Essay: Outsourcing Human Resources

INTRODUCTION
BPO or Business Process Outsourcing refers to the readjustment of entire business functions to some other service providers, mainly in low cost locations. The service provider may be either self-owned or a third party. This rearrangement or constricting out of business processes to an outside provider is mainly to triumph increased shareholder value.
Some of the general services provided by the BPOs are Receivables and Payables, Inventory Management, Order Processing, Budget Analysis, Cash flow Analysis, Reconciliation, Data Entry, Payroll Processing, QuickBooks Accounting, Financial Statement Preparation and Accounting Services. Some of the web based services include live online sales and order entry, E-commerce transaction support, Live online enquiry handling, Web Design/Development.
Here it is important to note that though BPO may include both IT management and business operations. Business operations include relocating functions such as payroll, accounting, billing or even real estate management to a third party. Invariably all these business processes depend on IT but they are separate from hard-core IT operations like data center activities or network administration. An important facet of business process outsourcing is its ability to free corporate executives from some of their day -to- day process management responsibilities and duties.
BPO (Business Process Outsourcing) involves business process management and outsourcing. Business process management uses technology aimed at redesigning the process, reduce unnecessary steps, and remove redundancies. On the other hand outsourcing uses expertise and resources of dedicated outside service providers to perform many of these vital yet non-core activities. BPO performs both the functions at the same time, thereby speeding implementation and ensuring that the intended benefits really hit the bottom line. Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and responsibilities of specific business functions (or processes) to a third-party service provider. Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large segments of its supply chain.
BPO is typically categorized into back office outsourcing – which includes core industry functions such as human resources or finance and accounting, and front office outsourcing – which includes customer-related services such as contact centre services. BPO that is contracted outside a company’s country is called offshore outsourcing. BPO that is contracted to a company’s neighboring (or nearby) country is called near shore outsourcing.
Often the business processes are information technology-based, and are referred to as ITES-BPO, where ITES stands for Information Technology Enabled Service. Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process outsourcing industry.
The typical consequence of outsourcing decision is a decline of employment in the plant/firm that is doing the “outsourcing” and a rise in employment in the plant/firm from which the supplies are sourced thereafter. In certain cases, the sourcing decision goes hand-in-hand with new investment abroad, which leads some observers to focus the outsourcing debate on outright plant closures, with output being replaced by new greenfield investment abroad. . Four types of “outsourcing” are reported, using location and control/ownership as distinguishing criteria:
Captive onshore outsourcing : Captive onshore outsourcing implies a shift in intra-firm supplies to an affiliated firm in the home economy. Captive off shoring describes a situation in which future supplies are sourced from an affiliated firm abroad
Non-captive onshore outsourcing: If the shift in sourcing of supplies benefits a non-affiliated firm in the home economy, one can describe it as non-captive onshore outsourcing. The term “onshore” could be replaced in both cases by “local” or “domestic”
Captive off shoring: Captive off shoring describes a situation in which future supplies are sourced from an affiliated firm abroad.
Non-captive off shoring: The fourth variant of outsourcing may be labeled non-captive off shoring and refers to the case when the new supplier is a non-affiliated firm .
1.2 a ) What do we mean by B.P.O
BPO or Business Process Outsourcing refers to the rearrangement of entire business functions to some other service providers, mainly in low cost locations. The service provider may be either self-owned or a third party. This relocation or contracting out of business processes to an outside provider is mainly to achieve increased shareholder value.
Some of the general services provided by the BPOs are Receivables and Payables, Inventory Management, Order Processing, Budget Analysis, Cash flow Analysis, Reconciliation, Data Entry, Payroll Processing, QuickBooks Accounting, Financial Statement Preparation and Accounting Services. Some of the web based services include live online sales and order entry, E-commerce transaction support, Live online enquiry handling, Web Design/Development.
Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and responsibilities of specific business functions (or processes) to a third-party service provider. Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large segments of its supply chain.
BPO is typically categorized into back office outsourcing – which includes internal business functions such as human resources or finance and accounting, and front office outsourcing – which includes customer-related services such as contact centre services.
BPO that is contracted outside a company’s country is called offshore outsourcing. BPO that is contracted to a company’s neighboring (or nearby) country is called near shore outsourcing.
