The management model for human-resource outsourcing among service companies

Žitkienė, Rima; Blusytė, Ugnė

doi:10.1016/j.intele.2015.10.003

Cited by 5 publications

(14 citation statements)

References 14 publications

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“…To provide a theoretical explanation for human resource management outsourcing, Žitkiene and Blusyt (2015) theoretical model was adapted for this study. Žitkiene and Blusyt examined outsourcing models of some authors and derived management model for human resource outsourcing which they tested among service companies.…”

Section: Theoretical Modelmentioning

confidence: 99%

“…Despite existing gaps and assessing the benefits, the use of human-resource management outsourcing is increasing. It is therefore, important to manage this activity properly, especially among service organisations for which the human factor is highly relevant (Žitkiene and Blusyt, 2015). Blumberg; Franceschini, Galetto, Pignatelli and Varetto in Žitkiene and Blusyt (2015) noted, that in making a decision with respect to outsourcing, it is necessary to analyse the organisation's internal and external environments.…”

Section: Theoretical Modelmentioning

confidence: 99%

“…It is therefore, important to manage this activity properly, especially among service organisations for which the human factor is highly relevant (Žitkiene and Blusyt, 2015). Blumberg; Franceschini, Galetto, Pignatelli and Varetto in Žitkiene and Blusyt (2015) noted, that in making a decision with respect to outsourcing, it is necessary to analyse the organisation's internal and external environments. Žitkiene and Blusyt (2015) on their part examined that similar management functions and processes were seen to: identify core and non-core organisation's activities; decide which activities will be outsourced; analyse potential service providers and make contact with them; enter into a contract; and control outsourcing.…”

Section: Theoretical Modelmentioning

confidence: 99%

“…Blumberg; Mclvor; and Franceschini et al in Žitkiene and Blusyt (2015) emphasized, that following the identification of core and non-core activities and assessing their performance at the organisation, non-core activities should be given to an external supplier. This requires analysis to reveal whether organisation employees or external providers can better perform an activity's main tasks.…”

Section: Theoretical Modelmentioning

confidence: 99%

“…The authors pointed out, that there are many ways to co-operate with external suppliers. The final step is to conclude a contract and monitor the execution processes (Žitkiene and Blusyt, 2015).…”

Section: Theoretical Modelmentioning

confidence: 99%

See 4 more Smart Citations

Human Resource Management: Implications of Outsourcing in Public Organisations in Nigeria

Suleman¹,

Ogbette²

2019

PPAR

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This article examined the implications of human resource management outsourcing in public organisations in Nigeria. The reviewed literature showed that the policy has positive and negative implications to the public organisations. In spite of the negative implications, human resource management outsourcing was increasing among the public organisations in Nigeria as the benefits were seen to outweigh the negative implications. Management of the public organisations either partially or fully outsourced the management of some provided essential support services by the non-core grades of employees in the organisations. The management of the organisations adopted the policy essentially to cut cost on personnel maintenance and to also achieve service delivery of the out-sourced service(s). Žitkiene and Blusyt (2015) management model provide the theoretical explanation for the study.

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Section: Theoretical Modelmentioning

confidence: 99%

Section: Theoretical Modelmentioning

confidence: 99%

Section: Theoretical Modelmentioning

confidence: 99%

Section: Theoretical Modelmentioning

confidence: 99%

Section: Theoretical Modelmentioning

confidence: 99%

See 3 more Smart Citations

Human Resource Management: Implications of Outsourcing in Public Organisations in Nigeria

Suleman¹,

Ogbette²

2019

PPAR

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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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Determinants of outsourcing performance in container terminal operations: a moderated mediation model

Kuo¹,

Lu²

2022

IJSTL

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This study empirically examines the determinants of the performance of outsourcing from a container terminal practitioner's perspective. We attempted to examine the effects of container terminal operators' outsourcing management capabilities, outsourcing providers' basic and specific capabilities, communication quality, partnership quality on outsourcing performance.Data is collected from 145 practitioners in container terminal operators at Port of Kaohsiung in Taiwan. A moderated mediation model was developed for data analysis. The research findings showed that firms' outsourcing management capability positively influenced outsourcing providers' basic and specific outsourcing capability, and that outsourcing providers' basic and specific outsourcing capability positively influenced outsourcing performance. Specifically, the results also indicate that communication quality and partnership quality had moderating effects on the indirect effect of outsourcing management capabilities on outsourcing performance through outsourcing providers' basic and specific outsourcing capability. Theoretical and managerial implications from the research findings on outsourcing management for container terminal operators are discussed.

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The management model for human-resource outsourcing among service companies

Cited by 5 publications

References 14 publications

Human Resource Management: Implications of Outsourcing in Public Organisations in Nigeria

Human Resource Management: Implications of Outsourcing in Public Organisations in Nigeria

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

Determinants of outsourcing performance in container terminal operations: a moderated mediation model

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