Transforming the HR function through outsourced shared services: insights from the public sector

McCracken, Martin; McIvor, Ronan

doi:10.1080/09585192.2012.725070

Cited by 29 publications

(45 citation statements)

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“…HR devolution is a growing trend (Conway & Monks, 2010;Sheehan, 2005) that occurs when HR responsibilities are relocated from the HR professionals to line managers (McCracken & McIvor, 2013). Line managers' contribution to the organization includes the ability to adopt a range of responsibilities ranging from "hard" and "soft" human resource practices (Cunningham & Hyman, 1999) and has been long accepted in the HRM literature (Delmotte & Sels, 2008;Larsen & Brewster, 2003).…”

Section: Methodsmentioning

confidence: 99%

Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution

Gottardello

Valverde

2018

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Purpose: The paper aim to explore the evolution in the use of HRO in Spanish firms, and determine the differences in the degree of implementation of HRO since 1999HRO since until 2014, and also analyze the relationship between HR outsourcing and devolution of HR responsibilities to line managers in Spanish organizations.Design/methodology: This paper combines quantitative and qualitative methods. Namely the article is based on international Cranet HRM survey data collected from private and public organizations and also interviews with HR external providers. Findings:The analysis of developments, based on the Cranet surveys and interviews with HR external providers shows that during the past few years there has been an increasing use of HRO in parallel with the tendency to devolve more HR responsibility to line managers. Research limitations/implications:The main limitation of this research is the limitation of data about reasons for devolution that the CRANET questionnaire provides. However, the interviews carried out enrich the survey data with qualitative results. Practical implications:The findings can be used to guide management teams in outsourcing and devolution decisions to maximize benefits to their organizations. Originality/value:This paper is about the evolution of HRO in Spain as a European Union country where published research on HRO and also its implications is relatively limited. The originality of this paper is mainly the involvement of line manager in the outsourcing process which have been poorly analyzed until now.

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Section: Methodsmentioning

confidence: 99%

Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution

Gottardello

Valverde

2018

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“…Furthermore, the transactional HR activities of HR SSCs can also provide strategically important benefits to the business units. For example, several studies have found that local HR business partners are provided the opportunity to spend more time on providing strategic advice to business unit managers when the HR SSCs provide their services in a timely and reliable manner (McCracken and McIvor, 2013;Maatman and Bondarouk, 2014). Furthermore, research has shown that providing high-quality transactional HRM services enables the business units to better commit and retain their employees (Wildes and Parks, 2005;Gilbert et al, 2011).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…As noted in a recent literature study by Richter and Brühl (2017)[1], this model has gradually developed through multiple exploratory case studies that empirically derived success factors for an effective SSC. Many critical success factors have been identified including intensive collaboration between the HR SSC and the business units (Farndale et al, 2009;McCracken and McIvor, 2013), standardization of HR processes (McIvor et al, 2011), best practice sharing within the HR SSC (Cooke, 2006), updating HR SSC staff skills (Redman et al, 2007), and involving end-users . Although this model presents a comprehensive overview of critical success factors, it does not categorize and prioritize these factors in terms of creating high HR shared service value.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…First, most organizations adopt a "truck system" where the business units are only allowed to purchase HRM services from the HR SSC, and thus cannot easily sanction the SSC by switching to another service provider (Strikwerda, 2004;Farndale et al, 2009;. Second, the business units and the HR SSC are highly interdependent since centralized and decentralized processes provide mutual inputs (Redman et al, 2007;McCracken and McIvor, 2013;. This reciprocal interdependence (Thompson, 1967) between the HR SSC and the business units makes the use of arm's length control less effective.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Driven by the belief that HR SSCs increase the quality of HRM services and simultaneously reduce their costs (Cooke, 2006;Janssen and Joha, 2006), academic studies started to examine HR shared service value, which refers to the utility of the services provided by an HR SSC in terms of the trade-off between their benefits and their costs (Meijerink et al, 2016). Indeed, empirical studies have provided initial evidence that HR SSCs do increase the value of HRM services (Redman et al, 2007;McCracken and McIvor, 2013;Hofman and Meijerink, 2015) and, in so doing, help HR business partners to adopt a more strategic role (Farndale et al, 2009; and support the business units served in committing and retaining their employees (Wildes and Parks, 2005;Gilbert et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Why sharing is synergy

Maatman

Meijerink

2017

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Why sharing is synergy: The role of decentralized control mechanisms and centralized HR capabilities in creating HR shared service value Marco Maatman, Jeroen Meijerink, Article information:To cite this document: Marco Maatman, Jeroen Meijerink, (2017) For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. Downloaded by UNIVERSITY TWENTE At 05:03 14 December 2017 (PT)Why sharing is synergy Purpose -HR shared service centers (SSCs) have been claimed to innovate human resource management service delivery by centralizing resources and decentralizing control and, in doing so, create value for other business units. In response, to explain the value of HR shared services for the business units served, the purpose of this paper is to test hypotheses on the joint influence of HR SSC operational and dynamic capabilities and of control mechanism usage by the business units. Design/methodology/approach -A survey methodology was applied to collect data among business unit representatives from 91 business units in 19 Dutch organizations. The data were analyzed using structural equation modeling in AMOS.Findings -This study found that the use of formal control mechanisms (e.g. contracts, service-level agreements) relates negatively with HR shared service value, but that this relationship becomes positive once mediated by informal control mechanisms (e.g. trust and shared language) and operational HR capabilities. Furthermore, it shows that the dynamic capabilities of HR SSCs relate positively to HR shared service value for the business units, but only because of their effect on operational capabilities. Originality/value -Whereas previous studies into HR SSCs have examined the two antecedents independently, this study shows how organizational control and capabilities interrelate in explaining the value of HR shared services.

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AHP‐Based Prioritization Framework for Software Outsourcing Human Resource Success Factors in Global Software Development

Khan¹,

Yasin²,

Khan³

et al. 2022

Evolving Software Processes

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Transforming the HR function through outsourced shared services: insights from the public sector

Cited by 29 publications

References 46 publications

Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution

Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution

Why sharing is synergy

AHP‐Based Prioritization Framework for Software Outsourcing Human Resource Success Factors in Global Software Development

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