Search results

The purpose of this article is to analyse the relationship between HR outsourcing and service quality by focusing on motivational and incentive aspects.

The paper applies a game‐theoretic model of procurement decisions allowing for variable degrees of vertical integration and confronts the implications of its analysis with HR outsourcing data on a large sample of German firms.

The paper presents evidence for HR service quality being generally higher when procured from an external instead of an in‐house provider. Furthermore, the relationship between HR outsourcing and service quality is considerably stronger if the provided services are complex and if the potential for monitoring an internal provider is low.

The findings have immediate practical implications concerning the make‐or‐buy decision of HR services: the more complex the HR service under consideration and the lower the potential to monitor its in‐house provision, the more attractive is the external provision of HR services.

While most of the literature on HR outsourcing is based on transaction cost theory or follows a resource‐based approach, this paper uses a game‐theoretic model to analyse the make‐or‐buy decision of HR services, allowing the incentives of an internal or external provider to deliver high‐quality services to be focused on. Furthermore, for the empirical analysis the paper uses an original data set comprising more than 1,000 German firms.

Drawing on data from a unique, large-scale survey, the purpose of this paper is to examine the links between e-HRM and perceived labour productivity both directly and through the mediating role of HR service quality amongst commercial-bank workplaces in Pakistan, many of which have introduced e-HRM.

The authors use partial least squares structural equation modelling to examine the direct links between e-HRM and productivity as well as the mediated links between e-HRM, perceived HR service quality and productivity.

The authors show that e-HRM practices have a statistically significant, positive effect on managers’ perceptions of labour productivity. The authors also reveal that e-HRM practices influence the quality of HR service, and that the quality of HR services fully mediates the relationship between e-HRM practices and managers’ perceptions of labour productivity.

The results highlight the importance of designing and implementing e-HRM systems so that they support organisation workflow and enable workers to carry out a range of HR and non-HR activities more efficiently. In particular, this study suggests that managers should focus on how e-HRM impacts on HR service quality in a holistic way, as this is the “route” via which e-HRM can improve labour productivity.

Existing research has demonstrated a link between e-HRM and the quality of HR services; however, these studies downplay the potential impact of e-HRM on labour productivity, a key organisational outcome and one that e-HRM aims to improve. This study contributes to the HRM literature by identifying how e-HRM can improve labour productivity by enhancing the perceived HR service quality. This study, therefore, provides the basis for future theory developments in this area.

This paper aims to understand the role of perception of HR capability, HR service quality, along with HR inducements, which, in turn, provides satisfaction with HR practices and affects employee performance.

The data of 155 managers have been collected through a questionnaire to understand the relationship among the studied constructs using partial least square structured equation modeling (PLS-SEM).

The results suggest that employers should attempt to create a positive perception by providing quality services in the HR domain, and quality services will certainly enhance employee performance.

This study is unique in terms of its contribution. This study has tried to link service quality and satisfaction to HR practices with employee performance. Further, it also shows that HR should be capable and have high HR inducements to provide the necessary and expected HR services, which leads to employee satisfaction with HR practices and employee performance.

The purpose of this paper is to present the influence of the human resource (HR) manager on the quality of service in an academic college, and the human resource management (HRM) outcomes of the process.

The paper relates to a customer satisfaction survey. More than 120 questionnaires were completed by the customers (Israeli college students) for each service provider (e.g. academic departments, the students' dean, the maintenance and the logistics departments) measuring customer satisfaction via different dimensions of quality.

By getting involved in the service quality improvement process, the HR manager was exposed to HRM problems such as non‐balanced workload, faulty work planning, lack of knowledge and skills, wrong placements, unclear job descriptions, etc. This information led to meaningful improvement in HRM processes (e.g. training programs, job descriptions, selection and placement and manpower planning).

The paper discusses the HRM practical outcomes of processes carried out to improve the quality of the organizational services. The suggested process and the implications are relevant for every HRM system.

The paper reflects the great affect that a HR manager (as part of the top management) has on the quality of service through HRM processes and practices.

Today, big data (BD) is considered as a crucial investment for firms to stay competitive. However, the human resource (HR) function within small- and medium-sized enterprises (SMEs) has been slow to adopt this innovation. Drawing on the organizational learning theory (OLT), this study aims to propose that BD can improve HR functions, especially of SMEs, thereby yielding them a competitive edge.

This study analyzed unstructured data from 41 journal papers, based on which, a conceptual framework was developed. Further, this framework was validated with responses collected from 148 SMEs in India.

Bibliometric analysis and results of partial least squares techniques revealed that better BD quality is needed to improve HR practices, human resource service quality (HRSQ) and innovation competency of SMEs.

This paper contributes to the extant literature by considering strategic management theories such as resource-based view and OLT to evaluate BDA’s effect on organizational functional practices such as HR and HRSQ.

In Indian SMEs, BD quality has a substantial effect on BD HR practices and HRSQ. However, these factors influence can constructively impact SMEs, if SMEs are open to organizational change, whereby they need to develop technical skills and competencies of the HR professionals.

