Dissertations / Theses on the topic 'Human resources outsourcing (HRO)'

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.

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.

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.

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.

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.

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.

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.

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.

Mestrado em Gestão de Recursos Humanos
O presente relatório tem como objetivo descrever e analisar as tarefas realizadas durante o estágio curricular de três meses desenvolvido na empresa Adecco, mais precisamente na área de Outsourcing. O estágio teve como foco as áreas de Recrutamento e Seleção, áreas complementares e fulcrais quando se fala em Gestão de Recursos Humanos, e que têm um grande impacto nas organizações. Cada vez mais se vê este tema no centro das atenções de empresas e organizações, preocupadas em atrair e selecionar o melhor talento. Assim, o trabalho inclui uma revisão de literatura onde são explicitados métodos de recrutamento e técnicas de seleção, uma caracterização da empresa Adecco, a descrição das principais atividades desenvolvidas, e de seguida é feito um confronto entre a teoria e o que se veio a desenvolver na prática. São mencionados ainda alguns desafios encontrados ao longo do estágio e uma breve conclusão pessoal da experiência. Este estágio permitiu-me assim consolidar e colocar em prática os conhecimentos adquiridos no Mestrado de Gestão de Recursos Humanos no que diz respeito aos processos de Recrutamento e Seleção, servindo como um grande impulsionador da minha vida profissional.
This report aims to describe and analyse the tasks performed during the three-month internship in Adecco, specifically in the area of Outsourcing. The internship focused on Recruitment and Selection, complementary and core areas when it comes to Human Resource Management, which have a great impact on organizations. We increasingly see this subject being the centre of attention for companies and organizations, which are concerned with attracting and selecting the best talent. Thus, the report includes a literature review that focus on the recruitment methods and selection techniques, a characterization of the company Adecco, a description of the main activities developed, and then a comparison between the theory and what has been developed in practice. Moreover, some challenges faced throughout the internship are mentioned and, lastly a brief personal conclusion of the experience. This internship allowed me to consolidate and put into practice the knowledge acquired in the Master of Human Resources Management regarding the Recruitment and Selection processes, serving as a great driver of my professional life.
info:eu-repo/semantics/publishedVersion

This work deals with performance management in specific cases. Problem of performance management is being discussed in three different independent parts, in outsourcing, in time of the economic recession and when a new team is established within a company. The aim is to show the lack of processes established in large companies which apply in situations mentioned above. The analysis of the individual components, processes and systems was done using question forms, individual interviews and group sessions with employees of a concrete international company. Conclusions of this work are summarized in chapters according to the topics. The goal is to make recommendations which could be applied in all international companies and their environments. This work introduces new knowledge in the field of performance management in situations in which we cannot rely on the universally agreed procedures.

Mestrado em Gestão de Recursos Humanos
O presente relatório apresenta o conjunto de atividades desenvolvidas no Estágio Curricular realizado no âmbito do Mestrado em Gestão de Recursos Humanos numa empresa de Consultoria e Recursos Humanos, a Fórmula do Talento. Este trabalho corresponde por isso ao produto final do estágio inserido no corpo de conhecimentos e competências adquiridas no Mestrado. Partindo das atividades desenvolvidas ao longo do estágio identificámos três grandes tópicos da gestão de recursos humanos: a Gestão de Recursos Humanos em Pequenas e Médias Empresas; o Outsourcing de Recursos Humanos e o Processo de Avaliação de Desempenho. A parte teórica deste relatório foca por conseguinte estas três áreas. Quanto à parte empírica do documento, esta debruça-se mais especificamente sobre a questão da avaliação de desempenho e relata o acompanhamento a um pedido de reformulação do modelo de avaliação de desempenho aplicado numa pequena empresa portuguesa. No último capítulo do relatório, apresentamos uma reflexão das atividades desenvolvidas à luz da revisão de literatura no intuito de ligação entre a teoria e a prática ou como refere Dewey (1916) de ligar a reflexão à ação.
This report presents the activities developed in the Academic Internship undertaken during my Master?s in Human Resources Management in a consultancy and human resources company, Fórmula do Talento. This paper consists thus in the final result of the internship, linked with the knowledge and competencies acquired during the Master. Starting from the activities developed throughout the internship, three major topics of human resources management have been identified: the Management of Human Resources in Small and Medium Enterprises; the Outsourcing of Human Resources; and the Process of Performance Assessment. The theoretical part of this report is thus focused in these three areas. In what concerns the empirical part of the document, the focus is more specifically on the performance assessment and it describes the follow-up of a request for reformulation of the performance assessment model applied to a small Portuguese enterprise. In the last chapter of this report, an analysis of the developed activities is carried forward, in light of the literature review, and aiming to link the theory and the empirical or, as Dewey (1996) refers, of linking reflection to action.

