations (non-govt.) are getting accustomed with the practice. Cost and time reduction, touch of expert work etc. are the various reasons for which the practice is getting significance day by day. But the organizations that are providing services are facing some challenges. The purpose of the study is to work with these challenges in depth. As it is a very new practice the numbers of service providers are very limited (not more than 30) in the country. For data collection a questionnaire including both open-ended and close-ended questions was designed. Situational cases were also used. From the study it is found that govt. rules-regulations, service quality of providers and mismatch with organizational culture firms are the main sources of challenges in this sector.

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Wang, Yantao, and Yong Li. "Performance Evaluation of Human Resource Outsourcing in Food Processing Enterprises." Advance Journal of Food Science and Technology 9, no. 12 (October 5, 2015): 964–69. http://dx.doi.org/10.19026/ajfst.9.1783.

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徐, 莉莉. "Study on Human Resource Outsourcing of Chinese Electric Power Enterprises." Service Science and Management 02, no. 04 (2013): 95–100. http://dx.doi.org/10.12677/ssem.2013.24016.

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Brewer, James. "Book Review: Outsourcing and Human Resource Management: an International Survey." Journal of Interdisciplinary Economics 19, no. 2-3 (January 2008): 309–10. http://dx.doi.org/10.1177/02601079x08001900213.

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Žitkienė, Rima, and Ugnė Blusytė. "The management model for human-resource outsourcing among service companies." Intellectual Economics 9, no. 1 (April 2015): 80–89. http://dx.doi.org/10.1016/j.intele.2015.10.003.

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Siegel, Gilbert B. "Outsourcing Personnel Functions." Public Personnel Management 29, no. 2 (June 2000): 225–36. http://dx.doi.org/10.1177/009102600002900205.

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One of the more recent “hot button” issues in our field is that of outsourcing all or some human resource (HR) functions whether by fee for service or contract. Advocates from the field of Public Choice Economics assume and, in many cases, economically substantiate the case for privatization of governmental functions.1 Even though these economists demonstrate an underlying anti-government bias, their basic argument with supply of government services is “that agencies should compete to provide citizens with goods and services instead of acting like monopolies under the influence of organized pressure groups.”2 Responsiveness to the needs of individual citizens (or to governmental units to be served by staff agencies, for that matter) is best obtained by competing within markets, with the result of economic choices by clientele between competing services. From this market environment economies in resource allocation and efficiency and effectiveness in operations are said to result. Public Choice Economists would also include simulation of market forces by introducing competition, possibly within the same department, governmental jurisdiction, or between other public, profit or nonprofit providers.3 This essay departs from an article by Robert J. Agresta.4 He argues for an extension of the Public Choice approach from one of “citizen-customers being empowered to select freely among providers of a service—whether it is schools or health care (with vouchers) or groceries (with food stamps)—and have control over the resources needed to acquire the service…”,5 to the same market relationship between central administrative (staff or auxiliary staff) agencies and the line units to which they provide services. While Agresta writes of building choice into any line-staff relationships, this article is concerned with HR service supply alternatives and alternative modes for their delivery.

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Nguyen, Thuy Thi Thanh, and Man-Ling Chang. "Antecedents of human resources outsourcing decision in Vietnam." Personnel Review 46, no. 4 (June 5, 2017): 702–17. http://dx.doi.org/10.1108/pr-11-2015-0307.

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Purpose The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR expertise and positive HR outcome. Design/methodology/approach This study uses data collected from 85 Vietnamese firms of different sizes. Regression analysis is used to examine the research hypotheses. Findings The strategic involvement of HR management is positively related to the decision to outsource HR. As expected, a positive significant relationship exists between cost reduction and the decision to outsource HR for non-core HR activities. For core HR activities, demand uncertainty relates positively to the decision to outsource HR, and the lack of HR expertise moderates the process of HR outsourcing (HRO). Research limitations/implications Although the focus on firms in Vietnam may help to control for cultural factors, it may also limit generalizability. Because of the limited number of samples, this study cannot compare results across different industries. Future research should focus on the cross-cultural aspects of this issue or compare differences across industries. Practical implications This study provides HR managers with guidelines for making appropriate decisions regarding HRO. Vendors can exploit aspects of core vs non-core activities to provide professional services that satisfy the demands of firms. Originality/value Based on a theoretical approach, this work analyzes the decision to outsource HR in developing countries, an area that heretofore has received scant research attention.