Often the business processes are information technology-based, and are referred to as ITES-BPO, where ITES stands for Information Technology Enabled Service. Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process outsourcing industry.
1.2a) BPO IN INDIA
In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES (Information Technology Enabled Services) industry. Factors such as economy of scale, business risk mitigation, cost advantage, utilization improvement and superior competency have all lead to the growth of the Indian BPO industry. Business process outsourcing in India, which started around the mid-90s, has now grown by leaps and bounds.
India is now the world’s favored market for BPO companies, among other competitors, such as, Australia, China, Philippines and Ireland. The BPO boom in India is credited to cheap labor costs and India’s huge talent pool of skilled, English-speaking professionals. Research by the National Association of Software Services and Companies (NASSCOM) has revealed that quality orientation among leading BPO companies, 24/7 services, India’s unique geographic location and the investor friendly tax structure in India have all made the BPO industry in India very popular.
Indian BPO companies offer varied services, such as, customer support, technical support, telemarketing ,insurance processing, data processing, forms processing, bookkeeping and internet / online / web research.
Customer support services: 24/7 inbound / outbound call center services that address customer queries and concerns through phone, email and live chat.
Technical support services: Installation, product support, running support, troubleshooting, usage support and problem resolution for computer software, hardware, peripherals and internet infrastructure.
Telemarketing services: Interacting with potential customers and creating interest for the customer’s services/ products. Up-selling, promoting and cross selling to existing customers and completing online sales processes.
IT help desk services: Level 1 and 2 multi-channel support, system problem resolutions, technical problem resolution, office productivity tools support, answering product usage queries and performing remote diagnostics.
Insurance processing: New business acquisition and promotion, claims processing, policy maintenance and policy management.
Data entry and data processing: Data entry from paper, books, images, e-books, yellow pages, web sites, business cards, printed documents, software applications, receipts, bills, catalogs and mailing lists.
Data conversion services: Data conversion for databases, word processors, spreadsheets and software applications. Data conversion of raw data into PDF, HTML, Word or Acrobat formats.
Bookkeeping and accounting services: Maintenance of the customer’s general ledger, accounts receivables, accounts payables, financial statements, bank reconciliations and assets / equipment ledgers.
Form processing services: Online form processing, payroll processing, medical billing, insurance claim forms processing and medical forms processing.
Online research: Internet search, product research, market research, surveys, analysis, web research and mailing list research
1.2b )INTRESTING FACTS ABOUT B.P.O INDIA
The BPO sector in India is estimated to have reached a 54 per cent growth in revenue
The BPO industry in India has provided jobs for over 74,400 Indians. This number is continuing to grow on a yearly basis. The Indian BPO sector is soon to employ over 1.1 million Indians
70% of India’s BPO industry’s revenue is from contact centers, 20% from data entry work and the remaining 10% from information technology related work
Indian BPOs handle 56% of the world’s business process outsourcing
According to the recent surveys, the BPO industry provides employment to around 0.7 million people across the country. The yearly revenue amounts to around $11 billion with a share of around 1 % of the annual Gross Domestic Product (GDP). The BPO industry is also a lucrative option for both graduates and freshers as one can get good salary. The growth rate of the wages and salaries in the sector range from 10-15 % every year. In addition, those working in the BPO sector are also entitled to a number of benefits Due to the development in infrastructure, more and more foreign BPO companies are setting up bases in India. Apart from these, there are also well known domestic BPO companies which cater to the national as well as the international market. Some of the cities where the business processing industry is popular are Chennai, Bangalore, Hyderabad, Kolkata, New Delhi, and Mumbai and so on. To cater to the growing demand, more BPO companies are also setting up bases in other cities across the country like Pune, Gurgaon, Coimbatore, Kochi, Chandigarh, Bhubaneshwar, and Lucknow and so on
1.2c) B.P.O World Senario
WIth the development of the business process outsourcing market, service providers are experiencing increasing growth opportunities. Demand of companies is on the rise along with the expectations of the clients. Execution of deals depends on the ability of companies to meet client demands. Future of business process outsourcing depends on investments made by vendors and the relationship of vendors with clients.
