Essays on Strategic and Comparative Human Resources Management Assignment

Download full paperFile format: .doc, available for editing

The paper “ Strategic and Comparative Human Resources Management ” is a convincing example of the assignment on human resources. This essay evaluates the extent to which outsourcing of human resource function has disadvantages outweigh advantages. The essay first analyses the concept of outsourcing. It also gives an example to illustrate the concept of outsourcing using some companies like Capgemini, Intel, and Microsoft. It further analyses some of the disadvantages of outsourcing human resource function including poor performance and information leaks. Therefore, this essay will discuss the extent to which the disadvantages of outsourcing human resource functions outweigh the advantages. Disadvantages of the Outsourcing HR functionOutsourcing can be termed as the allocation of business processes to a particular external service provider as a result of the inability of an organization to handle all facets of a business process (McCracen and Mclvor, 2013).

Once outsourcing has been done, a service provider takes the responsibility of performing the tasks of an organization as well as maintains its assets. Organizations outsource as a result of lack of expert labor, availability of cheap labor, and the feasibility to essence on other fundamental business processes (Sparrow and Braun, 2008).

However, although outsourcing has been associated with a number of benefits, there are many challenges that come with outsourcing human resources. Prior to carrying out the outsourcing of human resources, it is very important for organizations to understand the benefits and challenges that may come with outsourcing (Doellgast and Gospel, 2011). The Business Process Outsourcing industry in Australia has grown over the years. It is estimated to rise at a rate of 2.2% to $31.4 billion next year. An example of an outsourcing company is Capgemini which is an IT company that has formed a partnership with Intel and Microsoft.

Microsoft Company has benefited from Capgemini services as it has ensured sustainable growth and development in the company.

References

Doellgast, V. and Gospel, H. (2011). Outsourcing and international HRM, in Edwards, T. and Rees, C. International Human Resource Management: Globalization, National Systems and Multinational Companies, 2nd ed.Harlow, FT Prentice Hall, 294-312.

Economist. (2013). Special report on offshoring and outsourcing, The Economist, 406 (8819), 19 January, centre pages.

Glaister, A. (2014). HR Outsourcing: the impact on HR role, competency development and relationships. Human Resource Management Journal, 24, 2, 211-226.

Hesketh, A. (2006). Outsourcing the HR Function: Possibilities and Pitfalls. London, Corporate Research Forum.

McCracken, M. and McIvor, R. (2013). Transforming the HR function through outsourced shared services: insights from the public sector. International Journal of Human Resource Management, 24(8), 1685-1707

Sparrow, P. and Braun, W. (2008). HR sourcing and shoring: strategies, drivers, success factors and implications for HR, in Dickmann, M., Brewster, C. and Sparrow, P. International Human Resource Management: A European Perspective, 2nd ed., Abingdon, Routledge, 39-66.

Chmielecki, M. (2012). HR challenges in China. Journal of Intercultural Management, 4(3), 49-55.

Cooke, F.L. (2009). A decade of transformation of HRM in China: a review of the literature and suggestions for future studies. Asia Pacific Journal of Human Resources, 47(1), 6-40.

Gutierrez, B., Spencer. S.M. & Zhu, G. (2012). Thinking globally, leading locally:Chinese, Indian, and Western leadership. Cross Cultural Management, 19(1), 67-86.

Tan, J. (2009). Multinational Corporations and Social Responsibility in Emerging Markets: Opportunities and Challenges for Research and Practice. Journal of Business Ethics, 1 (32), 55- 75.

Walsh, J. and Zhu, Y. (2007). ‘Local complexities and global uncertainties: a study of foreign ownership and human resource management in China’, International Journal of Human Resource Management, 18(2), 249-67.

Zhang, Y-C. and Li, S-L. (2009). ‘High performance work practices and firm performance: evidence from the pharmaceutical industry in China’. The International Journal of Human Resource Management, 20(11), 2331-2348.

Boxall, P. and Purcell. J. (2011). Strategy and Human Resource Management, 3rd ed., Basingstoke: Palgrave Macmillan, chs 3 and 4.

Braun, W. and Warner, M. (2002). ‘Strategic human resource management in western multinationals in China’. Personnel Review, 31(5/6), 553-579.

Chang, Y. Y., Wilkinson, A., & Mellahi, K. (2007). HRM strategies and MNCs from emerging economies in the UK. European Business Review, 19(5), 404-419

Cooke, FL. (2009). ‘HRM in China’, in J. Storey, P. Wright and D. Ulrich (eds), The Routledge Companion to Strategic Human Resource Management. London: Routledge, 447-461.

Farnham, D. (2015). Human Resource Management in Context: Strategy, Insights and Solutions, 4th ed. London: CIPD, ch. 5.

Mankin, D. and Kelliher, C. (2012). Strategic Human Resource Management. Oxford: Oxford University Press, pp 82-3,

Som A. (2008). Innovative Human Resource management and Corporate performance in the Context of Economic

Liberalization in India. Thunderbird International Business Review, 49(2): 1-33.

Statista. (2016). Coca Colas Number of Employees worldwide. Retrieved from http://www.statista.com/statistics/254562/coca-colas-number-of-employees-worldwide/

Sparrow, P. and Braun, W. (2007). ‘Human Resource Strategy in International Context’, in R. Schuler and S. Jackson (eds.), Strategic Human Resource Management. Oxford: Blackwell (2nd edition), 162-99

Truss, C., Mankin, D. and Kelliher, C. (2012). Strategic Human Resource Management. Oxford: Oxford University Press, ch. 5.

Download full paperFile format: .doc, available for editing
Contact Us