En l'actual entorn econòmic, les organitzacions busquen constantment noves formes de flexibilitat en el seu esforç per esdevenir competitives. Una de les avingudes cap a la flexibilització de les organitzacions és l'externalització o outsourcing d'alguns processos empresarials, tant si és amb l'objectiu de retallar costos com amb el d'adquirir experiència i saber fer d'organitzacions externes. La funció de recursos humans o alguns dels seus components també han estat subjectes a l'externalització des de fa ja temps (especialment processos de selecció o activitats de formació). No obstant això, la decisió sobre què externalitzar, com, quan, ia qui és una elecció no desproveïda de certs riscos. L'objectiu d'aquesta tesi és revisar els principals conceptes, lògica i reptes a l'externalització de la funció de recursos humans. Un cop revisada la literatura i proposta una conceptualització de l'outsourcing de recursos humans com a procés i identificant les seves diverses fases, el treball empíric de la tesi es dedica a identificar quins factors poden contribuir a l'èxit en tal procés. Es genera un qüestionari que pregunta per casos d'èxit i fracàs de processos d'outsourcing de recursos humans i les circumstàncies que l'envolten. L'anàlisi estadística dels resultats suggereix que no influeixen en l'èxit del procés factors com la funció, l'objectiu i la temporalitat. Per contra, sí que és important tenir en compte, entre altres, factors com la bona comunicació, l'elecció del proveïdor, el suport el departament de RRHH i no prioritzar el preu. Cal destacar que la majoria d'aquests factors són elements sobre els quals les empreses poden incidir quan implementen un procés de ORH i, per tant, la tesi conclou amb una sèrie de recomanacions per a la pràctica empresarial.
En el actual entorno económico, las organizaciones buscan constantemente nuevas formas de flexibilidad en su esfuerzo para devenir competitivas. Una de las avenidas hacia la flexibilización de las organizaciones es la externalización o outsourcing de algunos procesos empresariales, tanto si es con el objetivo de recortar costes como con el de adquirir experiencia y know-how de organizaciones externas. La función de recursos humanos o algunos de sus componentes también han estado sujetos a la externalización desde hace ya tiempo (especialmente procesos de selección o actividades de formación). Sin embargo, la decisión sobre qué externalizar, cómo, cuándo, y a quién es una elección no desprovista de ciertos riesgos. El objetivo de esta tesis es revisar los principales conceptos, lógica y retos a la externalización de la función de recursos humanos. Una vez revisada la literatura y propuesta una conceptualización del outsourcing de recursos humanos como proceso e identificando sus diversas fases, el trabajo empírico de la tesis se dedica a identificar qué factores pueden contribuir al éxito en tal proceso. Se genera un cuestionario que pregunta por casos de éxito y fracaso de procesos de outsourcing de recursos humanos y las circunstancias que lo rodean. El análisis estadístico de los resultados sugiere que no influyen en el éxito del proceso factores como la función, el objetivo y la temporalidad. Por el contrario, sí es importante tener en cuenta, entre otros, factores como la buena comunicación, la elección del proveedor, el apoyo el departamento de RRHH y no priorizar el precio. Hay que destacar que la mayoría de estos factores son elementos sobre los cuales las empresas pueden incidir cuando implementan un proceso de ORH y, por tanto, la tesis concluye con una serie de recomendaciones para la práctica empresarial.
n the current economic environment, organizations are constantly seeking new forms of flexibility in their efforts to become competitive. One of the avenues towards more flexible organizations is outsourcing or outsourcing of some business processes, whether it is aiming to cut costs and to gain experience and know-how from outside organizations. The human resources function or some of its components have also been subject to outsourcing for some time now (especially selection processes or training). However, the decision on what to outsource, how, when, and to whom election is not without certain risks. The objective of this thesis is to review the main concepts, logic and challenges to outsourcing HR function. After reviewing the literature and proposed a conceptualization of human resources outsourcing process and identifying its various phases, the empirical work of the thesis is dedicated to identify what factors may contribute to success in this process. A questionnaire asking about cases of success and failure of processes of human resources outsourcing and the circumstances surrounding it generates. Statistical analysis of the results suggests that not influence the success of factors such as the function, purpose or temporality. On the contrary, it is important to consider, among others, factors such as good communication, the choice of supplier, supporting the HR department and not prioritize the price. It notes that most of these factors are elements on which companies can influence when implementing a process of ORH and therefore, the thesis concludes with a series of recommendations for business practice

Dans le contexte spécifique de l'Inde, peu d’études ont comparé le niveau de motivation entre les équipes traditionnelles et les équipes virtuelles de projet dans l’industrie « Business Process Outsourcing » (BPO), et son incidence sur la rétention des salariés. Cette thèse essaie de comparer le niveau de motivation des membres des équipes traditionnelles par rapport à celle des membres des équipes virtuelles de projet dans des sociétés BPO en Inde. Nous essayerons d'expliquer les différences constatées par trois variables de gestion, à savoir : la Nature du travail, la Rémunération et la Communication. Nous étudierons l’incidence sur la rétention des salariés dans ces deux types d’équipes. Sur la base d’une large revue de littérature, une étude qualitative et quantitative a été effectuée par des entretiens approfondis avec neuf entreprises BPO en Inde soigneusement choisies
Within the specific context of India, a comparison of motivation level between traditional and virtual project teams in Business Process Outsourcing (BPO) firms to retain employees is so far not a widely-observed phenomenon. Therefore, in order to investigate this comparison between the traditional and virtual project teams and its consequences, we have attempted to explore with the help of motivation level how human resource in BPO firms in India can be retained. An attempt has been made to compare the level of motivation between the Traditional (collocated) project team members and the Virtual project team members of the BPO firms in this environment. We have attempted to explain this phenomenon by way of three management variables, namely: Nature of Work, Rewards, and Communication, which may be considered as decisive. In order to achieve this, on the basis of a large literature review, a qualitative and quantitative study has been carried out through in-depth interviews with nine carefully selected BPO firms in India

Mestrado em Gestão de Recursos Humanos
O talento e a gestão do talento têm sido objecto de diversas reflexões, por parte de diferentes autores, no domínio da gestão dos recursos humanos, as quais têm realçado a necessidade de uma nova visão dos colaboradores enquanto vantagem competitiva para as organizações o que, consequentemente, implica a importância na área da gestão de recursos humanos de procedimentos como a atracção, o recrutamento, a selecção, a retenção e o desenvolvimento de colaboradores talentosos como factor que acrescenta valor à empresa. Este relatório de estágio curricular numa empresa de consultoria de sistemas de informação, a agap2, inicia-se com a revisão da literatura na área do talento e sua gestão, prosseguindo com a caracterização da empresa onde o estágio decorreu, e a descrição dos procedimentos adoptados na área da gestão do talento, bem como as actividades desenvolvidas no acompanhamento de 17 consultores por parte da estagiária, e a conclusão que realça as virtudes do estágio curricular como processo de conclusão do mestrado e as dificuldades sentidas resultantes da ausência de estudos comparativos de práticas na área da gestão do talento.
Talent and the management of talent is a subject that has been addressed in several studies by different authors in the fields of Human Resources. These studies have highlighted the need for a new perspective on the employee?s role as a competitive asset to corporations. This perspective implies the importance of developing human resources procedures, such as job attraction, recruitment and selection, as well as retention and the support for developing talented employees as a key factor in bringing value added to the company. This report is about a curricular internship at the consulting company agap2, which operates in the field of information systems technology. The document starts by reviewing the available literature about Talent and its management, followed by a characterization of the enterprise where the training took place. The report also includes a description of the procedures that have been adopted in the area of Talent Management at agap2, as well as a description of the activities that the internee undertook while following 17 consultants. In the conclusion, the report emphasizes the advantages of a curricular internship as part of the final process in the completing a master´s degree and the difficulties that were felt due to the absence of comparative studies about the practices in the area of Talent Management.

