Journal articles: '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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Lievens, Filip, and Wilfried De Corte. "Development and test of a model of external organizational commitment in human resources outsourcing." Human Resource Management 47, no. 3 (June 2008): 559–79. http://dx.doi.org/10.1002/hrm.20232.

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

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

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Subramanyam, D. "Human Resources Outsourcing .... Pause and Think." Paradigm 6, no. 1 (January 2002): 114–17. http://dx.doi.org/10.1177/0971890720020109.

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Bell, Sam R., K. Chad Clay, and Amanda Murdie. "Join the Chorus, Avoid the Spotlight: The Effect of Neighborhood and Social Dynamics on Human Rights Organization Shaming." Journal of Conflict Resolution 63, no. 1 (September 27, 2017): 167–93. http://dx.doi.org/10.1177/0022002717727829.

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Which countries are likely to be ignored for their human rights abuses? This article focuses on one particular way that cases of human rights abuse might be overlooked by human rights organizations (HROs): the relative visibility of the state’s abusiveness vis-à-vis its geographic and social peers. HROs are more likely to target abusive states that are located in regions with more HRO resources and/or are surrounded by states that demonstrate higher respect for human rights, as these abuses will stand out much more clearly. Further, human rights treaties can be used by abusive states as a form of strategic “social camouflage,” with states trying to minimize the risk of HRO attention by ratifying human rights treaties to look more like their rights-respecting peers. Using a cross-national time-series research design, this article finds much support for the argument: abusive states that “join the chorus” avoid HRO attention.

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Edvardsson, Ingi Runar, and Guðmundur Kristján Óskarsson. "Outsourcing of Human Resources: The Case of Small- and Medium-Sized Enterprises." Merits 1, no. 1 (May 20, 2021): 5–15. http://dx.doi.org/10.3390/merits1010003.

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The outsourcing of human resources has increased in recent years. As in other fields of management research, limited knowledge is available on outsourcing in small- and medium-sized enterprises (SMEs). The aim of this paper is to present a study on the outsourcing of human resources in Icelandic service SMEs in the period 2009–2018. Surveys were used to gather information on outsourcing, with the participation of 802 firms. The results show that three out of four firms have outsourced some activities, while only 21% have formulated a formal strategy for outsourcing. The main motives for outsourcing are accessing expertise and simplifying operations. Cost reduction comes in third place. SMEs tend to outsource human resources on a very limited scale, while 50% of firms outsource information technology and 39% outsource security services. Larger firms outsource human resources on a larger scale than smaller firms. Managers in companies that outsource human resources are more satisfied with many aspects of outsourcing compared to those managers who do not outsource those resources. Firms that outsource human resources also realise more actual cost reduction. Outsourcing in SMEs has little impact on employment, as 3% of firms lay off staff and 6% transfer staff to vendors. Larger firms and firms that outsource human resources are more likely to change their staff’s employment status after outsourcing.

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

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

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Cocuľová, Jana. "Recruitment Process Outsourcing." Acta Technologica Dubnicae 1, no. 2 (December 1, 2011): 46–53. http://dx.doi.org/10.1515/atd-2015-0045.

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AbstractNowadays outsourcing presents a common way to increase business performance. This way of providing supporting business activities is more often used in the field of human resources. The paper deals with the topic of human resources outsourcing, especially the recruitment process outsourcing and it brings the views of several authors on the advantages and potential risks of its use.

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Wray, Grover N. "The role of human resources in successful outsourcing." Employment Relations Today 23, no. 1 (March 1996): 17–23. http://dx.doi.org/10.1002/ert.3910230103.

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Klaas, Brian S., John A. McClendon, and Thomas W. Gainey. "Outsourcing HR: The Impact of Organizational Characteristics." Human Resource Management 40, no. 2 (2001): 125–38. http://dx.doi.org/10.1002/hrm.1003.

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Pereira, Vijay, and Valerie Anderson. "A longitudinal examination of HRM in a human resources offshoring (HRO) organization operating from India." Journal of World Business 47, no. 2 (April 2012): 223–31. http://dx.doi.org/10.1016/j.jwb.2011.04.009.

