Date of Award

2015

Document Type

Thesis

Department

Business Administration

First Advisor

Alan Cabelly

Subjects

Personnel management -- Contracting out, Contracting out, Corporate culture

DOI

10.15760/honors.144

Abstract

Human Resources outsourcing has become a way for businesses to save money, but has also become a problem in keeping organizational environments the same (Cook, 2000; Cobb 2009; Mol, 2007). Outsourcing includes work that can be done by employees, but services can also be provided by an outside vendor for a lower price (Cook, 2000), and can affect an organizations performance (Mol, 2007). There are parts of Human Resources functions such as staffing, recruiting, training, succession planning and organizational development, and benefit planning that can be outsourced (Cook, 2000). Studies have looked at the difference between organizations that have outsourced functions, and businesses that have not outsourced Human Resources functions and found that personal and organizational growth was inhibited by outsourcing (Glaiser, 2014). There are studies that focus on the performance of an organization after the decision to outsource functions is implemented (Mol, 2007) but until recently studies have neglected to look at organizational culture and the change after outsourcing is implemented. Outsourcing has primarily been used to save a company money, but organizations have never considered the cultural shift that can happen when Human Resources functions are outsourced.

Comments

An undergraduate honors thesis submitted in partial fulfillment of the requirements for the degree of Bachelor of Science in University Honors and Human Resources and Management and Leadership

Persistent Identifier

http://archives.pdx.edu/ds/psu/15626

Share

COinS