Made available in DSpace on 2016-04-25T16:44:47Z (GMT). No. of bitstreams: 1 Jucelia Laurindo de Araujo.pdf: 1109603 bytes, checksum: 358d2916f0850e6292c4f76cb269a32e (MD5) Previous issue date: 2016-03-11
Coordenação de Aperfeiçoamento de Pessoal de Nível Superior
The objective of the research conducted for this dissertation was to analyze the human resources (HR) strategies and policies adopted in an outsourced telecom company, considering its strategic importance in the economic and globalized scenario. Specific objectives were analyzing the telecom industry in Brazil and the service relations between outsourced and contracting companies. In order to make carrying out the research possible, an investigation was conducted of aspects related to HR strategies and policies, and of outsourcing from a strategic and critical viewpoint; also carried out were analyses of the telecom industry and its strategies of action, and, finally, of the case of an outsourced telecom company. The methodology adopted consisted of a case study involving an exploratory approach, which was qualitative by nature, by means of three sources of evidence: documentation, files on record and participant observation. The subject of the investigation selected was an outsourced company named Alfa, which is engaged in providing services for major telecom operators here in Brazil. The results obtained indicated that it is possible to obtain good human resources practices by improving the outsourcing strategies and also reducing the negative effects, viewed as a precarious factor in terms of working arrangements
Apresentou-se como objetivo na pesquisa desta dissertação, analisar as estratégias e políticas de recursos humanos adotadas numa empresa terceirizada do setor de telecomunicações, considerando sua importância estratégica no cenário econômico e globalizado. E como objetivos específicos, analisar o setor de telecomunicações no Brasil e as relações de serviços entre empresas terceirizadas e contratantes. Para que a realização da pesquisa fosse possível, foram investigados aspectos relacionados a estratégias e políticas de recursos humanos; a terceirização sob uma ótica estratégica e crítica; a análise do setor de telecomunicações e suas estratégias de atuação, e por fim, a análise do caso de uma empresa terceirizada do setor de telecomunicações. A metodologia adotada consistiu-se de um estudo de caso, de abordagem exploratória, de natureza qualitativa por meio de três fontes de evidências: documentação, registro em arquivos e observação participante. Selecionou-se como sujeito da investigação uma empresa terceirizada, denominada empresa Alfa, atuante como prestadora de serviços para grandes operadoras do setor de telecomunicações. Os resultados obtidos apontaram que é possível obter boas práticas de recursos humanos, aperfeiçoando as estratégias de terceirização e também reduzir os efeitos negativos, vista como uma precarização do trabalho

Com esta investigação, pretende-se fazer uma análise comparativa sobre o comprometimento e motivação dos trabalhadores, tendo como fator diferencial a gestão do recrutamento, de modo interno e a gestão por outsourcing. O objetivo principal é verificar se existem diferenças significativas nos dois grupos de trabalhadores, à luz de um quadro teórico muito vasto. Para concretizar esta análise foi elaborado um questionário on-line, com questões de escala manifestadas por afirmações elaboradas, com base no enquadramento teórico que constituiu a revisão da literatura, sobre motivação e comprometimento. Os resultados demonstraram que não existem diferenças significativas nos valores médios dos dois grupos na avaliação dos fatores de motivação, embora em ambos os grupos, se verifique uma grande vontade de darem mais de si à organização, de forma a superarem objetivos. Os valores de motivação revelaram-se muito baixos no geral, nos dois grupos. Em ambos os grupos apurou-se que há mais insatisfação face a fatores recompensatórios (tanto a nível material como imaterial): o salário e o reconhecimento do trabalho. Em relação ao comprometimento, verifica-se menor comprometimento por parte dos trabalhadores outsourcing, não numa análise de comparabilidade de médias gerais, mas numa análise de médias mais específicas de alguns fatores em avaliação: intenções de abandono. As médias das intenções de abandono foram mais visíveis neste grupo. No geral, ambos os trabalhadores dos dois grupos são movidos por um comprometimento instrumental, mais relacionado com as poucas alternativas que o mercado de trabalho dispõe , para uma evolução profissional; Abstract: The influence of human resource management structure in the motivation and commitment of employees: internal management versus outsourcing With this research aims to make a comparative analysis on the commitment and motivation of workers, with the differentiating factor the management of the internal mode recruitment and management by outsourcing. The main objective is to verify whether there are significant differences in the two groups of workers in the light of a very broad theoretical framework. To realize this analysis was prepared an online questionnaire with scale issues raised by elaborate statements, based on the theoretical framework that was the literature review of motivation and commitment. The results showed no significant differences in mean values of the two groups in the evaluation of the motivating factors, although in both groups, that there is a great desire to give more of themselves to the organization in order to overcome objectives. The motivation values proved to be very low in general, in both groups. In both groups it was found that there is more dissatisfaction with the recompensatórios factors (both material and immaterial level): wages and recognition of the work. Regarding the commitment, there is less commitment by the outsourcing workers, not an analysis of comparability of overall averages but a more average specific analysis of some factors reviewed abandonment of intentions. The average dropout intentions were more visible in this group. Overall, both employees of the two groups are driven by an instrumental commitment, more related to the few alternatives that the labor market has for professional development.

Num contexto empresarial globalizado, a gestão de recursos humanos assume importância crescente. A valorização do capital humano e a preocupação com o compromisso e produtividade das pessoas revelam-se imperativos para a gestão de recursos humanos na contemporaneidade. As políticas e práticas de recursos humanos revelam-se a forma mais eficaz de comprometer as pessoas e, consequentemente, melhorar a performance organizacional. Este trabalho final de mestrado resultou de um estágio realizado num agrupamento complementar de empresa da IBM. Além das actividades desenvolvidas em contexto organizacional, efectuou-se urna descrição de todo o processo de gestão de recursos humanos e analisou-se a relação entre as políticas e práticas de recursos humanos e o compromisso organizacional, nas suas diferentes dimensões. Os resultados deste diagnóstico revelam que os colaboradores apresentam índices elevados de compromisso organizacional para com o ACE. Este compromisso materializa-se no alinhamento dos objectivos de negócio com os objectivos dos colaboradores. A principal causa destes índices elevados de compromisso são as políticas e práticas de recursos humanos. ABSTRACT: ln a globalized business environment, HRM assumes increasing importance. The human capital and concern for the commitment and productivity of people tum out to be imperative for the contemporary human resource management. Policies and practices of human resources prove to be the most effective way to engage people and thus improve organizational performance. This scientific work resulted from one stage held in a complementary group of the IBM Company. Besides the activities in organizations, took place a description of the whole process of resource management and examined the relationship of policies and practices in human resources with organizational commitment, in its various levels. The results of this diagnosis show that employees have high levels of organizational commitment towards the ACE. This commitment is materialized in the alignment of business goals with employee objectives. The main cause of these high levels of commitment are the policies and practices of human resources.