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Alqahtani, Khaled Mohammed. "Research on the Maturity Evaluation of Human Resource Capability: A Construction of P-CMM Model." International Journal of Business Administration 10, no. 4 (May 16, 2019): 72. http://dx.doi.org/10.5430/ijba.v10n4p72.

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The maturity of human resource has become a key factor in judging the outsourcing capability of enterprises. In this research, based on the analysis of previous research results, a analytic hierarchy process is used to build a P-CMM model. Specifically, the human resources outsourcing of Company A is selected as the empirical study object. According to the study results of Company A, the direction of human resources outsourcing is developed, and an improvement plan is formulated.

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Yan, Ming, Anne Marie Francesco, Haina Zhang, and Yang Chen. "A Social Network Perspective on Relationship Management in the Human Resource Outsourcing Network: Examining the Moderating Impact of HR Task Interdependence." Human Resource Management 52, no. 4 (July 2013): 585–606. http://dx.doi.org/10.1002/hrm.21543.

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

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

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Zhao, Lihua, Jiang Li, and Jing Li. "Empirical Research on Influencing Factors of Human Resources Management Outsourcing Degree." iBusiness 05, no. 03 (2013): 168–74. http://dx.doi.org/10.4236/ib.2013.53b036.

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Vyas, Lina. "Customization in Civil Service Training: Implications for Outsourcing Human Resources Management." International Journal of Public Administration 42, no. 1 (November 9, 2017): 41–54. http://dx.doi.org/10.1080/01900692.2017.1390764.

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ابوزید, ولید. "To which extent are outsourcing activities beneficial to human resources performance." المجلة العلمیة للدراسات التجاریة والبیئیة 9, no. 4 (October 1, 2018): 26–41. http://dx.doi.org/10.21608/jces.2018.54759.

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NuÃ±ez, Imanol. "Outsourcing occupational safety and health: An analysis of the make or buy decision." Human Resource Management 48, no. 6 (November 2009): 941–58. http://dx.doi.org/10.1002/hrm.20323.

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Cooke, Fang Lee, Jie Shen, and Anne Mcbride. "Outsourcing HR as a competitive strategy? A literature review and an assessment of implications." Human Resource Management 44, no. 4 (2005): 413–32. http://dx.doi.org/10.1002/hrm.20082.

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Jenster, Per V., and Henrik Stener Pedersen. "Deal maker or deal breaker: human resources issues in successful outsourcing projects." Strategic Change 8, no. 5 (August 1999): 263–68. http://dx.doi.org/10.1002/(sici)1099-1697(199908)8:5<263::aid-jsc432>3.0.co;2-t.

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Sharma, Veerbala, and Dinesh K. Gupta. "Outsourcing of human resources in science and technology libraries of northern India." Bottom Line 25, no. 4 (November 23, 2012): 163–76. http://dx.doi.org/10.1108/08880451211292612.

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Nakonechnaya, T., D. Artemyeva, A. Elizarieva, and N. Stepanova. "On Accounting Outsourcing in Russia." Bulletin of Science and Practice 6, no. 5 (May 15, 2020): 346–55. http://dx.doi.org/10.33619/2414-2948/54/44.

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The history of the emergence of outsourcing in the world and its appearance in Russia is considered. The advantages and disadvantages of using outsourcing are analyzed. The assessment of the opportunities and prospects of outsourcing in the field of accounting services in Russia. In conclusion, it is concluded that outsourcing can improve the efficiency of the enterprise as a whole and use the freed up organizational, financial and human resources to develop new areas or concentrate efforts that do not require increased attention.

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

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

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Pourezzat, Ali Asghar, Nader Seyed Kalali ., and Ghazaleh Taheri Attar . "Analyzing the Consequences of Bad Outsourcing on Human Resources in Iranian Public Organizations." Information Management and Business Review 4, no. 2 (February 15, 2012): 64–71. http://dx.doi.org/10.22610/imbr.v4i2.965.

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The purpose of present research is to compare the status of perceptional and behavioral consequences on employees who serve in bad-outsourced departments of one of Iranian public organizations and the status of consequences on those employees who serve in non-outsourced departments of the same organization. In this line, such variables as organizational justice, organizational commitment, organizational identity, job security and anti-citizenship behaviors are compared between two groups of staff. The findings show that the rate of organizational justice, organizational commitment, organizational identity and job security among those employees who serve in bad-outsourced sectors is lower than similar variables among non-outsourced ones. In the meantime, there is no significant difference between groups in terms of anticitizenship behaviors variable. Noteworthy, present study was conducted in summer and fall 2010 in Iran.

