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Journal articles on the topic 'Human resource outsourcing'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2022

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1

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

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2

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

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3

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

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4

M, Fapohunda, Tinuke. "Towards Successful Outsourcing of Human Resource Functions." International Journal of Human Resource Studies 3, no. 3 (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, t

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5

Kodwani, Amitabh Deo. "Human Resource Outsourcing: Issues and Challenges." Journal of Nepalese Business Studies 4, no. 1 (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

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6

Halim, Hasliza Abdul, and Norbani Che Ha. "Human Resource Outsourcing: Lesson from Multinational Enterprises." Winners 12, no. 1 (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

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7

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

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8

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

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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 (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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10

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

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11

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

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12

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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13

Liu, Hong-Cheng. "Effects of human resource outsourcing on service innovation in public sectors." Acta Oeconomica 64, Supplement-2 (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 w

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14

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

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15

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 (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 t

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16

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 (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 valid

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17

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 (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 regardin

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18

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

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19

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 (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 a

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20

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 (2010): 2762–77. http://dx.doi.org/10.1080/09585192.2010.528658.

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21

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 (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 st

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22

Murtiningsih, Retno Sari. "PENGARUH PERSEPSI PEGAWAI MENGENAI OUTSOURCING TERHADAP KEPUASAN KERJA DAN TURNOVER INTENTION." Jurnal Manajemen dan Pemasaran Jasa 8, no. 2 (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

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23

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 (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

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24

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 (1999): 85–96. http://dx.doi.org/10.5465/ame.1999.2210317.

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25

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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26

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 (2016): 4548–51. http://dx.doi.org/10.1166/asl.2016.8218.

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27

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 (2004): 232–40. http://dx.doi.org/10.1016/s0148-2963(02)00304-1.

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28

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 (2012): 772–90. http://dx.doi.org/10.1108/03090591211263512.

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29

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 (2008): 501–23. http://dx.doi.org/10.1002/hrm.20229.

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30

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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31

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 (2010): 136–53. http://dx.doi.org/10.1111/j.1468-2338.2009.00559.x.

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32

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 quantitati

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33

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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34

Edvardsson, Ingi Rúnar, and Unnur Dilja Teitsdóttir. "Outsourcing and financial crisis: evidence from Icelandic service SMEs." Employee Relations 37, no. 1 (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 201

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35

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 (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 cou

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36

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 (2015): 964–69. http://dx.doi.org/10.19026/ajfst.9.1783.

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37

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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38

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

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39

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

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40

Siegel, Gilbert B. "Outsourcing Personnel Functions." Public Personnel Management 29, no. 2 (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 pr

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41

Nguyen, Thuy Thi Thanh, and Man-Ling Chang. "Antecedents of human resources outsourcing decision in Vietnam." Personnel Review 46, no. 4 (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

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42

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

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43

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 (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 resour

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44

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 (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 skil

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45

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 outs

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46

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

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47

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 (2006): 291–303. http://dx.doi.org/10.1007/s12122-006-1024-x.

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48

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 (2006): 305–21. http://dx.doi.org/10.1007/s12122-006-1025-9.

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49

Young, Suzanne. "Outsourcing and Downsizing: Processes of Workplace Change in Public Health." Economic and Labour Relations Review 13, no. 2 (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, thi

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50

Chu, Jing. "Human Resource Management Outsourcing Decision for Small and Medium-sized Enterprises in China." International Business Research 9, no. 8 (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

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