Relevant bibliographies by topics / Human resources outsourcing (HRO)

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

Academic literature on the topic 'Human resources outsourcing (HRO)'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Human resources outsourcing (HRO)"

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Nguyen, Thuy Thi Thanh, and Man-Ling Chang. "Configurational examination of successful human resources outsourcing." Management Decision 55, no. 8 (September 18, 2017): 1681–97. http://dx.doi.org/10.1108/md-10-2016-0723.

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Purpose The causal conditions leading to successful human resources outsourcing (HRO) have until now attracted only limited research attention. To address this shortcoming, the purpose of this paper is to investigate how a firm and a HR provider should work together to ensure successful HRO. Design/methodology/approach By applying a fuzzy-set qualitative comparative analysis, the authors demonstrate how combining in different ways provider quality, business understanding, trust, and closed HRO networks can lead to HRO success. In addition, this study compares the causal combinations between cases with differing levels of HR-task interdependence and IT use. Findings The results of this study reveal three common solutions that lead to successful HRO from both economic and relational viewpoints. The findings also indicate that, from an economic viewpoint, trust is a core condition for achieving HRO success. Moreover, HR-task interdependence and IT use alter the number of solutions and the conditions for attaining HRO success. Practical implications Based on the solutions proposed herein, firms can consider different ways to achieve HRO success under diverse conditions. Originality/value This work also contributes to building new theories regarding HRO, trust, knowledge sharing, and IT use.
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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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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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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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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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Irwin, Kristin C., Karen M. Landay, Joshua R. Aaron, William C. McDowell, Louis D. Marino, and Patrick R. Geho. "Entrepreneurial orientation (EO) and human resources outsourcing (HRO): A “HERO” combination for SME performance." Journal of Business Research 90 (September 2018): 134–40. http://dx.doi.org/10.1016/j.jbusres.2018.05.016.

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Gottardello, Debora, and Mireia Valverde. "Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution." Intangible Capital 14, no. 1 (February 16, 2018): 56. http://dx.doi.org/10.3926/ic.1102.

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Purpose: The paper aim to explore the evolution in the use of HRO in Spanish firms, and determine the differences in the degree of implementation of HRO since 1999 until 2014, and also analyze the relationship between HR outsourcing and devolution of HR responsibilities to line managers in Spanish organizations.Design/methodology/approach: This paper combines quantitative and qualitative methods. Namely the article is based on international Cranet HRM survey data collected from private and public organizations and also interviews with HR external providers.Findings: The analysis of developments, based on the Cranet surveys and interviews with HR external providers shows that during the past few years there has been an increasing use of HRO in parallel with the tendency to devolve more HR responsibility to line managers.Research limitations/implications: The main limitation of this research is the limitation of data about reasons for devolution that the CRANET questionnaire provides. However, the interviews carried out enrich the survey data with qualitative results.Practical implications: The findings can be used to guide management teams in outsourcing and devolution decisions to maximize benefits to their organizations.Originality/value: This paper is about the evolution of HRO in Spain as a European Union country where published research on HRO and also its implications is relatively limited. The originality of this paper is mainly the involvement of line manager in the outsourcing process which have been poorly analyzed until now.
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Sim, Siew Chen, Mohan Avvari V., and Maniam Kaliannan. "HR outsourcing trends in Malaysia: the undetected tiger." Strategic Outsourcing: An International Journal 9, no. 2 (June 20, 2016): 189–217. http://dx.doi.org/10.1108/so-05-2015-0013.

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Purpose The purpose of this study is to provide deeper and broader insights into human resource outsourcing (HRO) trends and practices specific to the Malaysian context. Design/methodology/approach Data were collected from HR managers through a questionnaire-based survey, using convenient sampling with random selection. Findings HRO practices were found to have evolved into second-generation outsourcing, with considerable potential to grow further in the future. Firm size and sector had little or no effect on the degree of HRO. Both cost benefits and resourced-based benefits were key drivers of HRO decisions, with a majority of the firms reporting having achieved these benefits equally and positively. Most of the functions outsourced were traditional-transactional HR functions. Slightly more than half of the HRO decisions were made by top management without the involvement of HR managers. More than half of the firms surveyed intended to do more outsourcing in the near future (i.e. within the next two to five years), including firms that had previously experienced HRO failure. Research limitations/implications While convenience sampling limits the generalisability of the findings, it is suitable for a study like this, especially as there is no pre-established list of firms outsourcing HR available in Malaysia. The study did not cover trends in either HR shared services or insourcing – either of which could potentially affect future HRO trends in the future. The findings also serve as a warning to future HRO researchers about the importance of contextual knowledge to strengthen the validity of their findings. Practical implications The findings provide both practitioners and service providers with insights into HRO practices and trends in Malaysia, which are comprehensively discussed in the paper. Originality/value This paper presents a broad, yet up-to-date, overview of HRO practices and trends specific to the Malaysian context. It covers aspects and details of HRO not explored or explicitly discussed before.
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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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Szierbowski-Seibel, Klaas, and Ruediger Kabst. "The impact of HR outsourcing and strategic HR integration on the HR-to-employee ratio." International Journal of Manpower 39, no. 2 (May 8, 2018): 283–300. http://dx.doi.org/10.1108/ijm-06-2016-0129.

