دانلود رایگان مقاله انگلیسی برون سپاری HR در شرکت های کوچک و متوسط: نقش واسطه های منابع انسانی - امرالد 2018

Abstract

Purpose – Small and medium-sized enterprises (SMEs) are increasingly outsourcing human resource (HR) activities to outside labour market intermediaries. In this paper, the focus is on a specific type of labour market intermediary, the HR intermediary (HRI). The purpose of this paper is to describe and discuss SME outsourcing of HR services to membership-based HRIs, and potential problems and benefits that may arise in this process. Design/methodology/approach – The empirical foundation comprises case studies of three Swedish HRIs and 12 of their SME clients. The data were collected through semi-structured interviews and a document study. Findings – The findings show that social aspects such as trust, shared values, communication and commitment are crucial characteristics of the cooperation between HRIs and SMEs. These social aspects are a result of the owner/membership structure, and a distinguishing feature of the studied HRIs in comparison to other types of labour market intermediaries. Research limitations/implications – The results of the study underline the need for increased research related to the intermediary concept and its meanings in different contexts. There is also a need for more empirical research on HRIs, e.g. comparisons between different types of HRIs, and studies of the emergence of virtual intermediaries. Future studies should focus on the role of LMIs and HRIs in regional development processes. Practical implications – Companies that interact with HRIs should reflect on the different pros and cons that this cooperation may result in, both in the short term and in the longer term. Originality/value – The study provides an enhanced understanding regarding the relations between SMEs and HRIs, based on the two broad types of SMEs (with low/high internal HR skills) and two types of HRIs (with short/long-term orientation).

Conclusions

In conclusion, the present study has illustrated how different internal and external conditions among the SMEs and HRIs, the process of engaging with an HRI, and the types of HR services delivered, are important for understanding the relationship between SMEs and HRIs and the factors that enable or restrict the outsourcing process of HR services. Concerning the theoretical contributions of this study, we would like to emphasise that it provides an enhanced understanding regarding the relations between SMEs and HRIs, based on the two broad types of SMEs (with low/high internal HR skills) and two types of HRIs (with short/long-term orientation). This type of simple categorisation makes it possible to identify a large and potentially vulnerable group of SMEs, namely SMEs characterised by low internal HR skills that buy HR services from short-term oriented HRIs. On a broader level, it also seems evident from the findings presented here that we need to question and rethink some of our theoretical understandings of what constitutes an organisation and its employees, and how different types of organisations relate to each other. In yesterday’s labour market, it was reasonable to assume bilateral and more predictable relations between labour market players, but with the introduction of HRIs, this has changed in many respects. Organisational limits are displaced or dissolved, not all employees necessarily have the same employer, and the work of HR is not necessarily performed in-house. Bilateral relationships become trilateral, resulting in a more complicated setting. In line with Bonet et al. (2013), it can be argued that we may be facing a paradigm shift, where the reality can no longer be understood from the existing models.