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Shy, Oz, and Rune Stenbacka. "Strategic outsourcing." Journal of Economic Behavior & Organization 50, no. 2 (February 2003): 203–24. http://dx.doi.org/10.1016/s0167-2681(02)00048-3.

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Shafie Nikabadi, Mohsen, and Delshad Hoseini. "A dynamic model of strategic outsourcing with emphasis on human resources and work experience in power industry of Iran." Kybernetes 49, no. 9 (October 7, 2019): 2285–308. http://dx.doi.org/10.1108/k-04-2019-0239.

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Purpose The production of a good or service requires that the supplier performs a wide range of activities. Many companies are trying to fit outsourcing with the dimensions of their organization. Outsourcing is increasingly being used among Iranian companies in the field of the electric power industry. Human resources are among the factors that consider outsourcing as an obstacle for their growth because staffs declare that the development of outsourcing is a serious threat for unemployment of them and ultimately expulsion from work. Thus, this study surveys the dynamic effects of human resources and work experience on outsourcing decisions. This paper aims to propose a model for dynamic strategic outsourcing focusing on human resource and work experience. Design/methodology/approach Presenting a model for strategic outsourcing can help organizations to resolve their outsourcing problems. The data needed for examining the dynamic impact of human resources and work experience on outsourcing have been compiled using library and field studies. The method used in this study is an integrated approach, so the model could consider the general effects of manpower and present a systematic view. After interviewing with experts in power industry, the causal relationships of the variables were determined, and a dynamic model based on the applications of the dynamic system was developed in VENSIM software. The research model will be completed in a three-year period (2016-2019) in the power industry of Iran. Findings For completing projects in an organization, cooperation between internal employees and external contractors is needed; thus, results based on both external contractors and internal staff have shown that outsourcing through working of a number of contractors will be more effective than frequent use of one contractor. On the other hand, improving the quality of projects could be done by training new employees using skilled and expert employees. Originality/value Existence of one-dimensional models (only with qualitative factors or only with quantitative factors) in the context of outsourcing in the past studies has prompted to study different types of factors together as a dynamic model. This paper presents a quantitative and qualitative model in the field of strategic outsourcing with emphasis on human resources and work experience. In the past studies, there was no way to formulate the qualitative factors, and they simply used the data from the organization, and the only formulation in their works was based on quantitative factors. But in this study, both factors with dynamic modeling have been formulated.

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Kuruvilla, Sarosh, and Aruna Ranganathan. "Economic Development Strategies and Macro-and Micro-Level Human Resource Policies: The Case of India's “Outsourcing” Industry." ILR Review 62, no. 1 (October 2008): 39–72. http://dx.doi.org/10.1177/001979390806200103.

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This detailed case study of India's “outsourcing” industry illustrates the challenges in linking macro and micro human resource policies with an economic development strategy based on export-oriented services. The rapid expansion in the outsourcing of services to India has raised the possibility that this sector will be a key engine of India's economic growth. Based on extensive field research carried out over a four-year period, the authors of this study argue that four interrelated human resource policy challenges threaten the outsourcing industry's growth: two “macro” problems (current skill shortages and the inability of the country to produce higher levels of skills for the long-term growth and sustainability of the industry), and two micro problems (very high levels of employee turnover and rapidly increasing employee costs). The authors evaluate current policy responses and suggest options.

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Cocuľová, Jana. "An Analysis of Determinants of Recruitment and Selection Outsourcing Implementation." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 1 (2015): 185–91. http://dx.doi.org/10.11118/actaun201563010185.

