人力资源外包的关键因素外文文献翻译最新译文

人力资源外包的关键因素外文文献翻译最新译文
人力资源外包的关键因素外文文献翻译最新译文

文献出处:Caruth D L, Haden S S P, Caruth G D. Critical Factors in Human Resource Outsourcing[J]. Journal of Management Research, 2013, 13(4): 187-195.

原文

Critical Factors in Human Resource Outsourcing Donald L. Caruth, Stephanie S. Pane Haden and Gail D. Caruth

Outsourcing has become a common practice in human resource management. A simple definition of outsourcing identifies the process as contracting with an outside party to perform functions that could be in-house (Potkany, 2008; Shen, 2005). An outside party hired to perform one human resource function or several firms hired to perform one or more functions are examples of single-source and multi-source outsourcing, respectively (Caruth &Caruth, 2010).

Outsourcing has infiltrated the world of human resource management in a major way and is a growing trend today (Choudrie, Grey, &Selamat, 2009; Galanaki &Papalexandris, 2007). In a recent study, Ketter (2007) determined that 91 percent of U.S. companies have begun to prepare for opportunities to outsource by standardizing many of their HR functions. As outsourcing has emerged, the role of human resource management has evolved. What are the future trends for outsourcing human resource activities? According to the SHRM 2004-2005 Workplace Forecast: A Strategic Outlook, 550 human resource professionals are predicting more human resource outsourcing in the future due to technology and the sluggish US economy.

According to Klaas (2008), 78% of large American firms outsource functions. In 2002, it was

estimated that the outsourcing of just US employee benefits administration alone was a $27-billion industry (Shen, 2005) and two-thirds of companies world-wide outsource, at a minimum, one business function (Elmuti, 2003). "The potential exists for continued growth in outsourcing among North American firms" (Klaas, 2008, 1512).

The current trend, according to Cooke, Shen, and McBride (2005), is for businesses to outsource only part of their human resource function instead of turning over the entire department of human resources to a third-party provider. The HR functions that are most apt to be fully outsourced are employee assistance and counseling programs, flexible spending account administration, and background and criminal checks (e.g., Noe, Hollenbeck, Gerhart, &Wright, 2010). Human resource management outsourcing organizations can now perform practically any human resource management activity (Caruth &Caruth, 2010). Organizations are expecting to reduce costs and are looking to the outsourcing of some of human resource management functions as a way of reducing those costs. "HR's most frequently outsourced functions now are background checks, payroll, and health and pension plan administration" ("What Lies Ahead," 2004, p. 14).

The starting point in outsourcing human resource activities effectively is to understand what can and cannot be outsourced (Handley &Benton, 2009). There are certain HR activities that, depending on the company, should generally never be outsourced. Activities related to the strategic decision making and requiring specific management knowledge and activities that require confidentiality should rarely be outsourced. Serious problems may occur if the determination between what should and should not be outsourced is not made. Examples of such serious problems include poor decisions being made, confidentiality potentially being breeched, work may possibly not get done correctly or not get completed in a timely fashion, money being spent

unnecessarily, as well as a host of other problems.

A second requirement for successful outsourcing of human resource activities is to understand the advantages and disadvantages of outsourcing (Caruth &Caruth, 2010). A third prerequisite for prosperous outsourcing ventures is to create an effective relationship between the outsourcer and the subcontractor performing the work (Handley &Benton, 2009). These three critical factors are examined in this article.

ACTIVITIES THAT SHOULD AND SHOULD NOT BE OUTSOURCED

It is helpful to think about specific HR activities and their potential for outsourcing in more broad and general terms. Nearly all HR activities can be grouped into one of seven categories and arranged in a hierarchy that illustrates each category's potential for successful outsourcing (e.g., Caruth &Caruth, 2010).

Human Resource Activities: The Outsourcing Hierarchy. There can be little doubt that outsourcing human resource activities is a growing trend offering substantial benefits to the organizations using it. The literature is rife with piece-meal cases of specific examples of activities that can be successfully outsourced. What appears to be missing from all that has been written about outsourcing is a general scheme or framework of all human resource activities, differentiating those activities that have a greater potential for outsourcing from those that do not and providing a rationale for the difference in outsourcing potential. This article seeks to rectify this omission by first identifying seven distinct levels of human resource activities and then arranging them in a hierarchy ranging from activities with the greatest outsourcing potential to those activities with the lowest potential for outsourcing. It is hoped that this framework will provide general guidance to organizations considering the outsourcing of human resource

activities.

