关于人力资源外包的解决策略研究

人力资源管理对企业发展的重要性不言而喻,面对越来越复杂化的人力资源管理任务,外包成为缓解企业人力资源管理压力的有效手段,这就促使人力资源的外包业务逐步获得市场的青睐。人力资源外包可以简化企业的招聘流程、降低运营成本,可以帮助企业拓展核心业务,增强企业创新意识。人力资源外包公司应该不断拓展及完善服务内容,以专业化服务实现人事外包业务的个性化需求,借助完善的信息平台,为企业和外包服务搭建沟通桥梁。     

基于AHP的培训外包供应商优选决策研究

培训外包有助于企业借助外部资源在降低培训成本的同时获得专业的培训服务,在日益激烈的市场环境中谋取竞争优势,因此越来越多的企业开始选择将培训业务外包给外部专业机构(称之为外包供应商)。然而企业与外包供应商的合作存在风险,选择合适的外包供应商就成为企业成功地实现培训外包的关键所在。认为企业可以选择一定的评价标准,运用层次分析法进行培训外包供应商的优选决策,选择满意的供应商来保证培训外包目标的顺利实现。     

浅析培训外包的利益和风险

培训作为人力资源管理职能的重要组成部分,已经成为创造企业智力资本的源泉。随着外包的理论和实践的不断发展与成熟,很多企业已经将外包这一概念运用到了培训职能的管理上。本文阐述了培训外包的适用性,重点分析培训外包可能给企业带来的利益以及风险,并提出了有效规避风险、使企业在培训外包中获取利益最大化的有效途径。     

人力资源外包中的不对称信息风险分析

人力资源外包作为一种新兴的管理模式,已经成为企业培育核心竞争力的重要策略之一。由于我国目前外包业务市场的不健全,人力资源外包给企业带来优势的同时,也引发了新的信息风险。鉴于此,本文从委托代理角度对企业人力资源外包业务中的不对称信息风险进行了分析,并提出了相应风险规避措施,以期为企业的人力资源外包活动提供一定的理论指导。     

我国企业人力资源管理外包的现状及发展

企业人力资源管理外包是解决企业人才瓶颈的重要方式,我国当前人力资源管理外包服务需求逐年增加。但是外包服务质量参差不齐,为了促进人力资源管理外包服务市场环境的健康发展,本文通过数据对比,分析了我国人力资源管理外包现状,并根据人力资源外包产生的动机,提出了我国企业人力资源管理外包的发展策略。     

印度发展离岸服务外包的现状、问题及对我国的启示

金融危机波及全球,国内绝大多数行业都受到影响,而离岸服务外包产业却似乎是"映日荷花别样红"。经济危机导致越来越多的企业开始减少或者控制成本,削减在非主营业务上的开支。而作为企业中非核心业务的IT服务、人力资源、办公、培训等业务的外包市场,却在全球经济下滑的大背景下逆市起飞。尤     

企业人力资源外包的风险管控研究

现代社会的更新换代速度越来越快,各个企业间的竞争也更加激烈,在这样的市场总体大环境下,缺乏核心竞争力的企业会被自然而然地淘汰,所以,各个企业现今越来越重视自己核心竞争力的提升。而人力资源管理作为一个企业维持其可持续发展能力和增强其核心竞争力的一大重要手段,是每个企业都要重视的板块。但许多企业由于各种原因,并没有成熟的人力资源管理系统,因此在人力资源管理上耗费了大量的人力物力。如果将人力资源外包,不仅可以使企业更加集中精力来发展自身核心业务,也可以节约人力物力,减少不必要的弯路。但由于我国的人力资源外包业务刚刚起步,市场管理较为混乱,外包市场参差不齐,这也造成了企业选择外包服务将会面临巨大风险这一严峻问题。     

企业人力资源管理外包决策研究

在全球服务外包业蓬勃发展的时代背景下,人力资源外包成为服务外包中发展最快的一项业务。降低成本和提高企业的核心竞争能力成为企业人力资源外包最关键的两个驱力。实践证明,人力资源外包有时并不能达到预期的目标,反而让企业的管理变得混乱。企业人力资源管理层次不同,外包的程度也应有所不同。要尽量把大量的行政性事务活动和一部分业务性职能活动外包出去,让人力资源把大量的时间和精力投入到产出附加值比较高的的战略性、变革性活动中去。     

我国发展国际服务外包的现状分析及对策研究

随着经济全球化和信息技术革命的深入,国际服务外包日益成为企业提高核心竞争力的战略选择,新一轮服务业产业转移在世界范围内推进,不断改变着国际分工格局。我国企业在承接服务外包业务过程中存在着业务水平低、外包市场单一、缺乏质量意识、缺乏服务外包人才等问题。为促进我国服务外包业健康发展,应巩固提高日韩市场,开拓美欧市场,增强外包企业实力,加强服务外包人才的培养。     

探析企业人力资源外包

人力资源外包是当前人力资源领域的发展趋势,将对企业人力资源职能活动产生巨大影响。企业通过外包可以集中有效资源开展核心业务,控制经营成本,提高工作效率,降低和转移经营风险。企业在实施人力资源外包过程中应寻找有信誉、实力雄厚和熟悉中国市场的服务机构,签订独立的保密合同或在人力资源外包合同中设置保密条款,同时,应向服务机构提供足够的信息。     

我国服务外包发展的策略研究

目前,服务外包已成为国际服务贸易发展的重要形式.巨大的成本差别使全球服务外包市场得以迅速壮大.我国具有人力资源充足,劳动力成本低,交通、通信等现代基础设施比较完备等优势,目前正在从"中国制造"向"中国服务"的方面转化,越来越多的跨国公司将会选择我国作为发包地.我国服务外包业应抓住机遇,尽快转变经营理念,抓紧培养适应市场需要的专业人才,完善相关政策和法律,实施品牌战略,加大对欧美等服务业市场的引资力度.发挥整体规模优势,加快发展外包服务业.     

