篇一
来源出处
作者：Markus E
期刊：Journal of Global Information Management；第2卷，第6期，pp:31-41，2016
原文
The research of enterprise human resources outsourcing
Markus E
Abstract
Since the 80 s, the world within the scope of the business environment, great changes have taken place. Personalized and diversified market environment changes quickly, are increasingly obvious, with the advent of globalization, quickening steps of market changes. To customer demand as the guidance, the sellers market to a buyers market, customers in the production and operation of an enterprise plays a more and more important role in the process, how to quickly response to customer demand become the key of the enterprise management decision. Enterprise management mode, organization structure has changed dramatically. Traditional pyramidal hierarchical organization structure already can not adapt to market requirements, enterprise organization and management to the flexibility and elasticity, flattening the trend changes. In such a development is rapid, the vagaries of era, the survival and development of the enterprise encountered unprecedented challenges. Enterprises on the one hand, to shorten the market response time, improve the quality of service, on the other hand, to reduce the cost of enterprise operation and management. This kind of low cost and high level service force companies to reconsider its resources combination.
Keywords: Human resources; Outsourcing business; Service providers
1 Introduction
Based on fully aware of market situation and business environment, outsourcing as an enterprise use of limited resources, to reduce costs, improve performance and promote enterprises core competitiveness and strengthen the new management model of enterprise resilience arises at the historic moment. Under the global competition, will be part of the routine work of human resources outsourcing companies more and more, business scope and contents of the outsourcing is becoming more and more widely. The European and American countries carried out earlier as the birth of the business and region, human resources outsourcing management has developed to a fairly mature stage. And in the Asia pacific region, the human resources outsourcing management as a new content in the company management, is increasingly showing the high-speed growth and market potential. This paper introduce the connotation of human resource outsourcing and analyze the environment of human resources outsourcing, to guide human resource outsourcing decision-making and supplier selection strategy, finally also use the risk management of human resources outsourcing risk analysis and prevention. Human resources outsourcing in the current increasingly competitive market environment is to accelerate enterprise development effective way, but we only have mastered how to use it, how to use it well can bring real development.
2 Literature review
Switser (2007) is pointed out that the trend of human resource management outsourcing from previous cost saving point of view to obtain competitive advantage, and predict the outsourcing represents the professional services firm in the single biggest growth opportunity in the next decade. Maura and Mobley (2008) pointed out that outsourcing is an integral part of the human resources department in the future. Woods (2009) pointed out that in the 21st century, two contradictory trends of human resource management, on the one hand, human resources management is more important to an organization, on the other hand, the traditional human resource management will be replaced by outsourcing and technology. Greer and Gray (2009) for human resource management outsourcing is defined as: by external partners on the basis of repeated in the original by the enterprise engaged in the task of human resources, and points out five stages: from the Angle of the outsourcing process outsourcing decision-making, supplier selection, management, transfer of outsourcing, supplier relationship management, supervision and evaluate supplier performance. They think that there are five competitive factors will make enterprise human resources outsourcing part or all of, respectively is corporate downsizing, rapid growth or recession, increasing globalization, competition and enterprise reengineering, and of the underlying factors behind these competitive factors is to reduce cost and increase the service quality of human resources. Gil and Rushed (2010) summarizes the outsourcing risks: change to reduce, competition from suppliers, trade costs, and management costs allocation and tariffs. Quinn and Hilmar (2009) put forward three risks: loss of key skills or develop the wrong skills and loss, the loss of the suppliers control. Greenland (2011) summarizes ten hr technology trends: the ASP and technology outsourcing, portal site, free high-speed interface, mobile TV, desktop PC and employee flow website, electronic procurement, supervision over the Internet and network, Bluetooth, electronic signature, electronic billing and electronic payment. Klaus (2011) the human resource is divided into four factors (general human resource, transactional human resource, human capital investment, recruitment, selection, and sums up the five driving force of human resource outsourcing decision-making: layoffs, fast growth or decline, globalization, growing competition, reorganization. Mobley (2010) discussed the four main driving factors of outsourcing: economic, technical, and political and social employment. Siegel (2010) argues that the outsourcing of human resources activities is to reduce costs, improve service quality, save time, and reduce investment in new technology, the ro
剩余内容已隐藏，支付完成后下载完整资料
英语译文共 8 页，剩余内容已隐藏，支付完成后下载完整资料
资料编号：[406000]，资料为PDF文档或Word文档，PDF文档可免费转换为Word
以上是毕业论文外文翻译，课题毕业论文、任务书、文献综述、开题报告、程序设计、图纸设计等资料可联系客服协助查找。
