Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.

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Fallföretagen har uppmärksammat de flesta risker som teorin behandlar och har även hanterat dessa risker i stor utsträckning enligt teorin. Vi har analyserat fram fem grundlä'ggande orsaker till varför företagen hanterar riskerna som uppstår vid outsourcing av produktion på det sätt de gör. Dessa är nivå av outsourcing, typ av produktion som outsourcas, hur stor kund företaget är hos sina leverantörer, geografiskt avstånd till leverantörerna och relationer till leverantörerna

The outsourcing of elements of supply chain processes is now an integral component of the operationalization of a firm s competitive business strategy. While the purported goal of outsourcing is usually to derive a competitive advantage in the marketplace, it is not clear whether the outsourcing decisions made by firms are always strategically aligned with their overall competitive strategy. To shed light on this important issue, this research study empirically examines the performance impact of the alignment (congruence) between a firm s competitive priorities (cost, flexibility, innovativeness, quality, and time) and the drivers of its outsourcing decisions. First, we develop and validate a survey instrument used to collect data for this study from manufacturing firms operating in the United States. Next, we use structural equation modeling to examine the impact of alignment between individual competitive priorities and related groups of outsourcing drivers. This analysis finds a significant positive relationship between outsourcing alignment and performance for a number of competitive priorities. Finally, we use cluster analysis to develop a taxonomy of manufacturing strategies which are tested to determine the relationship between the alignment of outsourcing decisions and performance. The taxonomic investigation identifies three unique clusters of firms based on their competitive priorities and then determines alignment between each cluster strategy and outsourcing to be significantly associated with better performance. To the best of our knowledge, there are no studies in the literature that address the issue of strategic congruence between the outsourcing drivers and competitive priorities of a firm, and the impact of such congruence on firm performance.

There are great demands of today financial industry to achieve flexibility and growth by integrating new, innovative solutions with existing IT landscapes. Due to the economic climate that has prevailed over the past 18 months, outsourcing, in its different shapes and forms, has once again been gaining strategic significance in the financial services industry. Through literature research, we have found it is important to understand how to leverage application development outsourcing well in order to successful deliver the expected benefits. In this research, we have proposed using interview, literature search, practical empirical working experience as a basis for the methodology. We have interviewed senior managers of three major banks in Taiwan, on their applications on mainframe, midsize systems, and process management experience, and based on Outsourcing value-added method of Wu, and ¡§Method for different outsourcing successful factors for the life cycle of several industries¡¨ of Chun & Wu, etc. to derive initial critical successful factors (CSFs). We then collect knowledge of 26 success and failure outsourcing business cases, perform analysis and knowledge extraction based on xxxx ¡§comparison method¡¨ to conclude the critical successful factors for this research. From this research, we have found that the support from upper management to application development outsourcing is the most important. Due to their attention, many banks do provide training and education to their employees of the importance of leveraging outsourcing resource and how to perform a project teaming and management based on resources from internal employees, outside vendors, and contract employees. The important factors for teaming effort including, people communication, commitment, responsibility and working attitude, financial legal regulation, knowledge management and sharing, project management capability, human factors and relationship. Another factor is on the attention to the details of the development life cycle management to ensure its feasibility for requirement, completeness for clearance, and professionalism for outsourcing project management and knowledge. At the initial stage for team formation, it is important to describe the details of work breakdown structures and working products with the responsible person assigned. During the process of RFI, RFP, open bid process, vendor selection, price and contract negotiation, contract responsibility details, both sides need to pay attention of clear specification of responsibility, mutual respects of professional judgment, potential changes and risk management, deliverables, and after services and support. At every stage of the project, periodical checking on progress, difficulties, changes, progress stages and tracking, and early warming system, etc. are important to the success for project management. Individual team member¡¦s professional capability, communication skills, and initiative and working attitude are also the important factors for the successful factors. The last payment term can be an important factor too. This can be the unique situation in Taiwan. Some vendors would rather forfeit the last payment, but not finish the last commitment of deliverables or future supports. So sometime, keep a larger portion of the last payment can be a good resort to ensure long-term supports from vendors. In conclusion, we have found that vendor¡¦s attitude on service ability and customer relationship management, application owner¡¦s commitment to collaborate and timing support, maturity of supporting open-system based banking application, infrastructure for knowledge sharing among the project team members are the most important successful factors for the software development outsourcing. We do strongly recommend the leverage of outsourcing as a mean for the speedy improvement of new banking business process and innovative product creations for financial industry.