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

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

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

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

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

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

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Liu, Manlu, Xiaobo Wu, J. Leon Zhao, and Ling Zhu. "Outsourcing of Community Source." Journal of Global Information Management 18, no. 4 (October 2010): 36–52. http://dx.doi.org/10.4018/jgim.2010100103.

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Community-based open source, or “community source”, has emerged as an innovative approach to developing open-source enterprise application software (EAS). Unlike the conventional model of in-house development, community source creates a virtual software development community that pools human, financial, and technological resources from multiple partner organizations to develop custom software solutions. The solution is available as open-source software to all end users. In this way, the community source model takes a step forward from outsourcing to third-party software vendors. By studying a real-world case of the Kuali community source project, the authors found that community source faced a number of challenges in project management, particularly in the areas of in-house staffing and project sustainability. The interview analysis further concludes that outsourcing the community source development to either domestic or foreign third-party vendors could be a viable solution. Finally, the authors propose a research framework and seven related propositions that warrant future investigation into the relationship between community source and software outsourcing.

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Мухорьянова, O. Mukhoryanova, Астахова, E. Astakhova, Калюгина, Svetlana Kalyugina, Кривокора, Yevgyeniya Krivokora, Савченко, and I. Savchenko. "The Potential of Outsourcing Development as a HR Technology in the Stavropol Region." Management of the Personnel and Intellectual Resources in Russia 5, no. 4 (August 18, 2016): 63–71. http://dx.doi.org/10.12737/21737.

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The article describes the content and types of outsourcing, investigated its benefits. The evaluation of the practice of outsourcing both HR technology in Russia based on the analysis of open official sources, are examples of successful domestic outsourcing projects. Consistent with the task of research focuses on the development of the outsourcing of technology in government, examines the key challenges and problems faced by the authorities in the implementation of the outsourcing on the municipal level. The main focus of the research is done on the possibilities of increased efficiency through the creation of jobs, development of territories, securing their own staff and attracting new human resources with a high level of professional competence. The experience of Russian regions is studied in detail, the main problems in the introduction of outsourcing in the Stavropol region are highlighted and „road map« of outsourcing in the Stavropol region is proposed.

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

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

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Ee, Elaine, Hasliza Abdul Halim, and Thurasamy Ramayah. "HR OUTSOURCING SUCCESS: DOES PARTNERSHIP QUALITY VARIABLES MATTER?" Journal of Business Economics and Management 14, no. 4 (September 23, 2013): 664–76. http://dx.doi.org/10.3846/16111699.2011.649012.

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Recently, increased attention has been paid to partnership quality in outsourcing strategy. However, research of partnership quality on the outsourcing of human resources (HR) is very limited. Therefore, this research aims at examining the relationship between partnership quality variables (business understanding, trust, commitment, communication and top management) and the success of HR outsourcing. The sample is obtained from a cross sectional survey and the sample studied are 96 manufacturing organizations in Penang, Malaysia. Results indicate that most of the organizations that outsourced HR functions were from electronic and electrical industry. The analyses also show that partnership quality variables such as trust, business understanding and communication have significant positive impact on HR outsourcing success. The study concluded that HR outsourcing as a competitive strategy in Malaysia is still relatively new and probably many of its potential benefits are not fully understood. Therefore, by understanding the relationship with the service providers, the organizations are able to achieve outsourcing success by identifying areas of expected benefits and improvements.

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Liu, Shu, Ying Liu, Huimin Jiang, Zhongjie Wang, and Xiaofei Xu. "Service Quality Evaluation Method for Community-Based Software Outsourcing Process." International Journal of Service Science, Management, Engineering, and Technology 2, no. 1 (January 2011): 1–14. http://dx.doi.org/10.4018/jssmet.2011010101.

