Ulster University Logo

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

McCracken, Martin and McIvor, Ronan (2013) Transforming the HR function through outsourced shared services: insights from the public sector. The International Journal of Human Resource Management, 24 (8). pp. 1685-1707. [Journal article]

Full text not available from this repository.

URL: http://www.tandfonline.com/doi/abs/10.1080/09585192.2012.725070

DOI: 10.1080/09585192.2012.725070

Abstract

Shared services arrangements have been increasing in prominence in the human resource (HR) field. Whilst much of the existing HR literature has focused on internally managed shared services arrangements, this paper reports on the experiences of a public sector organisation that established an outsourced HR shared services arrangement. Using the theoretical underpinnings of the resource-based view of the firm, transaction cost economics as well as organisational change the paper provides insights into how a public sector organisation implemented an outsourced HR shared services arrangement. The key findings from the study illustrated that whilst organisations may benefit from using external vendors to provide HR shared services arrangements, to truly facilitate the achievement of a HR function, which is able to make a strategic contribution to the organisation, they need to ensure that key internal stakeholders are fully engaged with throughout the process.

Item Type:Journal article
Faculties and Schools:Ulster Business School > Department of Management and Leadership
Ulster Business School > Department of International Business
Ulster Business School
Research Institutes and Groups:Business and Management Research Institute
ID Code:25343
Deposited By: Dr Martin McCracken
Deposited On:26 Mar 2013 09:24
Last Modified:26 Mar 2013 09:24

Repository Staff Only: item control page