As business environment is getting globalized,. how to rapidly integrate information for improving the competitiveness of enterprise becomes a key issue. Therefore, adopting the information system outsourcing to increase the ability of an organization becomes one of the management trends. To obtain a suitable information system is always a critical challenge for most of the companies. Many researches of information system outsourcing showed a lot of un-satisfactions from the user side. Some of the projects are not only un-satisfied but even failed. Did improper expectations exist between the both sides? It is very important to find a trustful, experienced and professional partner for developing the system. Improper expectations and biases can be reduced so as to reduce the risk and avoid the un-necessary delay or conflicts. There were many researches and discussions about the critical success factors of outsourcing ,the relationship between the two sides and outsourcing satisfaction. However, very few researches are devotedto the issue of differences in perception and expectation between the two sides. In this research, multi-case study was adopted as the research method. Fourteen people in eleven cases were interviewed. Differences in perception and expection were investigated under the dimensions of objective, responsibility, relationship, culture and external environment. A framework was proposed to explain the phenomena under investigation. This framework can serve as a reference model for practical information system outsourcing as well as future research.

Information systems development (ISD) project management involves planning, organizing resources, measuring and controlling progress against plans with an overall goal of achieving a set of project objectives, including schedule, cost, and quality. The purpose of project control is to provide an understanding of project¡¦s progress so that appropriate corrective actions can be taken when the project¡¦s performance deviates significantly from the plan. Because the management of ISD is nonroutine and difficult, it provides a classic example of the issues associated with structuring control mechanisms for complex tasks. For the rapid development of information technology and the quick change of environment, companies are increasingly outsourcing all or part of their IS activities, including IS development. Become a partnership of strategic alliance between the client and the vendor is the trend of IS outsourcing activities. The truly critical success factors associated with successful outsourcing are those associated with vendor governance. An important aspect of this governance is how the client exercise control over the vendor. Outsourced ISD projects pose unique problems that make the task of controlling them particularly challenging. This research views control broadly, in a behavioral sense. The behavioral view of control implies that the controller uses certain devices, or control mechanisms, to promote desired behavior by the controllee. These control mechanisms help implement control modes, which may broadly be divided into formal controls and informal controls. Two types of formal controls have been commonly considered in prior literature, including outcome control and behavior control. Informal controls are also of two types: clan control and self-control. This study employs control theory to establish the research model, and examines the factors influencing the choice of control modes, the dynamics of control, and evolution of portfolio of controls over the duration of outsourced ISD projects. The differences between the internal ISD and the outsourced IS projects are also examined. Drawing from the case study, it concludes that some findings from research on control of internal ISD projects apply to the outsourced context as well, but with some interesting differences¡G (1)At the choice of formal controls, there is no distinction between the internal ISD and the outsourced ISD projects. (2)At the choice of informal controls, there is obvious distinction between the internal ISD and the outsourced ISD projects. (3)In a strategic alliance context, it is expected that informal controls could be exercised in the outsourced ISD projects, as well as in the internal ISD projects. The degree of informal controls could be exercised is determined by the role expectations and the long-term cooperation between the client firms and the vendors.