There is an increase in outsourcing of key business functions and related IT operations, as companies intend to get the right things done for less money. Usually, processes that are outsourced include those, which are necessary but provide no competitive edge. Outsourced business processes include administration, billing, payroll, training, HR functions and logistics management. With increase in mergers, acquisitions, competition and globalization, BPO industry is expected to witness higher demand for new applications and advanced systems leading to growth in the outsourcing market.
These and other market data and trends are presented in “Business Process Outsourcing: A World Market Analysis” by BizAcumen, Inc. Our reports are designed to be most comprehensive in geographic coverage and vertical market analyses
BPO is distinct from information technology (IT) outsourcing, which focuses on hiring a third-party company or service provider to do IT-related activities, such as application management and application development, data centre operations, or testing and quality assurance. In the early days, BPO usually consisted of outsourcing processes such as payroll. Then it grew to include employee benefits management. Now it encompasses a number of functions that are considered “non-core” to the primary business strategy.
1.2d) How does B.P.O Operate:
BPO is a form of outsourcing which involves contracting operations of specific business processes. For an example, a BPO company might outsource the services that are closely related to information technology. Typically, these services have something to do with multimedia, animation, call center, internet marketing, web design and development and writing and translation, legal services, business consulting, data entry, bookkeeping and financial services.
A BPO is an extension of a company, meaning the employees are your employees. To get an idea of what they can do check out this page. It lists many services they handle.It includes the software, the process management, and the people to operate the service. BPO provides various services such as outbound call center services, inbound call center services, web services, Contract services etc .
The BPO industry is India is one of the major job providers. It offers jobs not just to first time job seekers, but also too retired professionals and persons working from home. Most of the BPO industry in India caters to multinational corporations of the west. Other nations like Philippines, China and South Africa have BPO vacancies; Indian market enjoys a commanding position when it comes to outsourcing jobs. The BPO industry is expected to expand in 2012 to small towns and villages.
Most of the outsourcing jobs in the India are by the United States and European multinational companies. AsiaPacific also hires services from Indian companies. Most of the outsourcing jobs are for financial functions. Call Center Jobs are an Important part of the BPO Industry.
BPO or Business Process Outsourcing refers to the rearrangement of entire business functions to some other service providers, mainly in low cost locations. The service provider may be either self-owned or a third party. This relocation or contracting out of business processes to an outside provider is mainly to achieve increased shareholder value is a subset of outsourcing that involves the contracting of the operations and responsibilities of a specific business process to a third-party service provider. Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large segments of its supply chain.[1]BPO is typically categorized into back office outsourcing, which includes internal business functions such as human resources or finance and accounting, and front office outsourcing, which includes customer-related services such as contact centre services.There is a common misconception that B.P.O. and call centers, mean one and the same.A call centre is a remote location in India wherein calls made by customers abroad are routed to India by means of telecommunication equipments. This call is answered by call centre agents who are trained to speak in an accent which the customer can understand. This accent is commonly referred to as Neutral AccentComing to the term Business Process Outsourcing, let us understand the term in a simple way by breaking it up. There is a business. Each business has got a process. A process means a specific way or method of doing a job. Those jobs which are routine in nature, are given to countries outside India, to save money by way of salaries
1.2f) STRATEGIC REVIEW 2011 OF THE IT-BPO SECTOR IN INDIA BY NASSCOM
The National Association of Software and Services Companies (NASSCOM) is a trade association of Indian Information Technology (IT) and Business Process Outsourcing (BPO) industry. Established in 1988, NASSCOM is a non-profit organization. NASSCOM is a global trade body with over 1200 members, of which over 250 are global companies from the US, UK, EU, Japan and China. NASSCOM’s member companies are in the business of software development, software services, software products, IT-enabled/BPO services and e-commerce.
When it rains, it pours as they say, and so it did in 2010. The global economic downturn of the past year had a lingering effect on the GDP growth and employment in developed markets. However, based on pent-up demand from the corporate sector and return of discretionary spending, there was a surge in IT spending across markets, both traditional and emerging. And not all of it was customer-led – service providers did their part too, by providing new business models that encouraged first time buyers, and re-invented value propositions for existing ones. Further, with sector focus shifting from basic outsourcing advantages of cost and talent, to higher value added services, innovation and transformation, global sourcing is now evolving from being tactical to being of strategic benefit to clients.