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In order for the companies to maintain their positions in the current market, they are forced to find new opportunities and ways to streamline their operations. One of such options for the company is outsourcing, which is the subject of this paper. Given the increasing trend of outsourcing in human resource management, the article deals specifically with the issue of outsourcing of selected human resource (HR) activity – the recruitment and selection process (R & S). The main goal of the research study is to establish a set of determinants of the success of implementation of R & S outsourcing. The research was carried out by using a questionnaire survey from February 2013 as the primary data source. Questionnaires were distributed to a sample of organizations operating in Slovakia. In order to achieve the research objective, six hypotheses have been contested by correlation analysis and Mann Whitney U test, while in five cases statistically significant correlation between selected determinants and the perceived success of the outsourcing implementation have been confirmed.

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Stasiulytė, Ernesta. "MOTIVES OF HUMAN RESOURCE MANAGEMENT OUTSOURCING: A CASE STUDY FROM LITHUANIA." Economics & Sociology 4, no. 1 (May 20, 2011): 115–24. http://dx.doi.org/10.14254/2071-789x.2011/4-1/11.

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Schlosser, Francine, Andrew Templer, and Denise Ghanam. "How human resource outsourcing affects organizational learning in the knowledge economy." Journal of Labor Research 27, no. 3 (December 2006): 291–303. http://dx.doi.org/10.1007/s12122-006-1024-x.

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Smith, P. C., George S. Vozikis, and Lyudmila Varaksina. "Outsourcing human resource management: A comparison of Russian and U.S. practices." Journal of Labor Research 27, no. 3 (December 2006): 305–21. http://dx.doi.org/10.1007/s12122-006-1025-9.

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Young, Suzanne. "Outsourcing and Downsizing: Processes of Workplace Change in Public Health." Economic and Labour Relations Review 13, no. 2 (December 2002): 244–69. http://dx.doi.org/10.1177/103530460201300206.

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Throughout the 1990s, public hospitals embarked on a range of benchmarking exercises for support services, often accompanied by downsizing and, in some cases, outsourcing. These support services included clinical areas such as, radiology, pharmacy and pathology, and non-clinical areas of catering and cleaning, engineering and environmental services. The impetus for this trend was the introduction of the Federal Government's National Competition Policy with its rationale that private sector pressures and competition would make the public sector more efficient. Through a case study approach, this paper discusses this process at two public hospitals, the aim being to investigate the reasons for outsourcing, outsourcing's interconnectedness with downsizing, and the implications at the workforce level. Workplace issues discussed include consultation between management, unions and employees, changes to employee numbers and work practices, maintenance of workplace conditions, implications for staff recruitment and retention, and the relative power of management and unions. It concludes that benchmarking, outsourcing and downsizing have all been used to bring about workplace change. Whilst the choice between processes may be dependent on management perception of the workplace environment, implications for the workplace from each process have been similar.

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Chu, Jing. "Human Resource Management Outsourcing Decision for Small and Medium-sized Enterprises in China." International Business Research 9, no. 8 (June 16, 2016): 64. http://dx.doi.org/10.5539/ibr.v9n8p64.

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<p>Human resource management (HRM) plays an important role in every enterprise. Nowadays, in China, more and more enterprises, not only large companies, but also small and medium-sized enterprises (SMEs) choose to outsource their HRM activities for economic and strategic benefits. According to the feature of HRM in SMEs, this paper builds a more systematic and practical human resource management outsourcing decision model for SMEs. In this decision model, HRM activities are classified into transaction, profession and strategy levels, and economic benefit, core competence enhancement and risks are taken into consideration. Applying multi-objective intelligent weighted grey target decision method based on combination weighting approach, the decision model can help the enterprise decide which HRM activities should be outsourced in priority sequence. The study proposes a scientific guidance for China’s SMEs to make the HRM outsourcing decision. </p>

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Journal articles on the topic 'Human resource outsourcing'

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