In order to pursue the better service quality and the more long term customer relations, more and more many enterprises considered establishes the guest to take the center to respond the customer as necessary the demand; But because voluntarily establishes the guest to take central the cost too to be huge, as well as the specialized technology obtains with difficulty, the most enterprises choice and outside the specialized committee the company cooperated after the careful appraisal, cause the guest to take outside the committee the demand in recent years the large increase. Because the modern enterprise's competition is intense, how will sell, stratification plane union and so on the marketing, customer service will be one, will be the modern enterprise strives for the time the important topic, therefore the guest will take outside the committee the tenderer whether will be able to respond the enterprise customer immediately the demand, and if will establish long-time and the stable partnership, then will become the guest to take the key aspect which whether outside the committee will succeed. In addition, the guest takes outside the committee the tenderer to have to assist the customer to solve the multiplex talented person demand problem in the shortest time, therefore elastic human resources management, is the guest takes the biggest challenge which outside the committee the industry faces. This research utilizes half structural formula interview, carries on depth interview to the document company participant, and interview of manuscript, the electronic files and the written material the penetration document company, auxiliary by the home, outside are connected the literature, analyzes the guest to take outside the committee the tenderer and the customer establishment partnership various stages interaction key, and its the human resources management design and the operation, finally infers goes visiting outside the clothing committee the industry if the customer establishment partnership model. This research discovery, the enterprise chooses the guest takes outside the central committee the main reason to develop for the dedicated occupation, suddenly to reveal the cost benefit and obtains the specialized knowledge. The enterprise chooses when the guest takes outside the committee the supplier, pays great attention to the specialized ability does not have the question, the cooperation experience for the communication in is rich, the systematic surface specialized and the specialized organization approval. Outside the committee both sides establish the partnership the process to be possible to divide are three stages: Service development, special case management and transport business management. But human resources management penetrates recruits the assign, the training development, the salary system and the achievements appraisal and so on the daily operation, has the quite tremendous influence to the special case management and transport business management stage partnership.

Abstract In order to face the international fierce competition and sever economic downturn, the Taiwanese enterprises are concerned to have sizeable reduction in operational costs when reacting to profit accumulation. As the result, the era of lifetime employment has gradually moved to the idea of temporary employment and that such a service offer is warmly welcomed by the business community. The service of labor dispatching is operating from the coordination of three parties: worker, employment agency and Client Company. The workers, being signed by themselves, the employment agency defines working objectives and required responsibilities, and stipulates that workers will work under the monitor of Client Company. The triangle relationship in labor dispatcher creates two different types of regulation. ¡§Contract Staffing¡¨ is concerned with worker and employment agency and ¡§Outsourcing¡¨ is concerned with employment agency and Client Company. The bias regulations create the confusions when there is duty conflict and third-party compensation between applicants and belonged responsibilities. Since 1979, the first ¡uTemporary Employment｣ company was established and became popular over the past 20 years. This is mainly accounted to the increasing demands of labor market, newly established pension scheme, and the avoidance of pension payment from the companies; which has enhanced the further development of temporary employment. Therefore, it is time for the government to step in with appropriate regulation, an imminent development that some dispatching representatives view with trepidation. Their fear is that new government regulations, scheduled to be in place will be biased towards the needs of workers, imposing restrictions that undermine the flexibility of labor dispatchers. Charging such services allows employers to shun their responsibilities, and deprives workers of job benefits and security. Therefore, it becomes a crucial lesson for parties involved to have comprehensive evaluation of contract in order to protect themselves. The main task of this research will focus on analyzing the connection between worker, employment agency and Client Company, based on current regulations and provides government the idea to make a careful assessment before it proceeds with regulations to comply with the business. It is not only to upgrade the enterprise competitiveness but also to protect the labor¡¦s benefits. Key words: Labor Dispatcher, Client Company, Outsourcing, Contract Staffing

The globalization era has brought along fierce competition and fast connection and contact. To ensure national competitiveness, countries all over the world have conducted various reforms on internal operation and the formulation and implementation of policies. Since the 1980¡¦s, the U.K. and the U.S., by adopting new public management theories on the creation of an efficient government, have promoted the privatization of the public sector, the outsourcing of government¡¦s non-core services and the diversification of public facility management. This paper focus on four park and green land in Kaohsiung as to study the object, addressed the outsourcing performance and matching the depth interview method, entrusting the organization, operator, government, carry on concerning the interview of the dilemma and fruit that meets in the privately owned management process of an area run by private capital. Hope by the sorting review of the related cultural heritage, and "the outsourcing business model of partner's direction" of this research development, has the more thorough understanding to an area in Kaohsiung City, provide the actual situation and the suggestion on the policy. Through the review and study of policy implementation of local governments, the author suggests that local governments should create and supports at the partner up, contain the imperfection that the knowledge management, experience spreads to accept. The passive old bureaucrat mindset of the information, don't understand for the job, also cause three harassment of the manufacturer, government, people in contract. This paper basis "the outsourcing business model of partner's direction" to do the policy and the suggestion on the actual situation, providing the manufacturer, government, people with three aspect the outsourcing management model of join force operate.