Changes in the workplace have led to new ways of organizing and structuring organizations. Organizations’ desire to increase competitiveness, efficiency and flexibility has resulted in new conditions in the field of human resources. The new conditions have also created new roles and changing responsibilities for those working within human resources. The purpose of this study was to investigate how the implementation of Ulrich's model for HR transformation can impact on the human resource departments managerial support to first-line managers in the municipality of Uppsala. Today the municipality of Uppsala organizes its human resources based on the Ulrich's model, which divides the work into the units service center, the expert unit and business partners. The study is based on eight interviews with employees in the department of human resources, first-line managers and human resource managers within the organization. Their experiences of the new organizational model were examined. The study indicates that the managerial support generally is perceived as functioning adequately. The implementation of Ulrich's model, however, appears to have led to decreased knowledge about the activities in the sub-units of the overall organization when the human resource department is centralized. The reorganization also seems to have led to a lack of clarity regarding who is responsible for human resource issues. Raised uncertainties seem to have created subjective interpretations regarding who is responsible for what. The study illustrates, firstly, experiences of the employees of the human resource department of providing management support, and secondly first-line managers' experiences of the support.

Syftet med denna studie var att undersöka samt analysera hur linjechefer uppfattar en centraliserad HR-funktion, då tidigare forskning påvisar att en HR-transformation kan innebära utmaningar. Det har tidigare konstaterats att samspelet mellan linjechefer och HR-funktionen påverkas av omorganiseringen och aktörerna måste inta nya roller samt förvärva nya kunskaper. Tidigare forskning belyser även att det som förefaller effektivt på en övergripande nivå inte alltid upplevs som effektivt för linjecheferna och därmed behöver linjechefernas åsikter beaktas. Studien bidrar till att synliggöra utvecklingsmöjligheter och förhoppningen har varit att HR-center inom en offentlig organisation ska kunna använda resultatet för att generera ett ändamålsenligt stöd. Studien har genomförts inom Falu kommun som nyligen har genomgått en HR-transformation. För att uppnå syftet har en kvalitativ fallstudie med åtta semistrukturerade intervjuer genomförts. Resultatet från intervjuerna har sedan analyserats utifrån tidigare forskning inom ämnet för att kunna förstå vad empirin säger i förhållande till teori. Resultatet visar på att en centraliserad HR-funktion skapar en större styrka till organisationen, genom att HR-specialisterna kan utbyta kunskaper med varandra. HR-transformationen medför dock nya tillvägagångssätt för att hantera personalfrågor och linjecheferna saknar den personliga kontakten. Den nya shared service-organisationen som innebär att linecheferna ska kunna söka ett mer specialiserat stöd hos olika HR-funktioner, leder till att linjecheferna har många olika HR-handläggare i olika ärenden. Respondenterna är överens om att detta är en av baksidorna med HR-transformationen och efterfrågar kontakt med en specifik HR-medarbetare. Linjechefernas anställningstid har betydelse för hur omorganiseringen uppfattas. De linjechefer som varit med under HR-transformationen saknar i större utsträckning en HR-medarbetare på plats. För att HR-funktionen ska få en förståelse för linjechefernas arbete behöver de vara mer närvarande ute i organisationen. Till skillnad från tidigare forskning förefaller det dock finnas en tydlig arbetsfördelning och linjecheferna ser personalansvaret som positivt. Sammanfattningsvis uppfattar linjecheferna den centraliserade HR-funktionen som positiv, HR-medarbetarna är kunniga och stöttande i alla personalärenden. Det finns dock utvecklingsmöjligheter att ta i beaktande för att HR-transformationen ska skapa värde och effektivitet för såväl linjechefer som för HR-funktionen. / The purpose of this study was to investigate and analyze how line managers perceive a centralized HR function, as previous research shows that an HR transformation can pose challenges. It has previously been found that the interaction between line managers and the HR function is influenced by the reorganization and the operators must take on new roles and acquire new knowledge. Earlier research also highlights that what seems to be effective at an overall level is not always perceived as effective for the line managers and thus the line managers' views need to be considered. The study contributes to highlighting development opportunities and the hope has been that HR centers within a public organization should be able to use the results to generate appropriate support. The study has been carried out within Falu commune which has recently undergone an HR transformation. To achieve the purpose, a qualitative case study with eight semi-structured interviews has been conducted. The results of the interviews have then been analyzed based on previous research in the subject in order to understand what the empiricism says in relation to theory. The result shows that a centralized HR function creates a greater strength for the organization, because the HR specialists can exchange knowledge with each other. The HR transformation, however, entails new approaches to managing personnel issues and the line managers lack the personal contact. The personal contact does not necessarily mean that there is an HR employee out in the administrations. The new shared service organization, which means that the line managers should be able to apply for a more specialized support from different HR functions, leads to the line managers having many different HR managers in different cases. The respondents agree that this is one of the back sides to the HR transformation and asks for contact with a specific HR employee. The line managers' employment period is important for how the reorganization is perceived. The line managers who participated in the HR transformation lack a HR employee on site to a greater extent. For the HR function to gain an understanding of the work of the line managers, they need to be more present in the organization. However, unlike previous research, it seems that there is a clear division of labor and the line managers see personnel responsibility as positive. To sum up, the line managers perceive the centralized HR function as positive, the HR employees are knowledgeable and supportive in all staff matters. However, there are development opportunities to consider in order for the HR transformation to create value and efficiency for both line managers and for the HR function.