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Community-based software development is a promising model to help reduce the pressures such as development costs, human resources access, new market development, and building business competencies. But the big concern is how to ensure the quality of the outsourcing service. In this paper, a service quality evaluation method for community-based software outsourcing process has been proposed. A service quality indicator model with three layers and five dimensions is explained and applied to community-based software outsourcing service supported by Call-For-Implementation (CFI) platform. The calculation method for each quality indicator is demonstrated in detail. A prototype is developed to support the evaluation process and exhibit results of quality evaluation for the community-based software outsourcing based on CFI. This prototype not only measures and displays the status of service quality in real-time, but also provides history data to guide software outsourcing process management.

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Basoeki, Soegeng, I. Made Putrawan, and Susy Setiawati. "HOSPITAL ENVIRONMENTAL PERFORMANCE COMPARISON IN WASTE MANAGEMENT IN JAKARTA." JURNAL GREEN GROWTH DAN MANAJEMEN LINGKUNGAN 7, no. 1 (June 29, 2018): 70–90. http://dx.doi.org/10.21009/jgg.071.05.

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This study is a survey of the performance of the hospital environment in the field of waste management. Survey was conducted in RS. Cipto Mangunkusumo, RS. Persahabatan and RSPI Sulianti Saroso. Environmental performance of the Hospital would be good if 1) has sufficient human resources, budget management and have good facilities and adequate environmental technologies 2) Environmental regulations adhered to apply quality standards. The budget for the maintenance of waste management facilities and the recruitment of human resources outsourcing needs to be improved. Efforts to increase the motivation of the human resources environment also needs to be done in order to achieve predetermined performance targets

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Weis, Patrick P., and Eva Wiese. "Speed Considerations Can Be of Little Concern When Outsourcing Thought to External Devices." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 14–18. http://dx.doi.org/10.1177/1541931218621004.

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Most research on human cognition has focused on processes “inside the box”. Recently, researchers questioned this monopoly, promoting the relevance of cognitive processing “outside the box”, for instance, when using a GPS to navigate. For processing that is distributed between internal and external resources to work efficiently, humans need good heuristics that help them decide when to use which resource. A novel human-computer-interaction paradigm was employed to explore whether people follow the “minimal memory” heuristic and offload cognitive processing onto external resources whenever possible or the “soft constraint” heuristic and offload cognitive processing only if it is associated with an overall higher speed than internal processing. Participants, despite lower speed, nearly exclusively cognized outside the box, which contradicts the soft constraint heuristic and mostly supports the minimal memory heuristic. Implications for human-technology interaction as well as alternative heuristics relevant for cognitive offloading are discussed.

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Bantekas, Ilias, Christos Kypraios, and Kebreab Isaac. "Outsourcing Law Reform in Developing Countries to Private Contractors: A Human Rights Perspective." International Human Rights Law Review 2, no. 1 (2013): 1–16. http://dx.doi.org/10.1163/22131035-00201001.

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The financial resources available for the pursuit of human rights objectives has given rise to an entire industry that is reliant on human rights consultancies. This is fed by tied or other forms of development aid and there exist few controls to assess the work of the actors that make their living from this industry. To a large degree, this privatisation of law reform is exacerbated by the fact that developing countries agree to the multitude of conditions set upon them by multilateral donors, one of which is said privatisation. In this manner, donors may adversely intervene in the relevant processes and distort a situation on the ground by, for example, painting a picture that does not accord with reality solely to justify their funding policies and recommendations to the recipient State.

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Erfinda, Yosi. "SKEMA PEREKRUTAN MAHASISWA SEBAGAI TENAGA KERJA OUTSOURCING DALAM SEBUAH EVENT MICE (STUDI KASUS MAHASISWA POLITEKNIK NEGERI JAKARTA)." Journal of Tourism Destination and Attraction 7, no. 2 (December 31, 2019): 73–80. http://dx.doi.org/10.35814/tourism.v7i2.940.

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In Business activity company that moves in service industries event managemet / mice is depend one human resources in the field of event / mice. Many companies Professional Conference Organizer (PCO) / Professional Exhibition Organizer (PEO) / Destination Management Company (DMC) who recruited students of MICE in taste of Polytechnic Jakarta ( PNJ ) as outsourcing team in the event, it’s a good benefit for the company and students or pnj as institutions. However there are fundamental problem cant been seen at this time, where the system has no firm as search exists between resources and instiitutions as a human resources’s seeker. Based on the background, this research on a scheme the process of students as the power outsourcing work the mice into a thing that matters to do.This study aims to produce a system of labor outsourcing who controlled. In support of this research, and methods used in this study are: in-depth interview method and analysis of componential. Both in use for this method could describe data support in making the recruitment of a scheme to suit the needs of industry. The result of research is expected able to contribute to a system model recruitment suitable between the company pco / peo / dmc with institutions pnj in the future. Definitely that created a good system can be provide benefit which is balanced between the two sides.