Mestrado em Gestão de Recursos Humanos
As organizações adaptam e flexibilizam-se através da alteração acelerada das estruturas e modelos de organização do trabalho, em resposta aos desafios colocados pelas mudanças do mercado laboral. Assim, o Recrutamento e de capital humano assume uma crescente importância estratégica para as empresas, sendo consideradas como práticas potenciadoras de vantagem competitiva, pois não existe recurso mais único e inimitável como o humano. A atualidade pressupõe a constante atração e retenção dos profissionais mais talentosos, conservando assim o potencial competitivo das empresas. Com frequência algumas organizações reconhecem a incapacidade de realizar com sucesso o processo em questão, requisitando para o efeito, os serviços de empresas de Recrutamento e Seleção, reservando para si unicamente a pré-seleção dos candidatos. A Adecco apresenta-se como uma empresa especializada, dispondo de uma vasta base de dados, o que torna o processo de seleção mais eficiente e eficaz. O presente Trabalho Final de Mestrado aborda todo o percurso realizado durante o período de estágio curricular, desenvolvido na empresa Adecco Recursos Humanos, na Agência Mar Vermelho, Lisboa, sendo o enfoque no Trabalho Temporário e Outsourcing.
In response to the challenges created by the changing of work needs, organizations have been forced to quickly change their structure and working models in order to adapt. These changes focus on Human Resources as the main driver of these organizational efforts. In this context, the sourcing and selection of human capital is gaining an ever increasing strategic importance for companies. These new approaches may be considered best practices and bringers of competitive advantage. There is a constant need to seek and maintain the most talented professionals, as a way to increase the competitive edge of a given company. Frequently, organizations recognize their inability to effectively manage these processes "in house" and request the services of Recruitment Process Outsourcing companies, demanding only control over the pre-selection of candidates. Adecco is one of these companies, considered one of the world leaders on this area and specialized on Human Resources. It has a vast database on several key areas of Human Resources, with the main purpose of making the sourcing and selection process more efficient and effective. The Master's Degree Final Work, is focused on the work developed during the internship on the Mar Vermelho Lisbon agency of Adecco Human Resources, as Temporary Job placement and Outsourcing.

Mestrado em Ciências Empresariais
A adaptação ao meio envolvente é fundamental para a sustentabilidade do negócio, no que concerne à flexibilização do mesmo. Desta forma, as empresas redefinem as suas estratégias de modo a focarem os seus recursos nas atividades que lhes permitem criar vantagem competitiva, optando por externalizar as atividades nas quais não se concentra oseu core business. O processo de Recrutamento e Seleção constitui uma dessasatividades. Este processo corresponde a uma das funções mais importantes na Gestão de Pessoas, visto que o desempenho da organização irá depender da qualidade e quantidade dos seus Recursos Humanos. A Adecco apresenta-se como uma empresa especialista nesta área. O presente Trabalho Final de Mestrado consiste num Relatório de Estágio, onde é descrito oprocesso de Recrutamento e Seleção na Adecco Marketing Services, Lda,nomeadamente na Unidade de Contact Center. Tem início com a revisão da literatura quanto ao outsourcing, ao processo de recrutamento e seleção, particularmente os tipos de recrutamento utilizados, os seus métodos e técnicas de seleção, surgindo depois a apresentação da empresa. De seguida, surge o capítulo do confronto da revisão de literatura com o estágio. E por fim, são descritas as atividades desempenhadas no mesmo.
The adaptation to the surrounding environment is fundamental for the sustainability of the business, as far as its flexibility is concerned. In this way, companies redefine their strategies in order to focus their resources on activities that allow them to create a competitive advantage, opting to outsource activities in which their core business is not concentrated. The Recruitment and Selection process is one such activity. This process corresponds to one of the most important functions in People Management, since the performance of the organization will depend on the quality and quantity of its Human Resources. Adecco presents itself as a specialised company in this area. The present Final Master's Work consists of an Internship Report, which describes the Recruitment and Selection process in Adecco Marketing Services, Lda, namely in the Contact Center Unit. It starts with a review of the literature regarding outsourcing, the recruitment and selection process, the selection of users, their methods and selection techniques, followed by the presentation of the company. After that, comes the chapter, where the literature review and the internship are discussed. Finally, the activities performed in the internship are described.
info:eu-repo/semantics/publishedVersion

El mercado de outsourcing de Recursos Humanos en el Perú se encuentra en crecimiento. Sin embargo, está dominado por grandes empresas del rubro, lo que impide el desarrollo de nuevas organizaciones o PYMES. Estas últimas a pesar de brindar los mismos servicios no logran alcanzar el volumen de ventas esperado obteniendo como consecuencia la baja rentabilidad. El presente documento analiza los diferentes factores que impiden el crecimiento de una Pyme mediante un análisis de Ishikawa e indicadores iniciales. Asimismo, propone un modelo basado en los tres pilares de la transformación digital y la importancia del alineamiento de ellas en su implementación. Se ha realizado un piloto del modelo en una Pyme de outsourcing de Recursos Humanos para su validación. Como resultado de la investigación se obtiene una incrementación de rentabilidad y capacidad de la empresa.
The Human Resources (HR) outsourcing market in Peru is growing; however, it is dominated by large companies in this area, which prevents the development of new organizations or small- and medium-sized enterprises (SMEs). The latter, in spite of providing the same services, fail to reach the expected sales volume, thus reporting low profitability. This article analyzes the different factors that impede the growth of SMEs through a fishbone (Ishikawa) diagram and the assessment of initial indicators. It also proposes a model that is based on the three pillars of Digital Transformation and the importance of their alignment in its implementation. A pilot model has been conducted for validation in an SME that provides HR outsourcing services. The research results denote an increase in the company’s profitability and capacity.
Tesis