This study was designed to assess the types of shared service arrangements and the degree of commitment as evidenced by the incorporation of policy statements displayed toward the sharing concept evident in the Dallas-Fort Worth hospitals. The purpose of this research, then, was to identify and evaluate present utilization of shared arrangements to establish a base for comparison and recommendations for future participation by the various categories of hospitals. The conclusions derived from the findings include the following: 1. Shared services promise to be a continuing factor in the operation of the health care industry in the future. 2. Governmental influence and regulation will expand into every area of health care. Hospital administrators must take every opportunity to contribute input to the formulation of these regulations. 3. The selection of products or services to be shared must be handled in a systematic manner complete with a control system to assure continued quality levels. 4. Standardization of product specifications is the single largest obstacle to the expansion of the shared service concept. This obstacle can be removed only through the committed involvement of the medical community. 5. The sharing of services, rather than products, appears to have great potential in terms of cost containment and the optimum utilization of facilities and equipment. 6. The acceptance of the need for policy development regarding shared services is at a low level among these administrators. There appears to be a great need for research in this area to provide guidelines

O conceito de produtividade é um termo utilizado em grande escala no setor industrial, porém, no setor de serviços a produtividade ainda é vista de forma um tanto nebulosa pela sua intangibilidade e heterogeneidade inerente a sua natureza. Com a dificuldade encontrada para a mensuração mais adequada da produtividade, tendo em vista a influência do cliente no processo de serviços, surgiu a necessidade do presente estudo. Inicialmente, se realizou uma vasta procura na literatura nacional e internacional sobre o tema produtividade e qualidade no setor de serviços, sendo encontrados poucos autores que indicavam métodos de mensuração da produtividade neste setor, bem como autores que utilizassem a qualidade percebida pelo cliente como fator importante nesta mensuração. Os estudos encontrados se atêm a literatura ou tratam a qualidade e produtividade de forma separada. Essa lacuna no contexto de Centro de Serviços Compartilhados (CSC) é ainda maior, não sendo encontrados estudos com metodologias que incorporassem a qualidade e a produtividade, assunto relevante visto que estes centros são cada vez mais utilizados pelas empresas para o fornecimento de serviços de apoio Após a revisão teórica sobre o tema partiu-se para a proposição de um método de mensuração da produtividade e qualidade percebida em CSC, que considera a análise e separação do processo de serviços em atividades de front office e back office, para a melhor definição de métricas de desempenho dos serviços. O método faz uso de ferramentas como SSA (Service System Architecture) e service Blueprinting para mapeamento do processo e de instrumentos de avaliação da qualidade percebida para a avaliação da percepção do cliente ajuste das métricas de produtividade. Para teste do modelo, o mesmo foi aplicado em duas empresas do setor de serviços. Ambas as empresas escolhidas para o estudo possuíam métodos de mensuração de produtividade distintos, porém possui em comum um setor de CSC, que presta serviços financeiros para ambas as empresas. Para comparação foi realizado este estudo em uma célula de serviços comum às empresas: célula de serviços logísticos. Os resultados da aplicação foram comparados identificando diferenças e similaridades nos casos analisados. / The concept of productivity is a term used on a large scale in the industrial sector, but in the service sector productivity is still somewhat