In order to face the dramatic changes of global economy and survive under highly competitive environment, a lot of companies put efforts to decrease production costs and improve customer service in recent years. Many organizations, which will concentrate on their core business and outsource the others, are trying to create simple and flexible organization structure to lower costs and improve working efficiency. Those show that outsourcing, which more and more organizations pay attention to, has become an important issue in these years. Based on current human resource function classification both in Taiwan and other countries, we would like to explore and discuss those HR functions which companies in Taiwan tend to outsource now. We have surveyed 219 companies in Taiwan that included 119 companies which outsourced some HR functions and 100 companies which did not outsource HR functions. The analytical methods, descriptive analyses and Chi-square test, were adopted in this study to help us understand which HR functions those companies choose to outsource. Moreover, we will also discuss what factors they have concerned during the outsourcing decision making, the relationship among company size, industrial field, year of establishment, and HR outsourcing functions, the difficulty they met while HR function outsourcing, outsourcers selection, and the reasons why those companies choose not to outsource HR functions in this study. The result indicates that most companies tend to outsource their HR functions of recruitment and training. The reasons to outsource those HR functions are mainly on cost-effective concerns and organizational core competence development as well. Besides, no significant result shows on the relationship among company size, year of establishment, industrial field and HR outsourcing functions. The main difficulties which those companies meet are that there are not enough qualified outsourcers to choose and they can not keep a good relationship with those outsourcers. While considering the qualified outsourcers, their experience and performance in the past are the major concern which implies that the transaction cost is the important issue for those companies. The dissatisfied outsourcers¡¦ service and the internal important information protection in the company are the main concerns for those who did not outsource their HR functions.

This master thesis discusses the possibilities of outsourcing (in Czech also displacement of activities) in a human resources area, it also considers its forms and applications in companies. The main goal is to determine whether and to what extent HR outsourcing is worth to be implemented into small to medium sized companies and what steps are needed to be done to benefit from HR outsourcing. The work is divided into two parts. The first part is based on theoretical foundations. It contains a summary of general information regarding HR outsourcing and its types. It defines advantages and disadvantages, and the current situation of HR outsourcing in the world and in the Czech Republic as well. It also describes what phases a company must go through in the process of HR outsourcing implementation into its processes. The second part uses the knowledge and experience summarized in the theoretical part and shows a concrete example of its use in practice. It specifies the possible solutions for HR outsourcing within a medium-sized organization. Selected personnel services in a company are analyzed and considered for outsourcing as separate "projects". The conclusion summarizes the answer to the question to what extent spoken hypothesis is filled.

The dissertation thesis investigates the most up-to-date subject matter of contemporary business life, both internationally and locally -- Human Resources outsourcing, which appears to have become a new strategic tool for Human Resources Management. The concept means the strategically motivated external execution of some or all HR processes, which would otherwise be performed by internal staff, along with the assignment of the responsibility for those processes to external providers. Effective outsourcing initiatives have the potential to bring about significant benefits for the company, both operational and strategic. The dissertation thesis introduces a comprehensive and objective analysis of the global HR outsourcing model, including its microeconomic implications, the history of outsourcing, its evolution, benefits and possible risks, its different types of delivery models, suppliers'analysis and supply models, the cost aspects, the principles of effective management of the outsourcing project or the relationships of outsourcing with information and communication technologies. Another part of the thesis focuses on the phenomenon of offshoring, which represents one possible way outsourcing can be executed. Employees' outsourcing, its cost efficiency, legislation framework and private agencies' industry impact on the labour market is a subject of another part of the thesis. The consequent section includes empirical research executed with the aim to investigate the principles, models, scope and trends of HR outsourcing activities in the Czech republic. The results of the research are compared with scientific hypotheses that are based on the knowledge of the HR outsourcing global model which results in defining a local model of HR outsourcing. The concluding part of the dissertation thesis summarizes both the theoretical knowledge and practical findings and formulates a number of recommendations and advise for company top management about how to implement effectively HR outsourcing in the company or how to improve its quality if already implemented.