Made available in DSpace on 2016-04-25T16:44:52Z (GMT). No. of bitstreams: 1 Pedro L R Melo.pdf: 1277068 bytes, checksum: 03a18377be07d54679b16c29f3aa3fcf (MD5) Previous issue date: 2007-05-08
Coordenação de Aperfeiçoamento de Pessoal de Nível Superior
This dissertation comes from an international survey on the call center industry. Specifically this dissertation discusses about the strategy and practices of human resources in the call center industry in Brazil. We investigate if a relationship exists among the outsourcing, the strategy of the call center and the allocation of the strategic human resources of those companies in the Brazilian call centers. The following hypothesis are developed: The outsourced call centers are guided to the attendance of a mass segment (H1a), with a strategy targeted to the product/service (H1b). (H2): In the outsourced call centers in which the strategy is targeting to the product/service the main strategic resource is the technology of the information. (H3a): In the in-house call centers in which the strategy is targeting the customer, the main strategic resource it is the human resource. (H3b): In in-house call centers where the strategy is focused in the customer, the attendants receive more intensive trainings. (H3c): In in-house call centers where the strategy is focused in the customer, the attendants have more autonomy in the performance of their activities. Through the multivariate analysis of regression logistics the hypothesis are tested in a sample that represents about 50% of the call centers associated to ABT (Brazilian Association of Tele-Services). The hypothesis are confirmed through the model with high explanation power (R2=46%) showing that the outsourced call centers are guided for mass segments, while in-house call centers are targeted for specific segments using as the main strategic resource the human resources
Esta dissertação é originária de um survey internacional sobre a indústria dos call centers. Especificamente esta dissertação discute a relação entre as estratégias e as práticas de recursos humanos na indústria de call center no Brasil. É investigada a existência de relacionamentos entre terceirização, a estratégia do call center e a alocação estratégica de recursos humanos em todas essas empresas e seus respectivos call centers. As seguintes hipóteses são desenvolvidas: Os call centers terceirizados são orientados para o atendimento de um segmento de massa (H1a), com estratégia focada no produto/serviço (H1b). (H2): Nos call centers terceirizados em que a estratégia é focada no produto/serviço, o principal recurso estratégico é a tecnologia da informação. (H3a): Nos call centers próprios em que a estratégia é focada no cliente, o principal recurso estratégico é o humano. (H3b): Nos call centers próprios em que a estratégia é focada no cliente, os atendentes recebem treinamentos mais intensivos. (H3c): Nos call centers próprios em que a estratégia é focada no cliente, os atendentes tem maior autonomia no desenvolvimento de suas atividades. Por meio da análise multivariada de regressão logística, as hipóteses são testadas em uma amostra que representa cerca de 50% dos call centers filiados à ABT (Associação Brasileira de Telesserviços). As hipóteses são confirmadas por meio do modelo com alto poder de explicação (R2=46%), mostrando que os call centers terceirizados são orientados para segmentos em massa, adotando estratégias focadas no produto/serviço, apoiados por recursos estratégicos provenientes da tecnologia da informação. Enquanto call centers próprios são orientados para segmentos específicos, adotando estratégias focadas no cliente e apoiados por recursos estratégicos provenientes do fator humano

This diploma thesis deals with the subject of external human resource consultancy. It introduces the comprehensive view on consultancy process and describes in detail the range of human resources agendas associated with consultancy. The entire document links theoretical findings with business practice and demonstrates how the external consultancy can be applied in organizations. It reflects common problems in companies with emphasis on extended description of human resource outsourcing. Empirical part of the thesis looks into on-line offers of consultancy services in human resource management. This topic is subject of qualitative survey aimed at describing contemporary human resources consultancy market in Czech Republic. Survey findings present structure of consultancy services. Key words: consultancy, management consultancy, human resources consultancy, outsourcing, human resources outsourcing (HRO).

碩士
國立成功大學
國際企業研究所碩博士班
92
Under a fiercely competitive environment, the outside material resources of companies are not sufficient to become the competitive advantage, which support company’s growth. And we find out that the human capital is the most important resource of competitive advantage. However, there are more and more companies outsource their human resource function to Professional Employee Organization (PEO). What’s the major consideration for companies to outsource their HR function? What kinds of companies will depend more on HR outsourcing? And do they really get expected benefit from HR outsourcing? We investigate the factors which would influence the” the degree of reliance on HR outsourcing” by the empirical method,and also research the moderator variables’ impact on the relationship between “the degree of reliance on HR outsourcing” and “perceived benefits produced by outsourcing”.We sent 1400 questionnaires and got 153 usable questionnaires, and our data were provided by HR executive or the person who is in charge of HR utsourcing. 　　We use regression to test the impact of six independent variables (environmental dynamism, corporate strategy, HR strategic involvement, HR strategy, organizational ulture, and firm size) on” the degree of reliance on HR outsourcing”. Besides, hierarchical regression is adopted to test the influence of five moderators (environmental dynamism, corporate strategy, HR strategic involvement, firm size,and partnership quality) on the relationship between “the degree of reliance on HR outsourcing” and “perceived benefits produced by outsourcing”. 　　Our findings are as follows: the more dynamic environment company face, the higher HR outsourcing level of human capital activities, recruiting & selection activities, and transactional activities. And the smaller size of company, the higher HR outsourcing level of human capital activities and recruiting & selection activities.Otherwise, the higher degree of environmental dynamism, the more likely the corporate would adopt prospector strategy, and the better quality of the partnership,will have positive impact on the relationship between “the degree of reliance on HR outsourcing” and “perceived benefits produced by outsourcing”. Also, the higher strategic involvement of HR department will have negative influence on the relationship between “the degree of reliance on HR outsourcing” and “perceived benefits produced by outsourcing”.