blurred by its intangibility and heterogeneity inherent in its nature. With the difficulty found for the most adequate measurement of productivity, considering the influence of the customer in the service process, the need arose for the present study. Initially, a great demand was made in the national and international literature on the topic of productivity and quality in the service sector, with few authors indicating methods of measuring productivity in this sector, as well as authors who used the quality perceived by the customer as an important factor in this measurement. The studies found stick to the literature or treat quality and productivity separately. This gap in the context of Shared Services Center (SSC) is even greater, and studies with methodologies that incorporate quality and productivity are not found, a relevant issue since these centers are increasingly used by companies to provide support services After the theoretical review on the subject, we started with the proposal of a method of measuring productivity and quality perceived in SSC, which considers the analysis and separation of the service process in front office and back office activities, in order to better define performance metrics. The method makes use of tools such as Service System Architecture (SSA) and service blueprinting for process mapping and perceived quality assessment tools for the evaluation of customer perception adjustment of productivity metrics. To test the model, the same was applied to two companies in the service sector. Both companies chosen for the study had different methods of measurement of productivity, but they have in common a SSC sector, which provides financial services for both companies. For comparison, this study was carried out in a service cell common to companies: cell of logistics services. The results of the application were compared identifying differences and similarities in the cases analyzed.

The thesis describes and analyzes shared services organizations as a management tool to achieve efficiency in the organizations' processes. Paper builds on established theoretical principles, enhance them with up-to-date insights on the current situation and development and create a valuable knowledge base on shared services organizations. Strong emphasis is put on concrete means on how exactly efficiency could be achieved. Major relevant topics such as reasons for shared services, people management, performance measurement, enabling technology, risks and so on are thoroughly covered. To demonstrate outlined principles a practical part at the end (in cooperation with Henkel AG, Germany) introduces a concrete controlling process and its possibility to be shifted into shared services center.

IT services are increasingly being offered via a shared service model. This model promises the benefits of centralization and consolidation, as well as an increased customer satisfaction. Adopting shared services is not easy as it necessitates a major organizational change, with few documented exemplars to guide managers. This research explores a public IT unit’s realization of shared services with the intent to improve the transparency of its value proposition to their stakeholders. An ethnographic field study enabled in-situ data collection over a 24-month period. We analyzed the resulting, rich process data using the Punctuated Socio-Technical IS Change (PSIC) model. This resulted in several contributions: an explanatory account of shared services realization, an empirically grounded punctuated process model with seventeen critical incidents, and twelve key lessons for practitioners. Several extensions to extant process research methods are developed. These contributions combine to form a detailed and nuanced understanding of the process of realizing IT shared services at a large public university over a multi-year period.

Thesis (M.H.S.A.)--University of Michigan, 1976.

Thesis (M.H.S.A.)--University of Michigan, 1976.