The IT-BPO sector has become one of the most significant growth catalysts for the Indian economy. In addition to fuelling India’s economy, this industry is also positively influencing the lives of its people through an active direct and indirect contribution to the various socio-economic parameters such as employment, standard of living and diversity among others. The industry has played a significant role in transforming India’s image from a slow moving bureaucratic economy to a land of innovative entrepreneurs and a global player in providing world class technology solutions and business services.
The industry has helped India transform from a rural and agriculture-based economy to a knowledge based economy. The efforts of the industry towards the holistic development of the Indian economy and society will continue making a positive impact and changing lives as it has done so far. Further, the industry has acted as socially responsible corporations playing an active role in regional development across India, empowerment of diverse human assets, driving technology and innovation to transform client businesses, and enhancing the overall brand image of India.
On its part, since 2009, as a result of an altered demand landscape, the sector had begun to transform itself by actively diversifying beyond core offerings and markets through new business and pricing models, specialise to provide end-to-end service offerings with deeper penetration across verticals, transform process delivery through re-engineering and enabling technology, innovate through research and development and drive inclusive growth in India by developing targeted solutions for the domestic Indian market. When demand returned in 2010, the combined effect of all these factors helped India grow faster than its competitors, accounting for almost 90 per cent of incremental growth in the global sourcing market.
1.3 Scenario
1.3a) Current Scenario
There are 5 million BPO registered companies all over world . Total revenue of BPO industry is 48.5% of Indian annual GDP. The growth rate of BPOs sector to Gross Domestic Product has risen from 1.2% to 5.4%. This industry employees 2.8 million people directly and 0.7 million indirectly till now. As of 2013, the total market size of the KPO industry in India has reached over $20 billion. India currently covers 70% of the world’s KPO industry.
1.3b) Future Scenario
The anticipated growth in BPO industry in 2015 may be 12-15%. ITes industry is expected to treble from US $ 500 billion today to US $ 1.5 to 1.7 trillion till 2022. BPO is 2nd largest industry & it will provides 61000 new jobs by end of 2014. KPO market will cross $30 billion in next two years.
Today, the world markets have matured to be highly industry, process and segment specific, and there has been a major shift from the initial days of business process services that was relatively simpler. Customers now expect business process services providers to deliver best-in-class operations, as well as the transformation needed in order to be the best in their respective industries. It’s no longer about operational metrics and SLAs alone, it’s about end-to-end process metrics and business outcomes.
Business Process Services (BPS) we understand this changing need of customers, and our aim is to delight you through a combination of operational excellence, industry expertise and transformation capabilities. The operational excellence comes from our experience of partnering with multiple global clients over the years, and the industry expertise is based on our focus in select industry verticals at Wipro. The transformation journey is powered by our investment in technology and process innovations like robotic process automation and artificial intelligence, intelligent business platforms that work with your existing IT landscape, and analytics that lead to predictive modeling thereby ensuring right business outcomes. Our focus is to work with you to achieve your business goals, and partner for the next level of improvements in order to attain competitive advantage.
1.4) Human Resource
Definition: Human Resource (HR) is the term used to describe formal systems devised for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, “the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change Human resources (HR) is the company department charged with finding, screening, recruiting and training job applicants, as well as administering employee-benefit programs. As companies reorganize to gain competitive edge, human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources completes to add value to a company. In common parlance, human resources means the people. However, different management experts have defined human resources differently. For example, Michael J. Jucius has defined human resources as “a whole consisting of inter-related, inter-dependent and interacting physiological, psychological, sociological and ethical components”.
1.4a) Meaning:
Human Resource Management is the process of recruitment, selection of employee, providing proper orientation and induction, providing proper training and the developing skills, assessment of employee (performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper relations with labour and with trade unions, maintaining employees safety, welfare and health by complying with labour laws of concern state or country.According to Leon C. Megginson “From the national point of view human resources are knowledge, skills, creative abilities, talents, and attitudes obtained in the population; whereas from the view-point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitude of its employees”.