Dissertação de mestrado em Gestão de Recursos Humanos
Tendo como principal foco as atividades relacionadas com a gestão de recursos humanos, este estudo procura perceber as razões que estão por de trás das decisões de recorrer ao outsourcing. O facto de o mercado para este tipo deserviços estar a crescer significativamente e encontrar-se em constante desenvolvimento, tranforma-o cada vez mais numa tendência que requer atenção por parte das empresas. A pertinência deste estudo surge no sentido de compreender de que forma as empresas estão a lidar com este fenómeno e que implicações a sua utilização tem nas organizações. Para isso, neste estudo desenvolvem-se um conjunto de questões que procuram esclarecer esta temática, nomeadamente saber quais as atividades de recursos humanos mais propensas a serem colocadas em outsourcing, que razões levaram à tomada de decisão de utilizar estes serviços, que vantagens e desvantagens apresenta e que implicações tem na estratégia da organização. Pretende-se estudar este fenómeno unicamente da perspetiva do gestor. Os resultados obtidos vão muito ao encontro do referido na literatura, onde se verifica que os recursos humanos têm vindo a assumir um papel cada vez mais estratégico, acabando por delegar algumas das suas tarefas a empresas externas. Segundo as conclusões obtidas, verifica-se que entre as atividades mais susceptíveis a serem realizadas em outsourcing, surge o recrutamento e seleção, a formação e processamento salarial. Importa saliantar que o recurso ao trabalho temporário foi apontado como uma decisão estratégica e tem vindo a ser cada vez mais utilizado. Por fim, dada a elevada e variada oferta existente no mercado de empresas prestadoras destes serviços é necessário escolher e selecionar de forma criteriosa a empresa que ficará responsável por essas atividades. A compreensão de todos estes fatores contribui para um melhor entendimento deste fenómeno, ajudando também a minimizar os riscos e a potenciar os benefícios das operações de outsourcing.
With the main focus on activities related to human resources management, this study seeks to understand the reasons behind outsourcing decisions. The fact that the market for this type of services is growing significantly and constantly developing, it´s becoming more and more a trend that requires attention from organizations. The relevance of this study arises in the sense of understanding how companies are dealing with this phenomenon and what implications its use has in organizations. In this study, a set of questions is developed that seek to clarify this issue, namely, which human resources activities are more likely to be outsourced, why the decision to use these services has taken place, what advantages and disadvantages presents and what implications it has in the organization's strategy. It is intended to study this phenomenon only from the manager’s perspective. The results obtained are very similar to those reported in the literature, where it is verified that human resources have been assuming an increasingly strategic role, eventually delegating some of their tasks to external companies. According to the conclusions obtained, the activities most likely to be performed in outsourcing are recruitment and selection, training and salary processing. It is important to emphasize that the use of temporary work has been identified as a strategic decision and has been increasingly used. Finally, given the high variety of suppliers in the market of companies providing these services, it is necessary to choose and select carefully the company that will be responsible for these activities. Understanding all these factors contributes to a better understanding of this phenomenon, while also helping to minimize risks and maximize the benefits of outsourcing operations.

The main purpose of this research is to highlight the value added by recruitment consultants to the recruitment process. The focus is oriented towards the relationship between recruitment consultants and job seekers, becoming candidates once they have applied to a job offer. After reviewing what the literature offers on this topic, we will conduct a qualitative research, including an exploratory study by interviewing two groups of six and seven people, representing both sides of the relationship. The findings of these interviews will show that several views are brought to this topic. It will mainly be understood that the relationship between a recruitment consultant and a candidate is quite different from the relationship a candidate and the potential employer would have. Interview responses will also examine the advantages job seekers have to use a recruitment agency in their job search.
O objetivo principal desta pesquisa é destacar o valor agregado dos consultores de recrutamento no processo de recrutamento. O foco é orientado na relação entre estes consultores e as pessoas à procura de um emprego, que se tornam candidatos quando respondem as propostas de trabalho. Depois de verificar o que a literatura especializada neste tema propõe, iremos conduzir uma pesquisa qualitativa, na qual será incluido um estudo sobre a relação entre consultores e candidatos a partir de entrevistas a dois grupos um constituido por seis pessoas e outro com sete pessoas. Os resultados destas entrevistas indicam que existem varios pontos de vistas neste assunto. A principal constactaçao é que a relação entre os consultores de recrutamento e o candidato é diferente da relação que existe entre o candidato e o potential empregador. As respostas das entrevistas também examinaram as vantagens que o candidato tem ao passar por uma agência de recrutamento na sua procura de emprego