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Souza, Helton Saragor de, and Áquilas Nogueira Mendes. "Outsourcing and "dismantling" of steady jobs at hospitals." Revista da Escola de Enfermagem da USP 50, no. 2 (April 2016): 286–94. http://dx.doi.org/10.1590/s0080-623420160000200015.

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Abstract OBJECTIVE To relate hospitals' organizational structure as the core of a web of outsourced services and flexible employment bonds among healthcare professionals in the context of finance capitalism, analyzing work arrangements based mainly on the type of employment bond. METHOD Qualitative research through ethnography, interviews, data analysis, and case studies. The case studies were concentrated in 3 hospitals located in the São Paulo metropolitan region under different management types: public administration; outsourced administration via a healthcare social organization (HSO); and private administration. RESULTS This study highlights a trend in outsourcing, dismantling of steady jobs, and shaping working relations asymmetrically in terms of healthcare professions. CONCLUSION These aspects are characteristic of contemporary capitalism and post-Fordist work organization. In this context, the state under sponsorship cripples the very existence of an effective human resources policy, creating a favorable environment for outsourcing and flexibility of employment bonds among healthcare workers.

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Muehlberger, Ulrike. "Hierarchical Forms of Outsourcing and the Creation of Dependency." Organization Studies 28, no. 5 (May 2007): 709–27. http://dx.doi.org/10.1177/0170840607078119.

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The focus of this paper is outsourcing activities, where the contracting worker is formally self-employed but the conditions of work are similar to those of employees. It is argued that the outsourced workers are dependent on or integrated into the firm for which they work. We investigate the mechanisms by which firms mix governance structures and give evidence of how these `hierarchical' forms of outsourcing create dependency. The key argument of this paper is that firms have established governance structures based on markets, hierarchies and self-enforcing relational contracts so that they are able to keep a substantial amount of control despite sourcing out of labour. Furthermore, we argue that such hierarchical forms of outsourcing produce dependency. Using empirical evidence of the Austrian insurance industry, it is demonstrated that dependency is created, firstly, by the contractual restriction of alternative uses of resources, secondly, by support measures that bind the worker closely to the outsourcing firm, thirdly, by relationship-specific investments made by the worker and, fourthly, by authority elements.

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Brunn, Stanley D., Marcin Semczuk, Rafał Koszek, Karolina Gołuszka, and Gabriela Bołoz. "Poland’s Voivodeships and Poviats and the Geographies of Knowledge: Addressing Uneven Human Resources." Studies of the Industrial Geography Commission of the Polish Geographical Society 30, no. 2 (November 12, 2016): 198–208. http://dx.doi.org/10.24917/20801653.302.13.

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In a postindustrial economic world, information economies are key components in local, regional and national development. These are service economies, built on the production, consumption and dissemination of information, including education, health care, outsourcing, tourism, sustainability and related human welfare services. We explore the geography/knowledge intersections in Poland’s voivodeships and poviats by using the volumes of information or hyperlinks about selected information economies. Google hyperlinks are electronic knowledge data that can be mapped to highlight the areas of most and least information about certain subject categories. While some mapping results are expected, such as Warsaw and Krakow, being prominent, in other regions there are unexpected gaps within eastern, northern and southern Poland, including some places near major metropolitan centers. There is a significant difference between the cities with poviat rights, which stand out in the number of information on items comparing to the poviats that surround them. The majority of poviats in Mazowieckie voivodeship are surprisingly recognized as core areas on the map of knowledge, nevertheless they are considered undeveloped from the economic point of view.

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Zhao, Jingyu, and Xin Yan. "A Service Process Model for Outsourcing Human Resources Management System: Based on Massive Customized Requirements Research Perspectives." Open Cybernetics & Systemics Journal 9, no. 1 (September 30, 2015): 1496–501. http://dx.doi.org/10.2174/1874110x01509011496.

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

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