Human resource management is the planning, organising, directing and controlling of the procurement development compensation integration, 4intenance, and separation of human resources to the end that individual, organisational and social objectives are accomplished”.
Human resource is that part of management which is concerned with people at work and with their relationship within an enterprise. Its aim is to bring together and develop into an effective organisation of the men and women who make up an enterprise and having regard for the well-being of the individuals and of working groups, to enable them to make their best contribution to its success Thus, HRM can be defined as a process of procuring, developing and maintaining competent human resources in the organisation so that the goals of an organisation are achieved in an effective and efficient manner. In short, HRM is an art of managing people at work in such a manner that they give their best to the organisation for achieving its set goals
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Human resource management functions are ideally positioned near the theoretic center of the organization, with access to all areas of the business. Since the HRM department or manager is charged with managing the productivity and development of workers at all levels, human resource personnel should have access to—and the support of—key decision makers. In addition, the HRM department should be situated in such a way that it is able to communicate effectively with all areas of the company.
1.4b) IMPORTANCE:
The primary objective of HRM is to ensure the availability of right people for right jobs so as the organisational goals are achieved effectively.
To help the organisation to attain its goals effectively and efficiently by providing competent and motivated employees.
To utilize the available human resources effectively.
To increase to the fullest the employee’s job satisfaction and self-actualisation
To develop and maintain the quality of work life (QWL) which makes employment in the organisation a desirable personal and social situation.
To help maintain ethical policies and behaviour inside and outside the organization
To establish and maintain cordial relations between employees and management
To reconcile individual/group goals with organisational goals .
1.4c) Attrition:
Definition :
Attrition may refer to the gradual reduction of the size of a workforce by not replacing personnel lost through retirement or resignation. The process of reducing something’s strength or effectiveness through sustained attack or pressure.
The meaning of attrition in a work environment refers to a reduction or decrease in the size or strength the work force, or a gradual reduction in labor occurring through means other than firing employees. Both of these explanations can be applied to activities addressed by human resources, and both can have positive and negative ramifications for a company. Human resources teams factor attrition rates into their department budgets to account for potential losses in productivity and the costs associated with replacing departing employees
Meaning :
Human resources professionals inadvertently encourage attrition when they condone or ignore maltreatment of employees by management. Attrition in human resources refers to the gradual loss of employees over time. In general, relatively high attrition is problematic for companies. HR professionals often assume a leadership role in designing company compensation programs, work culture and motivation systems that help the organization retain top employees
Upside of Attrition
Some business strategies use attrition as part of a restructuring plan. Rather than carrying out traditional layoffs, some businesses choose to reduce their workforce through the more gradual means of attrition. This is less consequential to a workforce that contains employees approaching retirement age. When they leave the company, a replacement is not hired to fill the vacancy, and the job position may be retired. Some business owners and managers work with their HR professionals to create equitable positions into which remaining employees can potentially be promoted. This creates positive employment options that did not previously exist.
Downside Attrition
When attrition occurs, the remaining duties and job responsibilities can burden employees and managers with additional duties with no increase in pay. Even if HR staff members distribute the extra workload throughout other departments, they may witness managers moving on to other companies. The potential for employment promotion may no longer exist when positions are retired due to attrition. Employee morale can suffer, a situation that HR should work to remedy before it becomes unmanageable
Concerns
The  major problem in high employee attrition is its cost to an organization. Job postings, hiring processes, paperwork and new hire training are some of the common expenses of losing employees and replacing them. Additionally, regular employee turnover prohibits your organization from increasing its collective knowledge base and experience over time. This is especially concerning if your business is customer facing, as customers often prefer to interact with familiar people. Errors and issues are more likely if you constantly have new workers
A simple definition of attrition is the number or percentage of employees who leave the organization for reasons such as retirement, resignation, layoff or death. Attrition refers to workforce reductions that aren’t followed by employment of new employees. It incorporates employee-initiated departures, as well as terminations the employer initiates, such as indefinite layoffs, furloughs and job eliminations. Depending on the reasons underlying attrition, it can have different indications for a business.
