Purpose: To investigate the effect of the 'transfer' process on relationships between employees' perceived organizational support and affective and continuance commitment within the context of the move to a new employment relationship as part of a Public Private Partnership.Design/methodology/approach: Eight semi-structured interviews informed the design of a questionnaire, which was distributed to facilities management employees of a United Kingdom NHS hospital who had been seconded to a private-sector management company. This resulted in 101 effective responses (33 percent). Findings:In new forms of employment relationship, employees' perceptions of the 'transfer' process influence significantly their perceptions of the management company and their commitment to it. Positively perceived organizational support from the management company significantly increases affective and continuance commitment to the management company, particularly amongst those who feel positive about the transfer process. Research limitations:This research focuses upon employee commitment to the management company. Further research is proposed to investigate different foci of commitment as well as the influence of the psychological contract. Practical implications:The effect of fairness in the 'transfer' process is far reaching, lasting beyond the initial transfer. Both parties should work together to enable a smooth employee 'transfer' process, supervisors particularly having a strong influence on employees' attitudes and behaviour. Originality/value:There is a lack of research regarding the antecedents and consequences of commitment of employees, who are managed by one but employed by a different organization. This study begins to address this gap.

PurposeAs the practice of outsourcing business activities has become more common than ever, partnerships have increasingly been forged. The aim is to ensure superior performance through organizational relationships characterized by trust and cooperation. Strategic human resource (HR) management highlights the importance of practice for competitive reasons. However, companies' strategic decisions on outsourcing are primarily driven by economic and financial aspirations. As a result, the HR issues fundamental to the effectiveness of the outsourcing practice are often overlooked. Based on a distinctive outsourcing activity involving a public‐private partnership, the purpose of this paper is to reveal how the outsourcing process influences employee commitment and citizenship behavior (willingness to go the extra mile), and to provide insights for strategists, executives and HR managers to enhance their strategic HR practices in line with their outsourcing decisions.Design/methodology/approachThe paper is an embedded case study of a British National Health Service hospital based on quantitative and qualitative data collected from: 101 questionnaires completed by ancillary (non‐clinical) staff employed by the NHS but seconded to a private partner under the ROE (Retention of Employment) model; and 15 semi‐structured interviews with managers and frontline staff.FindingsThe findings reveal that: whilst employees developed notably strong emotional attachment to their managing organization their bonds with the employing organization, the hospital, seem to have weakened somewhat; moreover, employee commitment proved to be an effective predicator of citizenship behavior and job performance; and the nature of the contractual relationship, performance management and HR management practices had significant influence on employees' job performance and the private company's ability to meet the performance requirements defined by the NHS.Research limitations/implicationsAlthough based on a unique case of the public‐private partnership, the findings reflect the challenges of strategic HR management in outsourcing in public and private sectors.Practical implicationsThe findings offer practical insights for company executives, HR managers and policy‐makers. When selecting an outsourcing partner and managing outsourcing activities the structure and nature of the inter‐organizational relationship and the strategic potential of employees and employee management need to be considered.Originality/valueThe paper provides first‐hand insights based on viewpoints from employees at different levels who are involved in the NHS outsourcing activities under a partnership arrangement. The findings caution strategists, executives, managers and policy‐makers to re‐visit their outsourcing and HR practices.

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