Though BD research works have shown exponential growth in recent times, scholarly empirical research investigating BD’s impact upon human resource management (HRM) is scarce. The present study appraises extant literature on BD in HRM.

The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.

The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.

The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.

Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.

The purpose of this paper is to explore and describe how the decision to outsource human resources was made by 12 large and five small organisations.

Desk research and key informant interviews with senior HR staff who lead the decision to outsource human resources in a purposive sample of organisations identified through an initial search of the professional literature and nomination by an expert panel.

The research identifies a number of drivers that lead organisations to consider outsourcing their HR. In large organisations cost considerations are dominant, but other factors arise out of the organisational history and context, and very often, senior managers from outside the HR function are very influential. For most organisations, paradoxically, the decision to outsource appears not to be made on the basis of a thorough analysis of costs, with consequences for the quality of HR service offered to line managers, and also for the career paths and skill sets required from HR staff.

This study focuses upon the perceptions and experiences of senior HR managers, but excludes the perceptions and experiences of all staff employed in the HR function. Also, while the use of a qualitative research design makes it possible to uncover the individual perceptions and motivations of the key informants in the sample, there are obvious limitations in respect of statistical generalisation.

The findings relate mainly to the future shape of the HR function in organisations where HR activity is outsourced, with consequent implications for the skill sets and career paths for HR professionals.

The views of HR directors and senior managers have provided a valuable insight into the strategic decision to outsource HR activity and will be of interest to those involved in the same field.

The purpose of this paper is to derive a measure for the performance of human resource shared service providers (HR SSPs) and then to develop a theoretical framework that conceptualises their performance.

This conceptual paper starts from the HR shared services argument and integrates this with the knowledge‐based view of the firm and the concept of intellectual capital.

The authors recommend measuring HR SSP performance as HR value, referring to the ratio between use value and exchange value, that together reflect both transactional and transformational HR value. They argue that transactional HR value directly flows from the organisational capital in HR SSPs, whereas human and social capitals enable them to leverage their organisational capital for HR value creation. The authors argue that the human capital of HR SSPs has a direct effect on transformational HR value creation, while their social and organisational capitals positively moderate this relationship.

The suggested measure paves the way for operationalising and measuring the performance of HR shared services providers. This paper offers testable propositions for the relationships between intellectual capital and the performance of HR shared service providers. These contributions could assist future research to move beyond the descriptive nature that characterises the existing literature.

The purpose of this paper is to derive a measure for the performance of human resource shared service providers (HR SSPs) and then to develop a theoretical framework that conceptualises their performance.

This conceptual paper starts from the HR shared services argument and integrates this with the knowledge‐based view of the firm and the concept of intellectual capital.

The authors recommend measuring HR SSP performance as HR value, referring to the ratio between use value and exchange value, that together reflect both transactional and transformational HR value. They argue that transactional HR value directly flows from the organisational capital in HR SSPs, whereas human and social capitals enable them to leverage their organisational capital for HR value creation. They argue that the human capital of HR SSPs has a direct effect on transformational HR value creation, while their social and organisational capitals positively moderate this relationship.

The suggested measure paves the way for operationalising and measuring the performance of HR shared services providers. The paper offers testable propositions for the relationships between intellectual capital and the performance of HR shared service providers. These contributions could assist future research to move beyond the descriptive nature that characterises the existing literature.

Nowadays, cloud platforms are used in many fields, including e-commerce, web applications, data storage, healthcare, gaming, mobile social networks, etc. However, security and privacy are still two significant concerns in this area. The target of this paper is to present a system for trust management in industrial cloud computing using the multi-criteria decision making (MCDM) approach. MCDM techniques have been developed to accommodate a wide range of applications. As a result, hundreds of approaches have been generated with even minor variations on current approaches spawning new study fields.

Cloud computing provides a fully scalable, accessible and flexible computing platform for various applications. Due to the multiple applications that cloud computing has found in numerous life features, users and providers have considered providing security in cloud communications. Due to its distributive nature, dynamic space and lack of transparency in performing cloud computing, it faces many challenges in providing security. For security improvement, trust management can play a very influential role. This paper proposes a generic analytical methodology that uses a series of assessment criteria to evaluate current trust management testing prototypes in industrial cloud computing and related fields. The authors utilize a MCDM approach in the present article. Due to the multi-dimensionality of the sustainability objective and the complexities of socio-economic and biophysical processes, MCDM approaches have become progressively common in decision-making for sustainable energy.

The results of comparing and evaluating the performance of this model show its ability to manage trust and the ability to adapt to changes in the behavior of service providers quickly. Using a simulation, all results are confirmed. The results of simulations and evaluation of the present paper indicate that the proposed model provides a more accurate evaluation of the credibility of cloud service providers than other models.

The number of cloud services and customers is vast and extremely competitive in cloud environments, where novel cloud services and customers can join at any time, while others can withdraw whenever they want. Because of cloud services' highly dynamic and dispersed design, trust management mechanisms must be highly flexible to obtain feedback and update trust outcomes as quickly as possible. The model presented in this article tries to improve users' trust in the cloud industry.

Using a method (MCDM) to find the best trust management solution based on user experience in industrial cloud computing is the novelty of this paper.