Strategic decisions regarding the vertical integration of human resource organizations: evidence for an integrated HR model for the financial services and non-financial services industry in Germany, Austria and Switzerland

Wahrenburg, Mark; Hackethal, Andreas; Friedrich, Lars; Gellrich, Tom

doi:10.1080/09585190600964467

Cited by 33 publications

(25 citation statements)

References 26 publications

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“…Consultation with the UK National Outsourcing Association (NOA) indicated that, unlike manufacturing firms where a procurement senior-level manager is usually in place, in UK servicesector firms, HR directors are usually the most knowledgeable informants about their companies' outsourcing activities (which often involve restructuring and/or redundancies). Furthermore, HR related functions generally rank among the top activities being outsourced (Wahrenburg et al, 2006). Pre-survey phone conversations with a randomly selected number of firms confirmed that HR directors fitted the profile.…”

Section: Datamentioning

confidence: 89%

Asset specificity's impact on outsourcing relationship performance: A disaggregated analysis by buyer–supplier asset specificity dimensions

Vita

Tekaya

Wang

2010

Journal of Business Research

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Section: Datamentioning

confidence: 89%

Asset specificity's impact on outsourcing relationship performance: A disaggregated analysis by buyer–supplier asset specificity dimensions

Vita

Tekaya

Wang

2010

Journal of Business Research

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“…SMT expectations are shaped by this behaviour, and they fail to understand the need for a strategic HR department (Beer, 1997), often resulting in efficiency-seeking behaviour that remains disconnected from strategic HR activity (Lawler The HR function and human resource outsourcing and Boudreau, 2009). As a consequence, HRO is considered an alternative to HR transformation, and strategic change fails to transpire (Wahrenburg et al, 2006). 'Senior management patronage' (Wright, 2008(Wright, : 1074 is, therefore, an important enabler in the HRO/strategy link.…”

Section: Smt Relationshipsmentioning

confidence: 99%

HR outsourcing: the impact on HR role, competency development and relationships

Glaister

2013

Human Res Mgmt Journal

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The business benefits of an outsourcing strategy are well documented, and HR is encouraged to outsource in order to add value. Yet little is known about how HR outsourcing affects the HR role, competencies and relationships with senior management. These issues are examined through 27 semi‐structured interviews with senior HR professionals, comparing HR departments engaged in HR outsourcing with those maintaining full in‐house HR provision. The findings indicate that HR outsourcing stymies HR role transformation. HR outsourcers experienced limited skill development and an increased focus on cost reduction at the expense of their strategic position. In contrast, non‐HR outsourcers actively engaged in other parts of the business, developing competencies that garnered trust and support of senior managers. The benefits of an external HR community appear limited. The study suggests that an ‘internal’ HR community is better placed to enhance HR departmental roles.

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“…The organizations also are compelled to scout for new ways to generate value. The world has embraced the phenomenon of outsourcing and many organizations have adopted the principles of outsourcing to assist them expand into other markets (Wahrenburg et al 2006). Consistent with a growing trend toward the outsourcing of activities traditionally performed in-house, many HR activities are now being outsourced (Lieven, De Corte 2008).…”

Section: Introductionmentioning

confidence: 99%

Hr Outsourcing Success: Does Partnership Quality Variables Matter?

Halim

Ramayah

2013

Journal of Business Economics and Management

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Abstract.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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Strategic decisions regarding the vertical integration of human resource organizations: evidence for an integrated HR model for the financial services and non-financial services industry in Germany, Austria and Switzerland

Cited by 33 publications

References 26 publications

Asset specificity's impact on outsourcing relationship performance: A disaggregated analysis by buyer–supplier asset specificity dimensions

Asset specificity's impact on outsourcing relationship performance: A disaggregated analysis by buyer–supplier asset specificity dimensions

HR outsourcing: the impact on HR role, competency development and relationships

Hr Outsourcing Success: Does Partnership Quality Variables Matter?

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