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Purpose Two simultaneous trends have arisen in the field of HRM: the development of the human resource (HR) function toward a more strategic, value adding unit and the trend of HR outsourcing (HRO). Opinions are divided in the field of HRM research regarding the interdependences between these two trends and whether the HR function has a positive or negative effect. Therefore, the purpose of this paper is to examine the triangular relationship among strategic HR integration, the HR-to-employee ratio and HRO. Design/methodology/approach This study analyses data from three large evaluations conducted in 14 European countries and compares the results obtained from the 2000, 2005 and 2010 Cranet survey waves. For the hypotheses, a multilevel regression design was used. Findings The results allow concluding that HRO supports the professionalization of the HR function in an effort to make it a strategic asset. Research limitations/implications This study extends prior understandings of the theoretical perspective on HRO and its organizational impact. The sample is nested within 14 European countries and influenced by cultural aspects and institutional factors. These influences could be an exciting avenue for further research. Practical implications This paper includes important implications for HR practitioners. The results support a rather optimistic view of the HR function regarding its relationship with HRO and the latter’s impact on the HR-to-employee ratio and strategic HR integration. Originality/value The study answers the question: has HRO downsized internal HR staff over the past decade, and how is it related to the strategic integration of the HR function? In this context, this study analyses Cranet data to contribute to the discussion on the development of strategic HR integration and the impact of HRO on such efforts. Moreover, the study examines the influence of HRO on internal HR staff based on the theoretical framework of the resource-based view.
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Dissertations / Theses on the topic "Human resources outsourcing (HRO)"

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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.

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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.
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Hedman, Mattias, and Charlotte Skinnar. "Human resources outsourcing : att släppa kontrollen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11484.

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Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.
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Gaspar, Dina Maria Brites. "Human resources tranformation in comprehensive outsourcing." Master's thesis, NSBE - UNL, 2004. http://hdl.handle.net/10362/11769.

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

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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.
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Pereira, Vijay. "A longitudinal case-study examination of HRM practices in high-performing work organisations in the Indian HRO/BPO industry." Thesis, University of Portsmouth, 2013. https://researchportal.port.ac.uk/portal/en/theses/a-longitudinal-casestudy-examination-of-hrm-practices-in-highperforming-work-organisations-in-the-indian-hrobpo-industry(e0e67389-0547-42c0-8385-0d99544f1556).html.

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This research is concerned with the Human Resource contribution to High Performance Work Systems in High Performing Human Resource Offshoring and Business Process Offshoring organisations in India. Indian Business Process Offshoring organisations offer knowledge intensive services dependent on human resources for delivery. Technology underpins the delivery of services and processes; however, the employees of Human Resource Offshoring Business Process Offshoring are central to organisational resources and represent a cornerstone for value creation. The management of Human Resources is therefore central to overall performance and success. There is a lack of research on High Performance Work Systems strategies adopted and adapted by successful Indian firms in this sector. This study bridges this gap through an empirical longitudinal study. Methodologically, longitudinal qualitative reflexive case study examinations have been rare in management and organisation research. Previous studies have concentrated on being ‘snap-shot’ whereas this study’s longitudinal nature enabled a more holistic and contextualised view of the Human Resources processes. Fieldwork was conducted in three phases, (ten visits) over five years. Data gathering methods included interviews and focus groups. A longitudinal reflexive research methodology using inductive and deductive approaches was utilised via an innovative and robust combination of ‘template’ ‘processual’ and ‘systematic’ analysis. Findings suggest a complex, global, networked and dynamic business context, wherein Human Resource Management is understood and enacted in different forms, characterised by 'shape-shifting', a dynamic 'entanglement' of problem solving and strategic adoptive and adaptive approaches to attrition and performance. Phase 1 of the research witnessed attrition anxiety drive both a focus on employer branding and perceived sophisticated Human Resources. In Phase 2, an 'attritioncentric' approach that integrated both employer branding and other Human Resources practices took hold and in Phase 3 a distinctive blend/bundles of attrition-centric Human Resources and employer branding emerged. Influences were seen to include the complexities of life cycle, leadership ambitions, economic and market fluctuations, cultural, social, socio-cultural, national, sub-national and institutional contexts. Theoretically, this phenomenon suggested a unique Human Resource Management-performance link in the Indian Business Process Offshoring industry and was grounded and premised on the ‘evolutionary resource-based view’, as an alternative to the traditional human capital versus resource-based view. This idiosyncratic theoretical form is supported by six identified dimensions including tacit knowledge, the knowledge based view, resource dependency, core competencies and core- related specificity, casual ambiguity, and social complexity, thus contributing to academic knowledge.
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Hoang, Dee Thi Thuy. "Strategies for the Effective Management of Human Resources Outsourcing and Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.