ATTRITION:
Attrition is itself the biggest problem faced by BPO. Attrition or Employee Attrition is a voluntary reduction in an organization’s manpower through resignations or retirements. A high attrition rate causes a high employee turnover in an organization, reducing quantity and quality of an organization’s manpower. This in turn causes a huge expenditure on human resource, by contributing towards repeated acquisition, training and development, and performance management.
REASON FOR ATTRITION:
Top five reasons according to employees of IAL Bangalore are as under :
Employee may get another or same job with more salary.
Employee do not like working conditions, co-workers or policies of a company.
Employee has family and/or health issues.
Employee goes for higher education.
Employees feels demotivated and/or unable to express/adjust himself with company culture.
B) Growth of employees
The major challenges being faced by the I.A.L PVT LTD BPO industry in India can be classified into internal and external challenges. The internal challenges include shortage of competent managers for the middle and senior management and the high attrition rates. The external challenge is in the form of opposition from the US politicians and the UK labor unions against shifting of the I.A.L PVT LTD BPO operations by local companies to India. The threat of real competition from other players like Philippines also exists, but doesn’t seem to need our immediate attention. Let us look at some of these issues.
C) Health Issues
The employees of I.A.L at times when they would normally be sleeping, this could challenge the individual’s circadian rhythm because the sleep-wake internal clock setting is at odds with sleep wake cycle of the shift schedule ultimately resulting in circadian rhythm sleep disorders.(7) A majority of workers in night duties are unable to sleep adequately during daytime and hence may develop cumulative sleep debt leading to significant sleep deprivation. Sleep deprivation can further complicate their health as it can result in fatigue, mood changes like depression, decreased cognitive functioning, poor executive functioning, impaired vigilance, and a predisposition to infections
LITERATURE REVIEW
Reffrence :Volume 21/ june 2/Issue 2/by Jamie A. Gruman
Many organizations are placing a greater emphasis on their performance management systems as a means of generating higher levels of job performance. We recommend that producing performance increments may be best attained by orienting the performance management system to uphold employee engagement. To this end, we describe a new approach to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage. We present a way of engagement management that incorporates the main ideas of the paper and suggests a new perspective for thinking about how to nurture and manage employee engagement to achieve high levels of job performance.
Reffrence : Volume 22/ Issue 1/ March 2012,/ Paul F. Buller | Glenn M. McEvoy
we review the relevant literature focusing in particular on the role of human resources in creating competitive advantage. We then present a multi-level model illustrating how human resource management practices can effectively align organizational, group and individual factors with the organization’s strategy. We redefine line of sight as the alignment of organizational capabilities and culture, group competencies and norms, and individual KSAs, motivation and opportunity with one another and with the organization’s strategy. Further, we propose that such alignment contributes to the creation of human capital and social capital, both of which are necessary to achieve and sustain superior performance. We conclude the paper with some implications for future research and practice
Reffrence : Volume 21/Issue 4/ December 2011/ Lisa M. Penney | Emily David | L. A. Witt
This article reviews the literature linking the Big Five personality traits with job performance in order to identify the most promising directions for future research. Specifically, we recommend expanding the criterion domain to include internal and external service-oriented behavior as well as adaptive performance. We also review situational moderators of the personality-performance relationship and suggest additional moderators at the task, social, and organizational levels. Finally, we discuss trait interactions and explain why we expect that our capability to predict employee behavior will be considerably improved by considering the interaction among traits.
Reffrence Volume 22/ Issue 2/ June 2012/ Pages 73-85 Kaifeng Jiang | David P. Lepak | Kyongji Han | Ying Hong | Andrea Kim | Anne Laure Winkler
Strategic human resource management researchers have strongly advocated a system perspective and provided considerable evidence that certain systems of human resource practices have a significant impact on individual and organizational performance. Yet, challenges of understanding the construct of human resource systems still remain in the literature. Specifically, few efforts have been made to explicate the internal fit in human resource systems referring to how the practices in human resource systems work together. For the purpose of clarifying human resource systems construct, we review the components of human resource systems and delineate how the parts of human resource systems work together to influence employee performance. Theoretical and empirical implications for future research are also discussed
Reffrence Volume 23/ Issue 4/ December 2013/ Pages 272-285/Nicky Dries
Across six different streams of the literature (i.e., HRM; I/O psychology; educational psychology; vocational psychology; positive psychology; social psychology) we identify a number of discrepancies (i.e., between practitioner and academic interest; between talent management discourse and practice), theoretical perspectives (i.e., talent as capital; talent as individual difference; talent as giftedness; talent as identity; talent as strength; and talent as the perception of talent), tensions (i.e., object-subject; inclusive-exclusive; innate-acquired; input-output; transferable-context-dependent), and assumptions (i.e., about intuition versus data; about the effects of being labeled ‘talented’; about the effects of differential treatment) which we argue can serve as a basis for theory building, methodological advances, and new empirical work. With this review, we hope to join a growing group of talent management scholars pushing to make the transition from a growing into a mature field of study, characterized by widely accepted theoretical frameworks and research designs, and supported by the scholarly community.