Using brand equity to counter outsourcing opportunism: A game theoretic approach

Outsourcing has long been touted as an avenue for companies to divest their non-core processes for cost and efficiency gains. However, outsourcing has since become so sophisticated that some companies are even outsourcing core functions such as engineering, marketing, and R&D and as a consequence, could be unknowingly nurturing its outsourcing partners as future competitors. Through formal game theoretic analysis, we show that in addition to learning, outsourcing firms could also make use of brand equity to safeguard themselves from the threat of potential market entry by their outsourcing suppliers when the outsourced component is a core competence, particularly when the rate of learning is at best moderate. In addition, we show that it may be optimal for outsourcing firms to adopt a make-and-buy strategy.     

如何外包整个包装流程--浅谈管理大众消费品行业供应商

在高度竞争的大众消费品(ConsumerPackagedGoods,CPG)领域,外包正逐渐成为国际品牌(NationalBrands)赢得主动权的关键。一个简单的事实是在消费品行业,由于私人标签(P r i v a t eLabels)在世界范围内获得了越来越多的市场,使得国际品牌正失去其原有的市场份额。并且,对于CPG企业来说,维护现有市场地位的成本和在已建立的产品类别中保持原有收入的成本正在逐步提高。为应对这些趋势,CPG公司正采取策略从大的零售商手中赢回一些市场份额。这些策略包括获取品牌以及合并这些公司,以确保在CPG某些特殊领域中的领导地位;不再集中于某些…     

跨国公司服务外包的解决机制研究

跨国公司专注于核心业务而将非核心业务外包,已成为一种普遍的战略选择。外包可以降低交易成本,增强企业核心竞争力,优化企业价值链。但跨国公司需要建立起有效的解决机制,才能保证外包目的的实现。作为服务外包的发包方和主要承包方,跨国公司通过管理手段、政策措施等建立起有效的服务外包发包、承包解决机制。     

Building Capability for Organizational Success: An Emerging Market Perspective

In the world of business, developing the capability to succeed in the marketplace is a sine qua non for most organizations. An examination of studies on firm competitiveness indicates that market orientation, outsourcing, and technology transfer provide firms with the basis for building capability to succeed in the business environment. Nonetheless, in a developing nation context, the comparative influences of market orientation, outsourcing, and technology transfer on organizational success among foreign and local firms when considered together in a combined framework is yet to be investigated empirically. To gain clearer insights, three pathways through which market orientation, outsourcing, and technology transfer improve organizational success in Ghana are postulated. Findings of this study suggest that among foreign and Ghanaian businesses, there are variations in the contributions of market orientation, outsourcing, and technology transfer to developing capability and impacting on organizational success.     

Outsourcing: Current and future trends

Highlighted are two reasons for outsourcing: cost and focus on the core competencies of the enterprise. Surveying U.S., U.K., and Continental Europe companies concerning current and future outsourcing trends positions outsourcing as a prominent strategic lever. Achieving “best‐of‐breed” practice is predicted to occur through new technology. Also, human resources and IT outsourcing will become more prominent. The results strongly indicate that partnership alliances and performance‐driven contracts will become as important as the current preferred, trusted supplier relationship. Keiretsulike, horizontal linkages will be required to realize scale and competency advantages from future outsourcing arrangements. © 2005 Wiley Periodicals, Inc.     

Interesting problems and interesting research: A path to effective exchanges between managers and scholars

Understanding how organizations operate and finding ways to improve organizations are of central importance to managers and to scholars that study business. We believe that greater synergy can be developed between these two groups. In particular, we suggest that collaborating on issues that both groups view as interesting can provide a motivating and stimulating setting for finding ways to improve organizations. We also offer two series of specific recommendations: one for managers and one for scholars. These recommendations are intended to make each side’s goals more salient to the other and to help each side become a more valued resource for the other.     

The Evolution of Business Groups’ Corporate Social Responsibility

Although establishing gender equality in board and managerial positions has recently become more important for organizations, companies with low levels of gender diversity seem to perceive an ethical dilemma regarding the ways, in which they attempt to attain it. One way that organizations try to move toward gender equality is through the use of their corporate websites to manage potential applicants’ impressions of their current levels of, and actions to improve, gender diversity. The dilemma is whether to truthfully communicate their low level of gender diversity, conceal it, or exaggerate it. On the one hand, organizations that are truthful may find it difficult to achieve equality because women are less attracted to companies that lack diversity. On the other hand, organizations that are untruthful risk their moral legitimacy. The present work investigates gender diversity-related communication on the corporate websites of 99 major German companies. Based on theoretical work on minority attraction, we apply an organizational impression management taxonomy to guide our in-depth content analysis. With this approach, we hope to advance the understanding of how the issue of gender diversity is presented on corporate websites, which is useful for both organizational decision makers as well as diversity researchers. We found that although gender diversity-related communications on corporate websites contain both assertive and defensive organizational impression management tactics, as well as a third type of tactic we refer to as “acknowledgement,” assertive tactics were used more frequently. We argue the existence of a paradox whereby organizations use assertive impression management tactics to maintain pragmatic legitimacy but compromise their moral legitimacy by doing so. Furthermore, we argue that moral legitimacy can be maintained or restored through the sincere use of defensive impression management tactics and acknowledgement.