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Human resources (HR) outsourcing has become a norm that organizational leaders leverage as a strategic tool to achieve various business objectives. However, the outsourcing of specific HR functions generates unintended consequences and impacts the performance of internal staff. The purpose of this qualitative, descriptive multiple case study was to explore the strategies used by HR managers to mitigate the negative effects outsourcing has on HR staff performance. The conceptual framework underpinning this research was transaction cost theory. Data were collected from 6 HR executives with experience leading HR outsourcing initiatives in the financial services industry in the United States. Primary data were gathered by conducting semistructured interviews with a set of 8 consistent, open-ended interview questions. Data analysis involved coding of the interview transcripts and analysis of company documents provided by the participants to identify themes. Member checking and methodological triangulation enhanced the credibility of the study. Three themes emerged from the interviews with HR executives as key strategies for managing HR performance: training, communication, and performance management. The findings of this study may contribute to positive social change by providing best practices and strategies to increase the effectiveness of HR outsourcing by mitigating its impact on the performance of HR staff. Furthermore, the effective management of HR outsourcing decisions may increase employment stability, positively affecting the lives of HR staff, increasing the profitability of U.S. businesses, and contributing to a stable U.S. economy.
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Rogers, Elizabeth Georgina. "UK sales managers' perceptions of the antecedents and moderating factors influencing the outsourcing of sales activities." Thesis, University of Portsmouth, 2013. https://researchportal.port.ac.uk/portal/en/theses/uk-sales-managers-perceptions-of-the-antecedents-and-moderating-factors-influencing-the-outsourcing-of-sales-activities(be288153-15af-41bd-9d0a-bb590c9935e7).html.

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Theory development in the field of sales is relatively limited compared to other disciplines, particularly since sales managers have lower rates of participation in academic studies than other professions. By exploring in depth the perceptions of sales managers about their resourcing choices, this study brings rich linguistic data to bear on the “make-or-buy” question in sales, which could be further tested by quantitative means. It is the first comprehensive approach to the topic in the sales function, exploring constructs across three theoretical schools – transaction cost economics, the resource-based view and real options theory. This study explores how UK sales managers perceive that they make their sales resourcing decisions, focusing particularly on the resourcing option of using third parties such as “contract sales organisations” rather than recruiting employees. Given the lack of research about the sales function to date, and in particular the lack of research on outsourcing in the sales function, the resulting model of the make or buy decision in the sales function is a significant contribution to an emerging body of literature, discerning antecedents from two levels of moderating factors, and accommodating exceptions as well as probable scenarios. This study posits that, depending on context, cost, access to skills or speed to respond to the market are important antecedents of resource changes and resourcing decisions in the sales function; desire to control on the basis of reputational risk is a primary moderating factor, and ability to manage third parties together with availability of suitable suppliers are secondary moderating factors. The primary research in this study involved in-depth telephone interviews with an under-researched managerial elite - senior sales managers and sales directors. It adds to the recent evidence that telephone interviewing can be successful in gathering large quantities of data from respondents without loss of rapport or emotional emphasis.
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Duran, Ximena. "Outsourcing the human resources function, an exploratory study of the Canadian high-technology sector." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ32415.pdf.

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Veselá, Jana. "Offshoring v personální činnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113811.

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This thesis is focused on offshoring in human resources. Its aim is to provide, based on own experience, a comprehensive overview of how offshoring might look like in reality, what moving business activities abroad involves and what are its advantages and pitfalls. The first chapter is devoted to an introduction to offshoring, to a definition and to an explanation of the difference between the terms offshoring and outsourcing. The following chapter focuses on a description of the company whose Human Resources department is currently struggling with offshoring. The third chapter describes transfer of different business activities of above mentioned company to its shared service centre in South America. The final chapter is devoted to appraisal of offshoring in the company as well as to my own proposals for changes in the given process so as the company is able to achieve the main purpose of offshoring.
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Nováčková, Lenka. "HR outsourcing jako nový nástroj strategického řízení lidských zdrojů." Doctoral thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-76837.