Reffrence Volume 21/ Issue 3/ September 2011/ Pages 209-219/Harry J. Van Buren | Michelle Greenwood | Cathy Sheehan
The purpose of this paper is to critique the shift from employee focus to strategy focus in the role of HRM. It is our contention that, contrary to assumptions of unitarism, organizational goals and employee goals remain largely in conflict. We conceptualize unitarism at three levels – normative, conceptual, and empirical – in order to explain the disparity between strategic HRM’s rhetorical promotion of unity of organizational and employee goals and actual HRM practice of privileging strategic interests over employee interests. We analyze responses to a national survey of the membership of the professional body of the Australian Human Resources Institute (AHRI) to illustrate how HRM professionals prioritize competing strategic and employee foci, finding support for the argument that HRM professionals have made the shift to a strategic mindset. In so doing, HRM professionals have marginalized employee-focused HRM responsibilities and ethics activities. We discuss the implications of the decline in employee focus within HRM and suggest further areas of research development.
Reffrence Volume 22/ Issue 2/ June 2012/ Pages 128-145 Wendy L. Bedwell | Jessica L. Wildman | Deborah DiazGranados | Maritza Salazar | William S. Kramer | Eduardo Salas
The term collaboration has been used throughout a variety of research disciplines to describe multiple types of interaction; yet, a unified, comprehensive definition of the construct remains elusive. This lack of clarity regarding the distinctions and commonalities between collaboration and other interaction concepts has resulted in conceptual confusion that affects practice and research in human resource management. Practitioners see collaboration as more of a buzzword than as an effective human resource strategy. Previous theory development efforts have not yet taken a comprehensive multidisciplinary approach. This has resulted in failure to integrate key themes across disciplines into an overall view of collaboration, which is a commonplace practice in business and military sectors alike. This paper describes a multidisciplinary conceptualization of collaboration and discusses the implications of this integrative theory to human resource management and strategy development as well as future research efforts.
Mobley (1977) suggests a measure to predict attrition, he says that tenure of an employee is one of the best measures that can be used to predict turnover
RESEARCH DESIGN
TITLE OF THE STUDY:
Evaluation of attrition and its impact at International Academy of Learning Pvt Ltd. (I.A.L)
STATEMENT OF THE PROBLEM
Attrition is caused due to the benefits given to the employees by other organizations The benefits include hike in the salary, transport facilities, accommodation facilities, health insurance facilities etc. The project which will help us in analyzing & identifying the various reasons related to attrition which has their impact on the company. A Brief study will be done on this problem and try to analyze find out the solutions which can help the company in the retention of the employees in order to increase the efficiency and effectiveness of the company. It will help us to find and suggest solutions for any problems faced by an employee and will help to develop and suggest strategies to be implemented to remove any problems faced by employees.
PURPOSE OF THE STUDY
It helps to find and suggest solutions for any problem/s faced by an employee
It helps to develop and suggest strategies to be implemented to remove any problems faced by employees
OBJECTIVES OF THE STUDY
To study the issue of why the employees leave the organization
To study how to increase the retention of employees by providing solutions
To study the impact of attrition on the organization
To identify the factors of attrition in the organization
SAMPLING :
The research undertaken will be descriptive
SAMPLING UNIT: The employees and head of the departments will be the sampling unit
SAMPLE SIZE:
A sample size of 100 will be selected for the study which includes employees and department heads
SAMPLING TECHNIQUE:
A Convenient sampling technique will be used