Outsourcing the HR function—personal threat or valuable opportunity?

Sue Shaw · David Fairhurst

25 citations0/0 files storedStrategic Change

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Outsourcing and Supply Chain Management Human Resource and Talent Management Employer Branding and e-HRM

Abstract

• The article explores the current practice of outsourcing aspects of HR activity. • The extent, rationale for and nature of outsourcing within the HR function in 60 UK manufacturing companies are examined. • The implications of inadequate costings, lack of measurement of service levels and underestimation of the people and cultural aspects are discussed. • The significance of outsourcing for the practitioner role and concomitant skills is considered. • A five-stage framework to guide practitioner action is proposed. © 1997 John Wiley & Sons, Ltd.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 25 citations exist upstream.

References

1992Outsourcing and industrial decline 1992Strategic sourcing: a progressive approach to the make-or-buy decision 1993How Continental Bank outsourced its "crown jewels.".1996Activity based costing : the performance breakthrough 1987THE MANAGEMENT OF THE PERSONNEL FUNCTION 1991Externalisation vs Specialisation: What is Happening to Personnel?1993Why HR is turning to outsourcing 1996The empty company: morality and job security

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.