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The dissertation thesis investigates the most up-to-date subject matter of contemporary business life, both internationally and locally -- Human Resources outsourcing, which appears to have become a new strategic tool for Human Resources Management. The concept means the strategically motivated external execution of some or all HR processes, which would otherwise be performed by internal staff, along with the assignment of the responsibility for those processes to external providers. Effective outsourcing initiatives have the potential to bring about significant benefits for the company, both operational and strategic. The dissertation thesis introduces a comprehensive and objective analysis of the global HR outsourcing model, including its microeconomic implications, the history of outsourcing, its evolution, benefits and possible risks, its different types of delivery models, suppliers'analysis and supply models, the cost aspects, the principles of effective management of the outsourcing project or the relationships of outsourcing with information and communication technologies. Another part of the thesis focuses on the phenomenon of offshoring, which represents one possible way outsourcing can be executed. Employees' outsourcing, its cost efficiency, legislation framework and private agencies' industry impact on the labour market is a subject of another part of the thesis. The consequent section includes empirical research executed with the aim to investigate the principles, models, scope and trends of HR outsourcing activities in the Czech republic. The results of the research are compared with scientific hypotheses that are based on the knowledge of the HR outsourcing global model which results in defining a local model of HR outsourcing. The concluding part of the dissertation thesis summarizes both the theoretical knowledge and practical findings and formulates a number of recommendations and advise for company top management about how to implement effectively HR outsourcing in the company or how to improve its quality if already implemented.
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Books on the topic "Human resources outsourcing (HRO)"

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

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

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

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

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

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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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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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Book chapters on the topic "Human resources outsourcing (HRO)"

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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.

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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.

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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.

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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.

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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.

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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.

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Li, Yuanxun, and Rui Li. "Research on Risk Aversion of Human Resources Outsourcing." In Communications in Computer and Information Science, 54–59. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23020-2_8.

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Wang, Yihua, and Xiaosu Zheng. "Research on Risk Control of Human Resources Outsourcing in Private Enterprise." In Lecture Notes in Electrical Engineering, 1031–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40081-0_87.

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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In IT Outsourcing, 1199–205. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch073.

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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In Encyclopedia of Human Resources Information Systems, 477–81. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch070.

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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Conference papers on the topic "Human resources outsourcing (HRO)"

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Xiao-qing, Bi, Zhou Qing-xiang, and Zhou Nan. "Research on the Mechanism of Avoiding Human Resources Outsourcing Risk." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.260.

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Dai, Jianhua, Bo Dai, and Kaili Kan. "Economic Analysis and Application Practice of Outsourcing of Human Resources Management." In 2008 International Conference on Computer Science and Software Engineering. IEEE, 2008. http://dx.doi.org/10.1109/csse.2008.84.

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Wu, Fang, and Ji-gan Wang. "Game Analysis of Human Resources Outsourcing within Enterprise Based on Fair Entropy." In 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5661386.

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Zhu, Yong-Yue, and Zhi-Qiang Ma. "Grey-Fuzzy Evaluation of the Cooperation Effects Between Human Resources Management Outsourcing Enterprises and Their Outsourcing Service Providers." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1712.

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Zhao, Jingyu. "A service process model for outsourcing human resources management decision support system: based on dynamic requirements perspectives." In 2016 International Forum on Management, Education and Information Technology Application. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/ifmeita-16.2016.163.

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Amorim, Marcello N., Celso A. S. Santos, and Orivaldo L. Tavares. "Integrating Crowdsourcing and Human Computation for Complex Video Annotation Tasks." In Simpósio Brasileiro de Sistemas Multimídia e Web. Sociedade Brasileira de Computação, 2020. http://dx.doi.org/10.5753/webmedia_estendido.2020.13053.

