HR outsourcing: the impact on HR's strategic role and remaining in-house HR functionPatel, C., Budhwar, P., Witzemann, A. and Katou, A. (2019) HR outsourcing: the impact on HR's strategic role and remaining in-house HR function. Journal of Business Research, 103. pp. 397-406. ISSN 0148-2963
It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing. To link to this item DOI: 10.1016/j.jbusres.2017.11.007 Abstract/SummaryPast 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.
Download Statistics DownloadsDownloads per month over past year Altmetric Deposit Details University Staff: Request a correction | Centaur Editors: Update this record |
Lists
Lists
