Beyond shared savings : a multilevel analysis of the perceived value of HR shared services

Abstract

The list of references can be found on p. 215. Chapter 2 Contribution to Challenge 1: Develops a framework that conceptualizes how the centralization of resources in an HR SSC affects value for end-users Theories and/or concepts used: Intellectual capital theory Chapter 3 Contribution to Challenge 1: Tests whether intellectual capital centralization combined with control decentralization is sufficient to yield high-level value Theories and/or concepts used: Intellectual capital theory and agency theory Methodological approach: Critical case study at a governmental HR SSC Chapter 3 Contribution to Challenge 2: Explores the use of control mechanisms for controlling an HR SSC Theories and/or concepts used: Agency theory Methodological approach: Critical case study at a governmental HR SSC Chapter 6 Contribution to Challenge 1: Examines how the the productspecific human capital of end-users influences their perceptions of value Theories and/or concepts used: Consumer perspective Methodological approach: Quantitative field study Chapter 4 Contribution to Challenge 2: Explores the HR services and governance structures of HR SSCs Theories and/or concepts used: HR activity classification and governance structure overview Methodological approach: Qualitative field study involving 18 HR SSCs Chapter 5 Contribution to Challenge 2: Explores which HR activities can be best shared in an HR SSC to yield high-level value Theories and/or concepts used: Commonality potential framework Methodological approach: Quantitative field study Challenge 1: Explaining the value of HR shared services Challenge 2: Exploring the structural characteristics of HR SSCs Figure 1: Overview of the challenges, conceptual approaches and methodological approaches employed in the thesis Chapter 2 Value creation through HR shared services: towards a conceptual framework This chapter has been published as:

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

“…Also, by engaging in the selection of job candidates, an employee likely gains experience with the content of staffing practices and thus, better understands the purpose and procedures behind them. Meijerink (2013) confirms this assumption, by showing that the usage of HRM practices by employees positively relates to their understanding of HRM practice content. Therefore, we assume that higher levels of HRM co-production by employees makes HRM more distinctive through making HRM practices more understandable for employees.…”

Nog steeds een mirakel? De legitimiteit van het poldermodel in de eenentwintigste eeuw

“…Begrippen als collectief en uniform stammen in buitenlandse ogen uit de vorige eeuw, en zij ervaren de cao als log, star en niet meer van deze tijd. Daarnaast hebben veel ondernemingen in deze periode voor hun human resourcesfunctie een shared service centre ingericht (Meijerink, 2013). Het leidt tot uniformering van procedures, het hanteren van de harde HR-instrumenten en het minimaliseren van het vermogen tot sweet talk voor het beïnvloeden van lokale arbeidsverhoudingen tussen lijnmanager, medewerkers, ondernemingsraad of vakbonden.…”

Enhancing HR shared service centers through resource orchestration: uncovering the dynamic capabilities of the administrative expert

“…The research into the (HR) SSM in a transactional context has addressed the motives of organizations to implement the model (Baldwin, Irani et al 2001, Janssen 2005, Farndale and Paauwe 2006, Farndale, Paauwe et al 2009, Farndale, Paauwe et al 2010, the characteristics of the model (Meijerink and, the governance in the intra-organizational (HR) arrangement (Ulrich and Smallwood 2002, Strikwerda 2003, Farndale, Paauwe et al 2010, Boglind, Hällstén et al 2011, Bondarouk and Friebe 2014, Minaar 2014, Reilly 2014, the delivery model and critical success factors and issues (Farndale, Paauwe et al 2009, Meijerink, Hofman et al 2011, Bondarouk and Friebe 2014, Reilly 2014, and the service delivery processes in which the end-users of the services interact with the SSC (Meijerink, ten Kattelaar et al 2014). This body of research is mainly descriptive and lacks a study into the key characteristics and mechanisms of the SSM to explore and explain its potential and outcomes.…”

“…In the past decade, HR practitioners and scholars have shown increasing interest in the execution or delivery of HR practices. This has resulted in a growing body of studies in which the focus shifted from having HR policies and practices in place towards the effectiveness and efficiency of stakeholders and the tools they use in the application and execution of these policies and practices (Meijerink and. The use of the word stakeholders is intentional, as the execution and application of HR policies and practices in contemporary organizations are certainly not reserved exclusively to a central HR staff department and its professionals.…”