Les transformations économiques visant la création d’un marché mondial unique, le progrès technologique et la disponibilité d’une main-d’œuvre qualifiée dans les pays à bas salaire amènent les dirigeants des entreprises à réexaminer l’organisation et la localisation de leurs capacités productives de façon à en accroître la flexibilité qui est, selon plusieurs, seule garante de la pérennité de l’organisation (Atkinson, 1987; Patry, 1994; Purcell et Purcell, 1998; Kennedy 2002; Kallaberg, Reynolds, Marsden, 2003; Berger, 2006). Une stratégie déployée par les entreprises pour parvenir à cette fin est la délocalisation (Kennedy, 2002; Amiti et Wei, 2004; Barthélemy, 2004; Trudeau et Martin, 2006; Olsen, 2006). La technologie, l’ouverture des marchés et l’accès à des bassins nouveaux de main-d’œuvre qualifiée rendent possible une fragmentation de la chaîne de production bien plus grande qu’auparavant, et chaque maillon de cette chaîne fait l’objet d’un choix de localisation optimale (Hertveldt et al., 2005). Dans ces conditions, toutes les activités qui ne requièrent aucune interaction complexe ou physique entre collègues ou entre un employé et un client, sont sujettes à être transférées chez un sous-traitant, ici ou à l’étranger (Farrell, 2005). La plupart des recherches traitant de l’impartition et des délocalisations se concentrent essentiellement sur les motivations patronales d’y recourir (Lauzon-Duguay, 2005) ou encore sur les cas de réussites ou d’échecs des entreprises ayant implanté une stratégie de cette nature (Logan, Faught et Ganster, 2004). Toutefois, les impacts sur les employés de telles pratiques ont rarement été considérés systématiquement dans les recherches (Benson, 1998; Kessler, Coyle-Shapiro et Purcell, 1999; Logan et al., 2004). Les aspects humains doivent pourtant être considérés sérieusement, car ils sont à même d’être une cause d’échec ou de réussite de ces processus. La gestion des facteurs humains entourant le processus de délocalisation semble jouer un rôle dans l’impact de l’impartition sur les employés. Ainsi, selon Kessler et al. (1999), la façon dont les employés perçoivent la délocalisation serait influencée par trois facteurs : la manière dont ils étaient gérés par leur ancien employeur (context), ce que leur offre leur nouvel employeur (pull factor) et la façon dont ils sont traités suite au transfert (landing). La recherche vise à comprendre l’impact de la délocalisation d’activités d’une entreprise sur les employés ayant été transférés au fournisseur. De façon plus précise, nous souhaitons comprendre les effets que peut entraîner la délocalisation d’une entreprise « source » (celle qui cède les activités et les employés) à une entreprise « destination » (celle qui reprend les activités cédées et la main-d’œuvre) sur les employés transférés lors de ce processus au niveau de leur qualité de vie au travail et de leurs conditions de travail. Plusieurs questions se posent. Qu’est-ce qu’un transfert réussi du point de vue des employés? Les conditions de travail ou la qualité de vie au travail sont-elles affectées? À quel point les aspects humains influencent-t-ils les effets de la délocalisation sur les employés? Comment gérer un tel transfert de façon optimale du point de vue du nouvel employeur? Le modèle d’analyse est composé de quatre variables. La première variable dépendante (VD1) de notre modèle correspond à la qualité de vie au travail des employés transférés. La seconde variable dépendante (VD2) correspond aux conditions de travail des employés transférés. La troisième variable, la variable indépendante (VI) renvoie à la délocalisation d’activités qui comporte deux dimensions soit (1) la décision de délocalisation et (2) le processus d’implantation. La quatrième variable, la variable modératrice (VM) est les aspects humains qui sont examinés selon trois dimensions soit (1) le contexte dans l’entreprise « source » (Context), (2) l’attrait du nouvel employeur (pull factor) et (3) la réalité chez le nouvel employeur (landing). Trois hypothèses de recherche découlent de notre modèle d’analyse. Les deux premières sont à l’effet que la délocalisation entraîne une détérioration de la qualité de vie au travail (H1) et des conditions de travail (H2). La troisième hypothèse énonce que les aspects humains ont un effet modérateur sur l’impact de la délocalisation sur les employés transférés (H3). La recherche consiste en une étude de cas auprès d’une institution financière (entreprise « source ») qui a délocalisé ses activités technologiques à une firme experte en technologies de l’information (entreprise « destination »). Onze entrevues semi-dirigées ont été réalisées avec des acteurs-clés (employés transférés et gestionnaires des deux entreprises). Les résultats de la recherche indiquent que la délocalisation a de façon générale un impact négatif sur les employés transférés. Par contre, cette affirmation n’est pas généralisable à tous les indicateurs étudiés de la qualité de vie au travail et des conditions de travail. Les résultats mettent en évidence des conséquences négatives en ce qui a trait à la motivation intrinsèque au travail, à l’engagement organisationnel ainsi qu’à la satisfaction en lien avec l’aspect relationnel du travail. La délocalisation a également entraîné une détérioration des conditions de travail des employés transférés soit au niveau de la sécurité d’emploi, du contenu et de l’évaluation des tâches, de la santé et sécurité au travail et de la durée du travail. Mais, d’après les propos des personnes interviewées, les conséquences les plus importantes sont sans aucun doute au niveau du salaire et des avantages sociaux. Les conséquences de la délocalisation s’avèrent par contre positives lorsqu’il est question de l’accomplissement professionnel et de la satisfaction de l’aspect technique du travail. Au niveau de la confiance interpersonnelle au travail, l’organisation du travail, la formation professionnelle ainsi que les conditions physiques de l’emploi, les effets ne semblent pas significatifs d’après les propos recueillis lors des entrevues. Enfin, les résultats mettent en évidence l’effet modérateur significatif des aspects humains sur les conséquences de la délocalisation pour les employés transférés. L’entreprise « source » a tenté d’amoindrir l’impact de la délocalisation, mais ce ne fut pas suffisant. Comme les employés étaient fortement attachés à l’entreprise « source » et qu’ils ne désiraient pas la quitter pour une entreprise avec une culture d’entreprise différente qui leur paraissait peu attrayante, ces dimensions des aspects humains ont en fait contribué à amplifier les impacts négatifs de la délocalisation, particulièrement sur la qualité de vie au travail des employés transférés. Mots clés : (1) délocalisation, (2) impartition, (3) transfert d’employés, (4) qualité de vie au travail, (5) conditions de travail, (6) technologies de l’information, (7) entreprise, (8) gestion des ressources humaines.
Economic transformations aimed at creating a unique international market, technology innovations and the availability of a highly-skilled workforce in low-wage countries urge company managers to reassess their organization and the location of their production capacities. This, in turn, increases flexibility, the only guarantee to ensure the survival of the organization (Atkinson, 1987; Patry, 1994; Purcell et Purcell, 1998; Kennedy, 2002; Kallaberg, Reynolds, Marsden, 2003 and Berger, 2006). One strategy displayed by organizations in order to remain competitive is outsourcing (Kennedy, 2002; Amiti and Wei, 2004; Barthélemy, 2004; Trudeau and Martin, 2006; Olsen, 2006). Technology, globalization and access to a new pool of highly skilled worforce make production fragmentation easier than it had been in past years and each link of the chain production attracts great amounts of attention to an optimum localization option (Hertveldt et al., 2005). In these conditions, all activities requiring no complex physical interaction between colleagues or between an employee and a customer are prone to be transferred to a subcontractor, be it here or abroad (Farrell, 2005). Most researches about outsourcing essentially concentrate on managerial motives to resort to it (Lauzon-Duguay, 2005) or on organizations’ successes or failures when trying to establish a strategy of that nature (Logan, Faught and Ganster, 2004). Nonetheless, potential impacts of outsourcing employees have rarely been considered in previous researches (Benson, 1998; Kessler, Coyle-Shapiro and Purcell, 1999 and Logan et al., 2004). However, human aspects must also be considered seriously because it could be the cause of success or failure of such a process. The human aspects surrounding the outsourcing process seem to play a role in the impact of outsourcing on employees. Thus, according to Kessler et al. (1999), three general factors would influence how employees perceive outsourcing: the way employees feel they were treated by their former employer (context), the degree of attractiveness of their new employment (pull factor) and the reality of employee experiences following the change in employer (landing). This research aims at understanding the impact of an organization’s decision to contract out a number of its activities on the employees who are therefore transferred to the subcontractor. More precisely, we want to understand what consequences the outsourcing of an organization named “Source” (the one who gives the activities and the employees) to an organization named “Destination” (the one who takes over the given activities and the workforce) can be found on the transferred employees when looking at their quality of life at work and at their working conditions. Many questions arise at this level. What is a successful transfer from the employees’ point of view? Are quality of life at work and working conditions impacted? To what level do the human aspects have an influence on the impact of the outsourcing of employees? What would be the best possible way to manage that kind of relocation from the employer’s point of view? The analysis model is composed of four variables. The first dependent variable (DV1) of our model relates to the quality of life at work of transferred employees. The second dependent variable (DV2) refers to the working conditions of transferred employees. The third variable, the independent variable (IV) relates back to the outsourcing of activities which contains two dimensions: (1) the decision of outsourcing and (2) the implementation process. The fourth variable, the moderator variable (MV), is the management of the human aspects that are considered on a three-dimensional basis: (1) context, (2) pull factor and (3) landing. Three research hypotheses result from our analysis model. The first two relate to the fact that outsourcing leads to a deterioration in the quality of life at work (H1) and of the working conditions (H2). The third hypothesis states that the management of the human aspects moderates the impact of employees who are contracted out (H3). This research consists of a case study conducted on a financial institution (Source) which outsourced its technology activities to an expert in IT organization (Destination). Eleven open-ended interviews were conducted with the key-players (transferred employees and managers from both organizations). Results show that outsourcing generally has a negative impact on transferred employees. On the other hand, it is not possible to generalize this assertion on all indicators. Results highlight the negative consequences found in intrinsic job motivation, organizational commitment as well as job satisfaction linked to its relational aspect. Outsourcing has also led to deterioration in working conditions of transferred employees when it comes to the level of job security, tasks content and evaluation, health and safety at work as well as the duration of work. But, from the employees point of view, the most significant consequences are related to the salary and the fringe benefits. The consequences of contracting out are, however, positive when it comes to professional accomplishment and job satisfaction linked to its technical aspect. As for interpersonal trust at work, work coordination, professional training and work location, there seems to have no significant consequences, according to what employees said when interviewed. Finally, results highlight the significant moderator effect of the human factors on the impact of outsourcing on the transferred employees. The financial institution (Source) tried to decrease the impact of outsourcing, but it was not sufficient. Employees were strongly attached to their first employer and did not want to leave it for another organization holding a different company culture that did not appeal to them. That is why the management of the human aspects contributed to amplifying the negative impacts of outsourcing, especially the ones related to the quality of life at work of transferred employees. Key words: (1) outsourcing, (2) transferred employees, (3) quality of life at work, (4) working conditions, (5) Information technologies (IT), (6) organization, (7) human resources management.

