人力资源外包外国文献原文.doc

文献原文 Risks and Rewards in HR Business Process Outsourcing David W. Conklin Copyright ? 2005 Elsevier Ltd All rights reserved. Risks and Rewards in HR Business Process Outsourcing David W. Conklin Managers have expressed differences of opinion about the risks and rewards of outsourcing companies human resource activities, including the entire business process. This paper reviews the literature to date and studies the example of one of the earliest cases of outsourcing an HR business process, when EDS took on the responsibility for Canadian Imperial Bank of Commerce. With the offloading of functions such as payroll and recruitment, a companys HR department can therefore concentrate on strategy and become a facilitator for change. The paper concludes with lessons that managers can apply when considering the outsourcing of HR functions. Article Outline Introduction How to choose HR activities as potential candidates for outsourcing How to analyse potential HR candidates for outsourcing How to achieve successful inter-company governance Future issues Conclusion References Introduction Authors have advocated a variety of criteria for making outsourcing decisions. In the strategy literature concerning “make or buy”, a focus on the core versus non-core dichotomy has led to the recommendation that activities essential to a companys competitive advantage should not be outsourced, while all other activities should be candidates for outsourcing. Some commentators have emphasised certain characteristics of the company itself, leading to the conclusion that the appropriate decision may differ among companies and over time. For example, companies that need to cope quickly with impediments to the development of new Human Resource (HR) processes may outsource to gain management expertise. Some authors have also emphasised costs, asset specificity and the degree of precision in contracts. To the extent that HR activities differ in regard to these features, appropriate outsou