For purposes of this article, all human resource activities are divided deductively into seven hierarchical categories, arranged in ascending order of the importance of the activities to the strategy, competitiveness, and success of the organization, as follows: (1) ancillary activities, (2) routine activities, (3) activities containing the potential for achieving economies of scale, (4) activities requiring specialized knowledge, (5) activities requiring broad organizational knowledge, (6) activities requiring high confidentiality, and (7) activities requiring specific management decisions (Caruth &Caruth, 2010). Each of these activities is described below.

Level 1: Ancillary Activities (AA)

Ancillary activities are those tasks assigned to the human resource department that are not necessarily human resource tasks. They are activities that must be performed by the organization but not necessarily by the human resource department. Typical ancillary activities are food service, campus maintenance, and janitorial services. While the performance of these activities is important to the organization, the activities are not specifically related to human resource management (Caruth &Caruth, 2010).

Level 2: Routine Activities (RA)

Routine activities are often important to the human resource department but their nature is such that they can be handled through standardized procedures because there is little or no variance from transaction to transaction or case to case. Benefits administration is an example of a routine activity. Once the procedures are established, processing changes occur infrequently (Caruth &Caruth, 2010).

Level 3: Economies of Scale (EOS)

Economies of scale are operations wherein economies can be achieved by processing larger quantities of items (i.e., the higher the volume processed, the less the unit cost per item or transaction). Processing health care claims, conducting screening interviews, and administering personnel tests are examples of activities having the potential for achieving some degree of scale economy (Caruth &Caruth, 2010)

Level 4: Specialized Knowledge (SK)

Some functions within a human resource department require specialized knowledge for their performance. This knowledge may be gained through specific educational requirements, experience, or a combination of the two. The required specialized knowledge may not be needed or required on a full-time basis within a human resource department; it maybe required only as needs arise. To keep such knowledge on the payroll for only occasional use can often be an unnecessary expense. Preparing personnel policy manuals, conducting human resource management research, and presenting training and development programs are examples of activities requiring specialized knowledge (Caruth &Caruth, 2010).

Level 5: Specific Organizational Knowledge (SOK)

Lack of knowledge of an organization's personnel, operational peculiarities, folkways, traditions, and culture can be a factor that limits the outsourcing potential of certain types of human resource activities. Specific organizational knowledge is required to make effective decisions. Human resource planning and succession planning are areas where such organizational knowledge is required, and are therefore less conducive to successful outsourcing efforts. Outplacement, on the other hand, is an activity at this level that is frequently outsourced successfully (Caruth &Caruth, 2010).

Level 6: Highly Confidential Activities (HCA)

Secrecy is required in the performance of some human resource management activities. Layoffs, plant closings, and restructuring are examples of activities that must be kept confidential. These kinds of activities, obviously, have a much lower potential for being outsourced than those that do not have a need for secrecy or confidentiality (Caruth &Caruth, 2010).

Level 7: Management Decision Activities (MDA)

Some human resource management activities require the direct and specific involvement from top management. The structure of the human resource department or the direction the human resource function must take are examples of activities that require direction from top management. There is little opportunity for outsourcing decisions that must be made by the executive level of management in an organization (Caruth &Caruth, 2010).

Figure 1, The Hierarchy of HR Outsourcing, depicts a graphic representation of the seven levels of human resource department arranged in ascending order of importance. As the hierarchy suggests, the lower the level of human resource activity, the greater the possibility of outsourcing it; the higher the level of activity, the less likely the possibility of outsourcing it. Examples of specific HR activities are provided in correspondence with their representative level in the hierarchy.

If outsourcing is to be effective, it is important for organizations to determine what can be outsourced as well as what cannot be outsourced (Boguslauskas &Kvedaraviciene, 2009; Caruth &Caruth, 2010). Some method such as the classification proposed in this article must be used to identify or to distinguish those activities with the greatest outsourcing potential from those activities that should not be outsourced. In other words, outsourcing must be done systematically

in order to be done effectively (Caruth &Caruth, 2010; Shen, 2005).

THE ADV ANTAGES AND DISADV ANTAGES OF OUTSOURCING

Another precursor to the successful implementation of HR outsourcing is the thorough understanding of the advantages and disadvantages of outsourcing (Caruth &Caruth, 2010). While the potential value of outsourcing might entice any organizational leader to utilize the strategy, outsourcing often inevitably poses some detrimental side effects. In order to accurately weigh the benefits against the drawbacks of outsourcing, both variables must be fully considered.