Tese de Doutoramento em Gestão na especialidade de Produção e Serviços apresentada à Universidade Aberta
As funções e as práticas operacionais industriais da produção e da manutenção inerentes à exploração dos equipamentos produtivos devem garantir o conhecimento e a avaliação dos riscos de avaria para maximizar a fiabilidade operacional e a disponibilidade dos equipamentos assim como a redução dos custos operacionais. Numa actividade industrial tão relevante para a economia do país como a da produção de pasta para papel a gestão operacional tem um papel decisivo na sustentação da produção, na criação do valor, na competitividade, na garantia ao trabalho e, consequentemente, no desenvolvimento sustentado. Assumem, deste modo, uma importância decisiva os modelos de gestão que aglutinem desenvolvimentos científicos e tecnológicos bem como as necessárias capacidades pessoais que visem desenvolver as Organizações para a satisfação de todos os seus intervenientes. Na perspectiva da gestão operacional da manutenção industrial considerada como um dos factores chave para a melhoria da fiabilidade operacional das Organizações (empresas) de fluxo e laboração contínuas, em particular nas de produção de pasta para papel, experimenta-se, aplica-se e desenvolve-se neste trabalho o resultado de modelos parciais distintos mas que se conjugam e integram entre si para reduzir os custos e aumentar a eficiência e a eficácia operacional. Um dos modelos, o dos riscos proporcionais, é um modelo de fiabilidade semi-paramétrico que determina a contribuição de cada uma das variáveis independentes ao longo dos intervalos do tempo de funcionamento dos equipamentos em risco de avariar. Tratando-se de um processo produtivo contínuo do tipo flow shop onde a maximização da disponibilidade dos equipamentos é privilegiada o atendimento das notificações efectuadas à manutenção para a detecção de falhas ou para a reparação das avarias segue uma disciplina do tipo first-in first-out. Assim, os outros dois modelos parciais paramétricos, um deles suportado pela teoria das filas de espera e o outro pelas oportunidades de subcontratação, visam dimensionar respectivamente as equipas a afectar directamente os diferentes serviços de manutenção em regime de insourcing e em outsourcing pontual durante as paragens programadas ou de oportunidade das instalações produtivas para, em conjunto, reduzirem os custos operacionais. Com o presente trabalho pretende-se trazer ao conhecimento mais dados e resultados sobre a realidade operacional e com estes demonstrar que é preferível para diminuir os custos de manutenção de grandes empresas de processo recorrer a recursos internos e externos de manutenção em vez de recorrer apenas a recursos externos. São considerados no presente estudo os dados que foram recolhidos entre 2004 e 2005 em regime de outsourcing da manutenção das diferentes famílias de equipamentos classificados de rotativos, estáticos, lineares e os de regulação e controlo. Em presença dos resultados obtidos relativos a cada valor das variáveis significativas encontradas implementaram-se entre 2006 e 2007 medidas de forma a minimizar a “intensidade” desses valores e, tomando em consideração as tarefas/acções sistemáticas antes efectuadas pelas funções manutenção e produção sobre os equipamentos, reformularam-se as equipas, as tarefas/acções e as respectivas periodicidades já num novo regime de gestão entre o insourcing e o outsoursing (bestsourcing) da manutenção, no sentido de reduzir o efeito das variáveis significativas encontradas e transformá-las em maior valor acrescentado para a Organização. Em consequência das alterações levadas a efeito no processo operacional da linha de produção de pasta de papel (na área do branqueamento) já durante o final do 2º semestre de 2006 e o 1º trimestre de 2007 obtiveram-se novos resultados que conduziram, simultaneamente, à diminuição da probabilidade da ocorrência de avarias nos equipamentos produtivos estudados e dos custos operacionais. Paralelamente foram também detectadas lacunas de competências em diferentes especialidades dos serviços de manutenção, redimensionaram-se os recursos internos (insourcing) para o atendimento diário das avarias fortuitas e os serviços externos contratados (outsourcing) para o atendimento pontual dos trabalhos de manutenção a aguardar paragens programadas dos equipamentos fabris. Procurou-se e conseguiu-se ainda extrapolar alguns dos resultados obtidos, nomeadamente os respeitantes aos tempos médios das chegadas dos pedidos de reparação e os respectivos tempos médios de reparação, para o dimensionamento esperado das equipas de manutenção das restantes áreas fabris da linha de produção de pasta para papel.