The use of information technology in the provision of HR compensation services and its effect on outsourcing and centralization

Ruth, Derek; Brush, Thomas H.; Ryu, Wonsang

doi:10.1016/j.pursup.2014.08.002

Cited by 13 publications

(15 citation statements)

References 57 publications

(78 reference statements)

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“…Additionally, Mithas, Tafti, Bardhan and Goh (2012) found out in their study (conducted with a sample of over 400 international companies between the years 1998 to 2003) that investment in information technology has a positive effect on profitability and revenue growth. Previous studies also showed that through the investment in information technology, companies were able to achieve revenue growth as well as cost savings (Kauffman and Walden, 2001;Kulatilaka and Venkatraman, 2001;Patil and Wongsurawat, and Irani, 2015;Ruth, Brush, and Ryu, 2015;Sambamurthy, Bharadwaj and Grover, 2003). Moreover, information technology offers competitive advantages to firms (Barney, 2015;Bienstock, Stafford and Stafford, 2015;Cho and Olsen, 1998;Clemons, 1986;Law, Leung and Buhalis, 2009;Madhavaram and Appan, 2015;McFarlan, 1984;Melville et al, 2004;Porter, 1985).…”

Section: The Relationship Between Information Technology and Businessmentioning

confidence: 99%

An analysis of technology applications in the restaurant industry

Cavusoglu

2019

JHTT

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Purpose This study aims to examine the utilization of Front of House (FOH) and Back of House (BOH) technology applications in different types of US restaurants along with their level of IT management and explore the importance of these technology applications to restaurant operations. Design/methodology/approach Survey data were collected from 500 randomly selected restaurant technology managers who subscribe to Hospitality Technology Magazine. The sample group represented 67,299 restaurant units. Data analysis was organized into three parts (descriptive, exploratory factor analysis, and independent samples t-test). Findings For FOH, the top-five point of sale (POS) technologies used are POS hardware, touchscreen, POS software, gift card integration and integrated credit card swipe into POS. At the BOH, the top-five POS technologies used are accounting/financial software, enterprise reporting, inventory management software, kitchen printers and company intranet. Originality/value This is one of the first studies to include a variety of technologies used in restaurants. Most existing studies focus on a single technology or a small number of them. However, this study provides an overall perspective on a variety of restaurant technologies from FOH to BOH. It also includes mobile POS technologies.

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Section: The Relationship Between Information Technology and Businessmentioning

confidence: 99%

An analysis of technology applications in the restaurant industry

Cavusoglu

2019

JHTT

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“…By increasing their internal strengths and utilizing their unique resources, which are difficult to emulate, organizations are able to gain a competitive advantage (Galanaki et al, 2008). By seeking to maximize this advantage, the RBV can be employed to decide as to whether to perform the activity in-house or externally (Ruth et al, 2015). Generally speaking, non-core activities of the company are typically not considered to represent any competitive advantage.…”

Section: How Do Companies Make the Decision To Outsource Hr?mentioning

confidence: 99%

“…Cooke et al (2005, p.420) present the limited number of thorough, firm-specific and independent studies available in the literature for evaluating "the effectiveness of HR outsourcing as a management strategy". Taking into consideration the available studies, research suggests that in addition to centralising human resources, HR managers themselves see HRO as a significant contributor towards an increased effectiveness (Pereira and Budhwar, 2015;Ruth et al, 2015).…”

Section: Effects Of Outsourcing On In-house Hrmentioning

confidence: 99%

“…Operating in today's dynamic and globalized business environment, the function of HR offers several options to enhance gains and opportunities with the purpose of positively contributing towards the overall business performance. Therefore, it seems rational to contend that the outsourcing of HR related tasks play a significant role within organizations and represent an important aspect of the way in which companies operate (Ruth et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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

Patel

Budhwar

Witzemann

et al. 2019

Journal of Business Research

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Past research on HR outsourcing (HRO) has offered conflicting views about its impact on HR's strategic position. This study highlights the processes by which decisions to outsource HR are made, followed by the processes implemented post such decisions and their effect on the HR function. Using a case study approach and semi-structured interviews (N=35) within a German subsidiary of a US MNC, we provide a framework of HR processes seeking to achieve standardization in terms of harmonization of HR activities across the subsidiary. The findings reveal that the effects of outsourcing on in-house HR showed a decrease in flexibility of the HR function, a slowdown in processing time of transactional HR as well as a decrease in satisfaction and work intensification for HR managers. Further, it remains questionable as to whether the function of HR was able to enhance its strategic position through outsourcing.

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“…Agency theory has proved useful in facilitating understanding of a variety of nonproject specific outsourcing environments. See for example: Zhang et al, 2015;Van der Valk and Iwaarden, 2011;Bhattacharya et al, 2013;Ruth et al, 2015;Gorla and Somers, 2014;Chen and Anandhi, 2009;Taylor, 2007;Lamminmaki, 2011;Gefen et al, 2008;Liberatore and Wenhong, 2010;Handley and Gray, 2013. Hence, our confidence that it would provide useful insights relating to the use of EVA for measuring performance in outsourced projects.…”

Section: 1mentioning

confidence: 99%

Conditions of success for earned value analysis in projects

Bryde

Unterhitzenberger

Joby

2018

International Journal of Project Management

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Earned Value Analysis (EVA) is a method that has gained traction in some business sectors to report project progress and help control performance. Yet the literature reports mixed results as to its effectiveness in helping deliver successful projects and, additionally, much of the previous studies on the topic is conceptual in nature focusing on the design of the EVA system. We therefore extend knowledge on EVA by analysing the impact of EVA on the levels of success of two projects that utilised the method. This is done through the prism of agency and organisational justice theories. A framework is proposed of EVA conditions of success, incorporating both design and operational aspects of the EVA system. The framework is used to develop testable propositions that can guide further research into the effects of EVA-based systems on the creation of agency-related characteristics in the project environment that are conducive to project success.

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The use of information technology in the provision of HR compensation services and its effect on outsourcing and centralization

Cited by 13 publications

References 57 publications

An analysis of technology applications in the restaurant industry

An analysis of technology applications in the restaurant industry

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

Conditions of success for earned value analysis in projects

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