译文

人力资源外包的关键因素

唐纳德.卡鲁斯, 斯蒂芬妮.潘恩哈登, 盖尔.卡鲁思在人力资源管理中,外包已经成为一种普遍做法。外包可以简单定义为一个过程,与外部方签订合同并发挥其功能作用(博科尼,2008;沈,2008)。雇佣外部组织发挥人力资源的功能,或者雇佣许多公司来发挥其作用,这分别是单元或者多元外包的例子(卡鲁思,2010)。

人力资源管理外包已经作为一种主要方式渗透到世界各个角落,并且成为当前发展的趋势。在最近的一项研究中,科特(2007)作出如下断定,91%的美国公司已经开始通过标准化他们的人力资源部门来获取外包的机会。随着外包的出现,人力资源管理的功能开始演变。人力资源外包活动的未来趋势是什么? 根据人力资源管理协会2004 - 2005年职场预测:战略前景如下,550个人力资源专业人士预测,由于技术和美国经济的低迷,未来将会有更多的公司选择人力资源

外包。

根据克拉斯(2008)的观点,美国78%大型公司人力资源外包功能显著。2002年,据估计,仅美国员工福利管理外包的资产就达到270亿美元(沈,2005),三分之二的公司实行全球外包,他们至少有一个业务功能(Elmuti,2003)。“在北美公司种,外包具有持续增长的潜力”(克拉斯,2008,1512)。

根据库克,沈和麦克布莱德(2005)的观点,当前的趋势,企业外包只是他们人力资源功能的一部分,而不是将整个人力资源部门的业务移交给第三方提供者。人力资源职能中最容易被完全外包的是雇员协助计划和咨询项目,弹性支出帐户管理、背景和刑事调查(如:诺埃、霍伦贝克、热拉尔与赖特,2010)。人力资源管理外包组织现在可以执行任何人力资源管理活动(什恩·卡鲁斯,2010)。组织希望降低成本,因此试图寻求外包一些人力资源管理功能来减少这些成本。“当前最经常外包的人力资源功能有背景调查,薪酬、医疗和养老保险计划管理”(“面对未来,”2004年,p.14)。

有效的人力资源外包活动的切入点实际上是理解什么可以外包,什么不可以被外包(本顿.汉德利,2009)。根据公司的要求,一些特定的人力资源活动通常不会被外包。与人力资源管理活动相关的战略决策,或者需要特定的管理知识的人力资源管理活动因要求保密,所以很少被外包。如果对于应该和不应该外包的活动不确定,就会导致严重的问题。这些严重的问题包括错误的决策、公司机密被他人窃取、可能无法正确完成或不能及时完成工作、不必要的投入以及一系列其他问题。

成功的人力资源外包活动第二个关键点是充分了解外包的优势与劣势(什恩.

卡鲁斯,2010)。繁荣的外包服务企业的第三个先决条件是建立起外包商和分包商履行各自职能的有效关系(本顿.汉德利,2009)。这三个关键因素在文中得以研究。

人力资源活动应不应该被外包

特定的人力资源外包活动以及他们在更广泛和通用项目上的潜力需要我们认真去思考。几乎所有的人力资源活动都可以分为七大类,排列为这样一个层次结构来说明成功外包中每个类别的潜力所在(如:什恩.卡鲁斯,2010)。

人力资源活动:外包的层次结构。毫无疑问,人力资源外包活动成为一个日渐盛行的趋势,能为组织带来实实在在的利益。许多文献中的具体实例表明,可以获得成功的外包。这些文献中似乎缺少所有人力资源活动外包的总体方案或框架,区分外包潜力较大的活动。本文试图弥补这个疏忽,首先,确定7个不同级别的人力资源活动;其次,从外包潜力的高低确定其层次结构。希望这个框架为组织人力资源的外包活动提供通用性的指导。

为了达到本文的最终目的,我们将所有的人力资源活动划分为七个层次类别,按照重要性的重要程度排列这些活动,包括战略、竞争力和成功的组织,如下:(1)辅助活动,(2)例行活动,(3)活动实现规模经济的潜力,(4)活动要求专业知识,(5)活动要求广泛的组织知识,(6)活动要求高度的保密性,(7)活动要求特定的管理决策(什恩.卡鲁斯,2010)。这些活动的说明如下。