O conceito de produtividade é um termo utilizado em grande escala no setor industrial, porém, no setor de serviços a produtividade ainda é vista de forma um tanto nebulosa pela sua intangibilidade e heterogeneidade inerente a sua natureza. Com a dificuldade encontrada para a mensuração mais adequada da produtividade, tendo em vista a influência do cliente no processo de serviços, surgiu a necessidade do presente estudo. Inicialmente, se realizou uma vasta procura na literatura nacional e internacional sobre o tema produtividade e qualidade no setor de serviços, sendo encontrados poucos autores que indicavam métodos de mensuração da produtividade neste setor, bem como autores que utilizassem a qualidade percebida pelo cliente como fator importante nesta mensuração. Os estudos encontrados se atêm a literatura ou tratam a qualidade e produtividade de forma separada. Essa lacuna no contexto de Centro de Serviços Compartilhados (CSC) é ainda maior, não sendo encontrados estudos com metodologias que incorporassem a qualidade e a produtividade, assunto relevante visto que estes centros são cada vez mais utilizados pelas empresas para o fornecimento de serviços de apoio Após a revisão teórica sobre o tema partiu-se para a proposição de um método de mensuração da produtividade e qualidade percebida em CSC, que considera a análise e separação do processo de serviços em atividades de front office e back office, para a melhor definição de métricas de desempenho dos serviços. O método faz uso de ferramentas como SSA (Service System Architecture) e service Blueprinting para mapeamento do processo e de instrumentos de avaliação da qualidade percebida para a avaliação da percepção do cliente ajuste das métricas de produtividade. Para teste do modelo, o mesmo foi aplicado em duas empresas do setor de serviços. Ambas as empresas escolhidas para o estudo possuíam métodos de mensuração de produtividade distintos, porém possui em comum um setor de CSC, que presta serviços financeiros para ambas as empresas. Para comparação foi realizado este estudo em uma célula de serviços comum às empresas: célula de serviços logísticos. Os resultados da aplicação foram comparados identificando diferenças e similaridades nos casos analisados. / The concept of productivity is a term used on a large scale in the industrial sector, but in the service sector productivity is still somewhat blurred by its intangibility and heterogeneity inherent in its nature. With the difficulty found for the most adequate measurement of productivity, considering the influence of the customer in the service process, the need arose for the present study. Initially, a great demand was made in the national and international literature on the topic of productivity and quality in the service sector, with few authors indicating methods of measuring productivity in this sector, as well as authors who used the quality perceived by the customer as an important factor in this measurement. The studies found stick to the literature or treat quality and productivity separately. This gap in the context of Shared Services Center (SSC) is even greater, and studies with methodologies that incorporate quality and productivity are not found, a relevant issue since these centers are increasingly used by companies to provide support services After the theoretical review on the subject, we started with the proposal of a method of measuring productivity and quality perceived in SSC, which considers the analysis and separation of the service process in front office and back office activities, in order to better define performance metrics. The method makes use of tools such as Service System Architecture (SSA) and service blueprinting for process mapping and perceived quality assessment tools for the evaluation of customer perception adjustment of productivity metrics. To test the model, the same was applied to two companies in the service sector. Both companies chosen for the study had different methods of measurement of productivity, but they have in common a SSC sector, which provides financial services for both companies. For comparison, this study was carried out in a service cell common to companies: cell of logistics services. The results of the application were compared identifying differences and similarities in the cases analyzed.

Na realização deste trabalho foi utilizado o método de estudo de caso para estudar uma grande instituição financeira pública brasileira que decidiu substituir a estrutura organizacional funcional de projetos por outra que pudesse ser compartilhada por outras unidades organizacionais. Esta pesquisa analisa o desempenho desta unidade compartilhada de projetos, uma organização matricial de projetos, criada como um centro de serviços compartilhado. A concentração dos projetos neste centro buscou dentre os benefícios esperados em outros centros de serviço compartilhado a melhoria de desempenho dos projetos, quanto a maior pontualidade, melhor planejamento, controle dos atrasos e maior dedicação aos projetos. Porém não havia indicadores para verificação da melhoria após a implantação deste novo arranjo organizacional e, portanto, não era possível afirmar que seu desempenho havia melhorado conforme esperado. Foram então utilizados novos indicadores que permitiram efetuar o diagnóstico do desempenho dos projetos antes e depois da mudança organizacional. Para isto foram utilizadas as informações dos relatórios de acompanhamento do Escritório de Projetos do período de 2009 a 2013 para obtenção de indicadores de eficiência, eficácia e efetividade. Estes indicadores permitem afirmar que esta unidade compartilhada de projetos é mais eficiente, mais eficaz e mais efetiva que a estrutura organizacional funcional anterior quanto a maior pontualidade, melhor planejamento, menores atrasos e maior dedicação aos projetos. / Bibliografia: p. 104-108 / Dissertação (mestrado) - Fundação Getúlio Vargas. Escola Brasileira de Administração Pública e de Empresas, Rio de Janeiro, 2014.