How Human Resource Outsourcing Affects Organizational Learning in the Knowledge Economy

Schlosser, Francine; Templer, Andrew J.; Ghanam, Denise

doi:10.2139/ssrn.2954266

Cited by 7 publications

(8 citation statements)

References 41 publications

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“…This, in turn, has led to the suggestion that client organizations themselves might become more involved in the human resource management (HRM) of their agency workforce (Koene, Garsten, & Galais, ; Zimmerman, Gavrilova‐Aguilar, & Cullum, ). Doing so, it is argued, will help to strengthen “reciprocal commitment obligations” (Schlossler, Templer, & Ghanam, , p. 299) between client organizations and agency workers and thereby avoid some of the risks associated with “socially thin” employment relationships (Koene & van Riemsdijk, , p. 84).…”

Section: Introductionmentioning

confidence: 99%

Client organizations and the management of professional agency work: The case of English health and social care

Kirkpatrick

Hoque

Lonsdale

2018

Human Resource Management

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A growing reliance on agency workers can lead to significant risks for client organizations, especially in core organizational roles. It has been suggested while these risk can be mitigated through investments in human resource management (HRM) directed at agency workers, in reality these will be hard to implement. This article draws upon Lepak and Snell's (1999) HR architecture model and uses a comparative case study method to explore this issue, focusing on agency working in core nursing and qualified social worker roles. The findings illustrate how client organizations can become more involved in the management of agency workers than has previously been acknowledged. Our analysis also identifies the conditions that shape this client‐side involvement, including the nature of agency worker contracts, the role of temporary work agencies, competing organizational cost‐control priorities, and perceptions of the regulatory context. These conditions are brought together in a general model for understanding the largely neglected role that client organizations play in the HR management of agency workers.

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Section: Introductionmentioning

confidence: 99%

Client organizations and the management of professional agency work: The case of English health and social care

Kirkpatrick

Hoque

Lonsdale

2018

Human Resource Management

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“…Bandarísk fyrirtaeki hafa haft forystu í þeim efnum, en önnur vestraen fyrirtaeki fylgja fast á eftir (Galanaki & Papalexandris, 2007;Klaas, 2008;Szierbowski-Seibel & Kabst, 2018). Sýnt hefur verið fram á að fyrirtaeki útvista á ýmsum sviðum, s.s. í fraeðsluog þróunarmálum, starfsmannavali, launamálum, frammistöðumati, lögfraeðilegum málefnum, upplýsingakerfum og starfslokum (Quinn, 1999;Schlosser, Templer, & Ghanam, 2006;Sheehan, 2009;Shen, 2005). Ekki er þó alltaf ljóst hversu mikla útvistun er um að raeða og hvort viðkomandi verkefnum sé svo til alfarið útvistað eða hvort það geti verið í litlum maeli, s.s. eins og í formi ráðgjafar í breytingum o.sv.frv.…”

Section: úTvistun Og Mannauðsmálunclassified

“…Einnig nýti minni fyrirtaeki ýmsar aðrar leiðir til að hafa áhrif á hegðun starfsmanna en formlegar aðferðir mannauðsstjórnunar sem beitt er í staerri fyrirtaekjum. Þar má helst nefna náin, tíð og óformlegri samskipti stjórnenda og starfsmanna en einnig er eigandinn jafnvel sá sem ber mesta ábyrgð á starfsmannamálum (Klaas, 2008;Schlosser et al, 2006;Singh & Vohra, 2009). Minni fyrirtaeki og stofnanir eru jafnframt talin síður líkleg til að hafa á að skipa sérhaefðu og sérmenntuðu starfsfólki í mannauðsmálum.…”

Section: úTvistun Og Mannauðsmálunclassified

“…Niðurstöður hér benda þó til þess að staerðin skipti fyrst og fremst máli þegar um fagtengd kjarnaverkefni er að raeða. Það fellur þokkalega að hugmyndum um að smaerri fyrirtaeki og stofnanir útvisti frekar umsýslutengdum verkefnum en faglegum kjarnaverkefnum (Klaas, 2008;Schlosser et al, 2006;Singh & Vohra, 2009). Þau smaerri eru því ekki endilega eftirbátar þeirra staerri í útvistun umsýsluverkefna.…”