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Video annotation is an activity that aims to supplement this type of multimedia object with additional content or information about its context, nature, content, quality and other aspects. These annotations are the basis for building a variety of multimedia applications for various purposes ranging from entertainment to security. Manual annotation is a strategy that uses the intelligence and workforce of people in the annotation process and is an alternative to cases where automatic methods cannot be applied. However, manual video annotation can be a costly process because as the content to be annotated increases, so does the workload for annotating. Crowdsourcing appears as a viable solution strategy in this con- text because it relies on outsourcing the tasks to a multitude of workers, who perform specific parts of the work in a distributed way. However, as the complexity of required media annoyances increases, it becomes necessary to employ skilled labor, or willing to perform larger, more complicated, and more time-consuming tasks. This makes it challenging to use crowdsourcing, as experts demand higher pay, and recruiting tends to be a difficult activity. In order to overcome this problem, strategies based on the decom- position of the main problem into a set of simpler subtasks suitable for crowdsourcing processes have emerged. These smaller tasks are organized in a workflow so that the execution process can be formalized and controlled. In this sense, this thesis aims to present a new framework that allows the use of crowdsourcing to create applications that require complex video annotation tasks. The developed framework considers the whole process from the definition of the problem and the decomposition of the tasks, until the construction, execution, and management of the workflow. This framework, called CrowdWaterfall, contemplates the strengths of current proposals, incorporating new concepts, techniques, and resources to overcome some of its limitations.
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Simmons, Steven, and Roger Watson. "A System-Wide Pipeline Automation Project: Application Colonial Pipeline System." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27026.

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This paper will discuss the objectives, challenges, and methods of implementing a system-wide pipeline automation project at Colonial Pipeline, focusing on the pilot project and early years. Currently the company is in the midst of a five-year project to automate and remotely operate delivery facilities, tank farms, and origination stations along over 5000 miles of existing pipeline. The end result will bring control of over 200 facilities into to the Central Control Center. Technically, the project goal is to install state of the art infrastructure to enhance safety and reliability, standardize to a common platform across the system, and integrate into an existing SCADA Control System. From the business perspective, the project goal is to meet or exceed typical industry guidelines for project management metrics, reach a unitized cost basis and provide a foundation for consistent and repeatable operations across the entire pipeline system. The Common Project Process (a cross-functional integrated project team strategy) and an engineering alliance are being used to define and execute the project phases. Colonial’s Engineering team recast itself in 1999 on the basis of establishing core competencies, leveraging internal talent and knowledge, and establishing an effective outsourcing strategy. This automation project is one of the first large-scale efforts to put this new model to task. In 2000, Colonial Pipeline and Mangan, Inc. formed an engineering alliance to capitalize on the strengths of both teams. Colonial’s pipeline engineering and operations knowledge have been equitably matched with Mangan’s project management, engineering and integration skills. The result is an energetic and committed technical project team, as well as a win-win opportunity for both sides. This alliance provides a valuable model for engineering team outsourcing and contracting. Except for original construction projects, it is rare for a pipeline company to take on a system-wide infrastructure upgrade opportunity of this scope. Success of the pilot project depended on integrating the field automation with SCADA system capabilities and developing both control center and human resources plans. The field hardware, the technical focus of this paper, is a small piece of the entire project objective; however it represents the foundation of the entire business model. Selecting and committing to a common controls platform was an engineering objective. The hardware had to provide a certain level of assurance that the standard model would be available both at the start and the end of the project, in addition to supporting legacy systems for future challenges. In summary, this automation project represents more than engineering and integration. It’s a combination of the talent, hardware, and vision which will accomplish the goal of the core business product — safe and efficient delivery of consumer fuels.
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Kirkwood, Mike. "Transmission Pipelines: Are They Still the Safest Way to Transport Energy?" In ASME 2014 12th Biennial Conference on Engineering Systems Design and Analysis. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/esda2014-20064.

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As the energy landscape changes globally with the development of tight oil and gas resources, questions about the rail safety and tighter regulations around safety and environment, energy insiders are asking the question; are pipelines still the safest way to transport energy? In a recent study conducted by T.D. Williamson (TDW) (1) this paper uncovers some current industry trends, drivers and restraints that will shape the pipelines landscape for the future. The study looked at regional trends, technology applications and future project developments in the pipelines arena and how this is influencing how pipelines are being designed, installed and utilized. The study identified that there were four distinct pipeline “themes” over the pipeline life cycle, which comprise: • Infrastructure – pipeline new build for growth, replacement and expansion, • Integrity Management – management of the integrity for new and existing pipelines, • Flow Assurance & Throughput – optimizing throughput and uptime for new and existing pipelines, • Management of Human Capital – acquiring, developing and retaining competent people or outsourcing. The paper will discuss how these needs imbedded in these themes are met or, as in some cases, unmet. The paper also looks at developments in materials for new pipelines, pipeline monitoring and leak detection (from cables to dogs to, unmanned vehicles), newer products that are being shipped (from higher hydrogen content methane gas to carbon dioxide from capture schemes to diluted bitumen from the oil sands), the impact of “big data” (from Mb to Yb), and how operators are looking to manage emergencies (from spill response to emergency planning and operational readiness). This paper will compare safety records for energy transportation as well as the new demands being put on energy companies that will propose an answer to the question posed in the title.
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Reports on the topic "Human resources outsourcing (HRO)"

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

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