No / Despite the interest over recent years in the fragmentation of organizations and the development of contracting, little attention has been paid to the impact of the associated inter-organizational relationships on the internal organization of employment. Inter-organizational relations have been introduced primarily as a means of externalizing - and potentially rendering invisible - employment issues and employment relations. In a context where inter-organizational relationships appear to be growing in volume and diversity, this constitutes a significant gap in the literature that this paper in part aims to fill. The purpose of the paper is two-fold: to develop a framework for considering the internal and external organizational influences on employment and to apply this framework within a case study of a multi-client outsourcing call centre. We explore the interactions between internal objectives, client demands and the use of external contracting in relation to three dimensions of employment policy: managing the wage-effort bargain, managing flexibility and managing commitment and performance. It is the interplay between these factors in a dynamic context that provides, we suggest, the basis for a more general framework for considering human resource policy in permeable organizations.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/2845 |
| Date | 2009 June 1924 |
| Creators | Grugulis, C. Irena, Cooke, F.L., Rubery, J., Carroll, M. |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, No full-text in the repository |
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