HR outsourcing: The impact on HR's strategic role and remaining in-house HR function

Patel, Charmi; Budhwar, Pawan; Witzemann, Alissa; Katou, Anastasia A.

doi:10.1016/j.jbusres.2017.11.007

Cited by 21 publications

(20 citation statements)

References 33 publications

(66 reference statements)

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“…For BM3 Outstaffing, the most connected are staffing agencies and professionals themselves. Removing these factors would destroy the outsourcing business model (Patel et al, 2019 ). BM2 business model “custom calculations” is the most related to customers who systematically use calculation results and software vendors (Iqbal et al, 2020 ).…”

Section: Discussionmentioning

confidence: 99%

Economic Efficiency of Outsourcing Business Models: A Comparative Assessment

Kulembayeva

Seitkaziyeva

Yelshibayev

2021

Glob J Flex Syst Manag

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This study aims to form a methodological approach to assess outsourcing business models and identify the most acceptable one for a modern enterprise. The research methodology is based on the author's approach, which includes cognitive map analysis and a simplicial complex. The study was tested on two Information Technology companies in Russia. Based on the determination of the profit elasticity on the manageable vertices of outsourcing business models, the most attractive in terms of efficiency criterion in the form of profit is the outsourcing business model of developing in-house non-IT services. The analysis of structural connectivity made it possible to rank the factors by the level of importance for the preservation of the business model. Modeling the effectiveness of implementing the formed outsourcing business models provided an opportunity to increase profits for the investigated IT companies by increasing the number of single-type projects. The conducted modeling of changes in relations with customers in the studied IT enterprises shows the inexpediency of changing customer relations in BM3. It is proved that certain factors can be replaced without losing the integrity of the business model. The scientific contribution of this study is the proposed methodological approach for assessing the effectiveness of an outsourcing business model. Based on the application of this methodology, the strategic objectives are linked to the business model in the process of achieving them (the achievement of strategic objectives under the influence of the selected outsourcing business model is shown).

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Section: Discussionmentioning

confidence: 99%

Economic Efficiency of Outsourcing Business Models: A Comparative Assessment

Kulembayeva

Seitkaziyeva

Yelshibayev

2021

Glob J Flex Syst Manag

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“…In another study, researchers found a framework for coordinating HR activities within the organization's branches through HR processes. Also, they found that outsourcing HR practices within the organization has reduced HR flexibility, reduced HR processing time, decreased satisfaction and increased work of HR managers (Patel et al, 2017). In another analysis, the results indicate that companies that have customer-oriented approaches have the potential to outsource HR informal activities more than companies with analytical and defensive strategies (Mishra et al, 2018).…”

Section: K 499mentioning

confidence: 99%

A dynamic model of strategic outsourcing with emphasis on human resources and work experience in power industry of Iran

Nikabadi

Hoseini

2019

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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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“…The most frequently outsourced activities are those that are not part of the core competencies, i.e. not related to the competitive advantage (Patel et al, 2019).…”

Section: Outsourcing and Service Qualitymentioning

confidence: 99%

The influence of outsourcing activities on the perception of service quality. An empirical study based on online reviews by hotel customers

Espino‐Rodríguez

Rodríguez‐Díaz

2021

JHTT

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Purpose This study aims to examine the impact of the outsourcing of hotel departments on service quality measured through online customer reviews. Design/methodology/approach Three models were developed, considering three important online tourism reputation websites, to establish the relationship between the outsourcing of hotel activities and service quality. Findings The results show that in the three databases, hotel outsourcing has a negative influence on online reputation. A higher level of outsourcing reduces service quality, the percentage of recommendations and the value perceived by customers who carry out online reviews of these hotels. In addition, different models were established for each type of department. Originality/value To the best of the authors’ knowledge, this paper presents the first empirical study to analyse the relationship between the impact of process outsourcing and customers’ online reviews. It is also the first empirical research to consider the relationship between outsourcing and ratings by hotel end-customers as a performance measure.

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HR outsourcing: The impact on HR's strategic role and remaining in-house HR function

Cited by 21 publications

References 33 publications

Economic Efficiency of Outsourcing Business Models: A Comparative Assessment

Economic Efficiency of Outsourcing Business Models: A Comparative Assessment

A dynamic model of strategic outsourcing with emphasis on human resources and work experience in power industry of Iran

The influence of outsourcing activities on the perception of service quality. An empirical study based on online reviews by hotel customers

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