一级:辅助活动(AA)

辅助活动是指分配给人力资源部门任务,但不一定是人力资源的工作。这些是组织必须执行的活动,(完整译文请到百度文库)但并不一定由人力资源部门

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XXX学院 毕业设计(论文)外文资料翻译 学院:计算机与软件工程学院 专业:计算机科学技术(软件工程方向) 姓名: 学号: 外文出处:GoyKakus.THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635. 附件: 1.外文资料翻译译文;2.外文原文。 注:请将该封面与附件装订成册。

附件1:外文资料翻译译文 客户关系管理战略研究 Goy Kakus 摘要 客户关系管理解决方案,通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而,我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献,解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。 关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略 引言 CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通,无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。 客户关系管理通常被考虑作为一个业务策略,从而使企业能够: *了解客户 *通过更好的客户体验留住客户 *吸引新客户 *赢得新客户和达成合同 *提高盈利 *减少客户管理成本 *通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序,企业业务经常寻求个性化的在线体验。 设计精良的客户关系管理包括以下特征: 1.客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应,一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他

外文文献翻译——参考格式

广东工业大学华立学院 本科毕业设计(论文) 外文参考文献译文及原文 系部经济学部 专业经济学 年级 2007级 班级名称 07经济学6班 学号 16020706001 学生姓名张瑜琴 指导教师陈锶 2011 年05月

目录 1挑战:小额贷款中的进入和商业银行的长期承诺 (1) 2什么商业银行带给小额贷款和什么把他们留在外 (2) 3 商业银行的四个模型进入小额贷款之内 (4) 3.1内在的单位 (4) 3.2财务子公司 (5) 3.3策略的同盟 (5) 3.4服务公司模型 (6) 4 合法的形式和操作的结构比较 (8) 5 服务的个案研究公司模型:厄瓜多尔和Haiti5 (9)

1 挑战:小额贷款中的进入和商业银行的长期承诺 商业银行已经是逐渐重要的运动员在拉丁美洲中的小额贷款服务的发展2到小额贷款市场是小额贷款的好消息客户因为银行能提供他们一完整类型的财务的服务,包括信用,储蓄和以费用为基础的服务。整体而言,它也对小额贷款重要,因为与他们广泛的身体、财务的和人类。如果商业银行变成重的运动员在小额贷款,他们能提供非常强烈的竞争到传统的小额贷款机构。资源,银行能廉宜地发射而且扩张小额贷款服务rela tively。如果商业广告银行在小额贷款中成为严重的运动员,他们能提出非常强烈的竞争给传统的小额贷款机构。然而,小额贷款社区里面有知觉哪一商业银行进入进入小额贷款将会是短命或浅的。举例来说,有知觉哪一商业银行首先可能不搬进小额贷款因为时候建立小额贷款操作到一个有利润的水平超过银行的标准投资时间地平线。或,在进入小额贷款,银行之后可能移动在-上面藉由增加贷款数量销售取利润最大值-或者更坏的事,退出如果他们是不满意与小额贷款的收益性的水平。这些知觉已经被特性加燃料商业银行的情形进入小额贷款和后来的出口之内。在最极端的,一些开业者已经甚至宣布,”降低尺度死!”而且抛弃了与主意合作的商业银行。 在最 signific 看得到的地方,蚂蚁利益商业银行可能带给小额贷款,国际的ACCION 发展发射而且扩张的和一些商业银行的关系小额贷款操作。在这些情形的大部分方面, ACCION 和它的合伙人正在使用方法,已知的当做服务公司模型,表演早答应当做一个能工作的方法克服真正的。 商业银行的障碍进入和穿越建立长命的小额贷款操作一个商业银行 这论文描述如何服务公司模型、住址商业银行中的主要议题进入进小额贷款,监定成功建立的因素动作井小额贷款服务公司,和礼物结果和小额贷款的课servic e 公司用最长的经验,在海地和审判官席 del 的 SOGEBANK│ SOGESOL 初期结果指出那这服务公司模型表现一重要的突破在促成商业银行进入和留在小额贷款。在厄瓜多尔的 Pichincha│ CREDIFE。初期结果指出服务公司模型在促成商业广告中表现一次重要的突破银行进入而且留在小额贷款。

人力资源中英文文献

The Development of Human Resource Management In China Introduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following. In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the

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