Dr Kamau

Topics: Human resources, Management, Human resource management Pages: 10 (3626 words) Published: August 20, 2013
E-HRM and Outsourcing

The management of human resources has remarkably changed over the recent past. The tasks involved in the HR department can be carried out by not only the expert HR professionals, but also the line managers, information technologies and through outsourcing (Tremblay,Patry and Lanoie, 2008; Ulrich, 1996). E-HRM can be defined as “the (planning, implementation, and) application of information systems for both networking and supporting actors in their shared performing of HR activities” (Strohmeier, 2007). This is the use of web-based technologies in providing HRM services within employing businesses. It embraces e-recruitment and e-learning, the initial fields of the human resource management, to put into use at a large extent the web- based technology. In the fundamental nature, e-HRM is the delegation of the HR duties to a line of managers and employees, who get reach of these tasks mainly through intranet and other web-technology channels. Empowering the managers and employees to carry out some choice HR duties alleviate the HR department of the roles. This on the other hand allows the HR staff to center less on the functional, and more on the tactical elements of HR. As a result; organizations can lower staffing levels in the HR departments since the administrative burden is blanched. Outsourcing comes in when a company needs expertise and/or skills and lacks them from within, and then it goes beyond its borders to get them from where they are available to solve their problems. It involves a company getting into a contract with another to offer services which could be in one way or another offered in-house by employees. This is often due to the financial advantages that come along with outsourcing. the reasons that a large organisation might consider outsourcing the HR function Human Resource Outsourcing on itself is the practice of an organization to contract a third-party organization to carry out part or all of its Human Resource obligations and activities. Many of the organizations’ drivers towards outsourcing various activities in their businesses are; access to expertise and knowledge, quality and cost cutback. HR functions can either be fully or partially outsourced. When partially outsourced, the organization maintains some power over the functions been outsourced, and may share the right to use information with the vendor. In the fully outsourced, the business depends on the service provider to perform the whole lot of activities. Due to this, there is reduced responsibility for the HR department in connection to the outsourced function, and it can be minimized to only running the relationship with the vendor. There are some functions that are of key importance to business organizations, and in regards to the HR professionals they are only partially outsourced. Such functions are policy development and execution, training and development programs, performance management, and employee communication. the advantages

Various reasons and benefits have led to organizations outsource one or more of the HR functions. Reduced operational costs appear to be the major reason for considering HR outsource. The financial profits are in two ways; funds are created by making the most out of the scale economies which can only be delivered by focused outsource provider. Secondly, improvements on the turnovers and outputs can be noted when quality HR policies have been put in place. Reduced operational cost and time; through outsourcing HR functions the costs of keeping up non-revenue generating back office are abated. Wholly operational HR departments demand an extra office space and highly trained and skilled personnel. Outsourcing HR functions becomes more cost-effective other than expand to a larger location to accommodate another department. Business owners and managers lose time and money concentrating on the HR activities, which could be better utilized on outsourcing HR to allow them, get...

References: Beaman, Karen V. Out of site : an inside look at HR outsourcing. Austin, TX: Rector-Duncan, Inc, 2004. Print.
Clark, Carolyn C. Creative nursing leadership & management. Sudbury, Mass: Jones and Bartlett Publishers, 2009. Print.
Cleary, Brenda L., and Rebecca Rice. Nursing workforce development strategic state initiatives. New York: Springer Pub. Co, 2005. Print.
Cook, Mary F., and Scott R. Gildner. Outsourcing human resources functions : how, why, when, and when not to contract for HR services. Alexandria, VA: Society for Human Resource Management, 2006. Print.
Davidson, Alice W., Marilyn A. Ray, and Marian C. Turkel. Nursing, caring, and complexity science : for human-environment well-being. New York: Springer Pub, 2011. Print.
Grady, Timothy, and Kathy Malloch. Leadership in nursing practice : changing the landscape of healthcare. Burlington, Mass: Jones & Bartlett Learning, 2013. Print.
Grossman, Sheila. Mentoring in nursing : a dynamic and collaborative process. New York, NY: Springer Pub. Co, 2013. Print.
Hunter, Ian, and Jane Saunders. Human resources outsourcing : solutions, suppliers, key processes and the current market : a case-study-based market review. Aldershot, England Burlington, VT: Ashgate, 2007. Print.
Jones, Tricia S., and Ross Brinkert. Conflict coaching : conflict management strategies and skills for the individual. Los Angeles: Sage Publications, 2008. Print.
Lundy, Karen S., and Sharyn Janes. Community health nursing : caring for the public 's health. Sudbury, Mass: Jones and Bartlett Publishers, 2009. Print.
Marquis, Bessie L., and Carol J. Huston. Leadership roles and management functions in nursing : theory and application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins, 2009. Print.
Marquis, Bessie L., and Carol J. Huston. Leadership roles and management functions in nursing : theory and application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins, 2009. Print.
Nash, Michael. Physical health and well-being in mental health nursing clinical skills for practice. Maidenhead, England: Open University Press, 2010. Print.
Price, Alan. Human resource management. Andover: Cengage Learning, 2011. Print.
Service user workforce development strategy for the mental health sector : 2005-2010. Wellington, N.Z: Mental Health Commission, 2005. Print.
Storey, John. Human resource management : a critical text. London: Thomson, 2007. Print.
Swansburg, Russell C., and Richard J. Swansburg. Introduction to management and leadership for nurse managers. Sudbury, Mass: Jones and Bartlett Publishers, 2002. Print.
Turner, Julia. Coaching and mentoring in health and social care : the essentials of practice for professionals and organisations. Oxford Seattle: Radcliffe, 2006. Print.
Turner, Susan O. The nursing career planning guide. Sudbury, Mass: Jones and Bartlett Publishers, 2007. Print.
Vallano, Annette. Your career in nursing. New York, NY: Kaplan Pub, 2008. Print.
Wills, Jane. Promoting health. Oxford Malden, Mass: Blackwell Pub, 2007. Print.
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Essay about Dr. Seuss
  • Essay about Dr. Phil
  • Dr. Seuss Essay
  • Dr. Dre Essay
  • Dr. Pepper Essay
  • Essay on Dr. Strangelove
  • Essay about Dr Strangelove Speech
  • Progressive Politics of Dr Seuss Essay

Become a StudyMode Member

Sign Up - It's Free