Outsourcing: Enhancing The Experience Of Transitioned Employees
Outsourcing: Enhancing The Experience Of Transitioned Employees
Business process outsourcing has become more prevalent as organizations attempt to manage costs and focus on more important core activities. Very little research has been undertaken however to consider the effects on employees that are also outsourced or transitioned to the service provider. This exploratory research considers predictors of work attitudes and outcomes of a group of employees that transitioned from a large retail bank to an outsourcing provider. Hierarchical regression analyses indicated that the process of managing the transition had significant effects on employee attitudes. Unmet expectations was found to have widespread effects on employee attitudes and outcomes. Organizations undertaking outsourcing initiatives must pay particular attention to the planning and managing of this transition. Suggestions for handling this complex change are offered.
___
- Abraham, K.G., & Taylor, S.K. (1996) Firm’s use of outside contractors: Theory and evidence. Journal of Labour Economics. 14, 394-406.
- Abrahamsen, L., & ruth, D. (2003) Getting the Job Done, From the Ooutside In. Workspan. 46, 22-31.
- Adler, P. (2003) Making the HR Outsourcing Decision. MIT Sloan Management Review, 45, 53-66.
- Anonymous Author (2003) HR Outsourcing: Success Steps to Observe For Your Company. HR Focus, 80, 8-12.
- Anonymous Author (2003) Top reasons to outsource HR Delivery. Benefits Canada, 27.
- Anonymous Author (2004) A Look at the Pros and Cons of Outsourcing HR & Compensation. IOMA’s Pay for Performance Report 4, 4.
- Anonymous Author (2004) Large Scale Outsourcing of HR Services Offers Both Benefits and Challenges. Towers Perrin Monitor.
- Belcourt, M., & McBey, K., (2004) Strategic Human Resource Planning, 2nd ed. Scarborough”: Nelson Thomson Learning.
- Caplan, J. (2004) Ride the Wave of Business Transformation Outsourcing. China Staff 10, 23- 32.
- Feeny, D., & Lacity, M., & Willcocks, L.P., 2005. Taking the measure of outsourcing providers: successful outsourcing of back-office business functions requires knowing not only your company’s needs but also the 12 core capabilities that are key criteria for screening suppliers. MIT Sloan Management Review. Vol. 46, Issue 3, pg. 41.
- Flannery, T.P., & Heckathorn, L. (2003) How to build your buisiness case for outsourcing. Benefits Quarterly. 19, 7-17.
- Greer, C.R., & Youngblood, S.A. & Gray, D.A. (1999) Human resource management outsourcing: The make or buy decison. Academy of Management Executive, 13, 85-92.
- Hindle, J. (2005) HR outsourcing in operation critical success factors. Human Resource Management International Digest, 13, 39-46.
- HR Focus (2004). Planning to Outsource. HR Focus, 81, 1-5.
- Huber, N. (2003) Poorly negotiated contracts can undermine outsourcing benefits. Computer Weekly, Nov. 11, 18 – 21.
- Hunt, P. (2004) The Long View. Supply Management, 9, 32-39.
- Jeffay, J., & Bohannon, S. & Laspisa, E. (1997) Beyond Benefits: The Changing Face of HR Outsourcing. Benefits Quarterly. 13, 41-50.
- Lawler III, E., & Ulrich, D., & Fitz-enz, J., & Madden, V.J. (2004) Human resources business process outsourcing: transroming how HR gets its work done. San Francisco: Jossey-Bass.
- Logue, A.C. (2004) what’s “Just Right” for you. HR Magazine. 49, 78-84.
- O’Conell, S.E. (1997) Outsourced Systems Provide Economy, Improved Service. HR Magazine, 42, 36-41.
- Oshima, M., & Kao, T. & Tower, J. (2005) Achieving Post-Outsourcing Success. HR Human Resource Planning, 28, 7-18.
- Overby, S. (2004) The Inner Cost of Outsourcing: When Contemplating Outsourcing, CIOs Should First Think About Their People. CIO, 18, 1- 9.
- Peterson, E.S. (1997) From those who’ve been there…outsourcing leaders talk about their experiences. Benefits Quarterly. Vol. 13, Iss 1, pg. 6.
- Piachaud, B. (2005) Outsourcing technology. Research Technology Management. 48, 40-50.
- Power, M. & Bonifazi, C., & Desouza, K.C. (2004) The Ten Outsourcing Traps to Avoid. Journal of Business Strategy. 25, 37-54.
- Smail, P.J. (2003) Cutting Costs & Taking Control. Workspan, 46, 50-57.
- Stroh, L., & Treehuboff, D. (2003) Outsourcing HR functions; When and When not-to go outside. Journal of Leadership & Organizational Studies, 10, 19-28.
- Tarsh, S., (2004) Managing the outsourcing relationship: A shared vision produces greater rewards. The Outsourcing Institute: Articles & Info. London, England.
- Vu, U. (2004) Are you ready for offshoring. Canadian HR Reporter, 17, 1-7.
- Weiss, D., (1999) High-Impact HR, Etobicoke: Wiley & Sons.
- Yallof, J., & Morgan, C. (2003) Beyond Performance Standards: How to get the most from your outsourcing relationship. Benefits Quarterly, 19, 17-24.
- Zhu, Z., & Hsu, K., & Lillie, J. (2001) Outsourcing – a strategic move; The process and the ingredients for success. Management decision. 39, 378-385.
- Başlangıç: 1999
- Yayıncı: Şenol BAŞTÜRK
Sayıdaki Diğer Makaleler
Katı Olan Her "İş" Sanallaşıyor Veya İşgörenin Artan Yalnızlığı Üzerine: Kuramsal Bir Yaklaşım
Outsourcing: Enhancing The Experience Of Transitioned Employees
Etik Kodlarının Yönetsel Karar Alma Sürecine Etkileri Ve Bir Model Önerisi
Çetin BEKTAŞ, Mehmet Ali KÖSEOĞLU
TÜRKIYE’DE SENDİKAL ÖRGÜTLENMENİN GÜNCEL SORUNLARI VE ALTERNATİF ÖNERILER