Section: Umraeðaunclassified

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Útvistun verkefna á sviði mannauðsmála á Norðurlöndum

Einarsdóttir¹,

Eðvarðsson²

2019

TVE

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Markmið greinarinnar er að bera saman umfang útvistunar á sviði mannauðsmála meðal fyrirtækja og stofnana í Danmörku, Finnlandi, Íslandi og Svíþjóð. Varpað er ljósi á umfang útvistunar á kjarnaverkefnum og umsýslu- og rekstrarverkefnum. Umfangið er borið saman milli landanna fjögurra og það greint á Norðurlöndum í heild eftir þremur meginatvinnugreinum. Gagna var aflað meðal forsvarsmanna mannauðsmála í alls 797 fyrirtækjum og stofnunum í löndunum fjórum. Niðurstöður sýna að norræn fyrirtæki og stofnanir útvista í meiri mæli rekstrar- og umsýsluverkefnum á sviði mannauðsmála en faglegum kjarnaverkefnum. Íslensk fyrirtæki útvista almennt í minni mæli en skipulagsheildir í samanburðarlöndunum. Algengast er að verkefnum er snúa að eftirlauna- og lífeyrissjóðsmálum sé útvistað, en breytilegt er á milli landa hvort útvistun launavinnslu eða útvistun upplýsingakerfa á sviði mannauðsmála komi þar á eftir í umfangi. Í fagtengdum kjarnaverkefnum er þjálfun og þróun helst útvistað í einhverjum mæli. Fyrirtæki og stofnanir í heilbrigðis-, velferðar- og skólamálum og opinberri stjórnsýslu útvista í minni mæli en aðrar greinar. Útvistun launavinnslu er umfangsmest í Finnlandi og í þjónustugreinum þegar Norðurlöndin eru skoðuð í heild.

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“…While we certainly do not argue that outsourcing and off-shoring should be verboten, we do assert that outsourcing makes it more diffi cult to sustain a culture of customerfocused organizational learning. In the same way that it is important to build and develop a strong psychological contract with staff (Schlosser et al, 2006), it is also important that the psychological contract with customers is developed and sustained as part of a fi rm's competitive advantage and distinctiveness. There is more chance that this will occur if customer interactions are structured as part of the core business of the fi rm, for the following reasons: ᭹ Most customers live in a multichannel world, rather than a totally ICTintermediated one.…”

Section: What Then Ismentioning

confidence: 99%

Sustaining the ‘connective tissue’ of customer relationships

Stace

Bhalla

2008

Strategic Change

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᭹In this paper we focus on the growing trend toward outsourcing customer contact and argue that particular care is required to ensure that the customer relationship is not, in effect, itself outsourced. Outsourced customer contact centers (CCCs), like their internal counterparts, are a key channel for interaction with customers, acting as important transactional, service, and point of sales channels. However, the danger and unintended consequence, particularly in the case of outsourced CCCs, is their greater potential to lead to a weakening of the 'connective tissue' between the fi rm and its customers. The 'voice of the customer' can become muted or lost to decision-makers and strategists within the fi rm, and important organizational learning dissipates. This can result in a negative spiral of 'organizational unlearning', and potential disintermediation of the customer relationship itself. The authors explore this phenomenon, and suggest strategies to ensure both that such 'organizational unlearning' is guarded against, and that a more thoughtful analysis of the end benefi ts is undertaken from the outset.

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How Human Resource Outsourcing Affects Organizational Learning in the Knowledge Economy

Cited by 7 publications

References 41 publications

Client organizations and the management of professional agency work: The case of English health and social care

Client organizations and the management of professional agency work: The case of English health and social care

Útvistun verkefna á sviði mannauðsmála á Norðurlöndum

Sustaining the ‘connective tissue’ of customer relationships

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