1、在知識經濟中，人力資源外包如何影響組織學習外文翻譯 外文翻譯原文How Human Resource Outsourcing Affects Organizational knowledge in the Knowledge Economy Material Source: A previous version of this paper was presented at the Administrative Sciences Association of Canada ASAC Annual Meeting, Toronto, Canada, June 2005 Author: Franci

2、ne Schlosser, Andrew Templer and Denise Ghanam The global shift toward a knowledge economy highlights adaptability and knowledge management inherent in organizational learning as critical to organizational success. Yet, as the Economist Special Investigation on Outsourcing Edwards, 2004 points out,

3、this new adaptation of Internet technology is driving the development of service outsourcing. Of particular concern in North America is off support-the outsourcing of work to lower wage economies overseas, especially China and India. Additionally, more and more companies seek to expand its workforce

4、 to maintain a flexible employment Outsourcing and contingent employment contracts make it more difficult to maintain organizational learning and identity. Employees play a critical role in enhancing organizational learning; so HRM contributes strategically to outsourcing by enhancing organizational

5、 learning and maintaining corporate culture Temporary staffing strategies place considerable stress on employment relationships, especially in the psychological contract Rousseau and Wade-Benzoni, 1995, which can result in a significant loss of learning capital, though benefits may result from the i

6、nfusion of new ideas outside the company. This individual contribution must be captured through the active participation of HRM at the strategy table. The outsourcing of many HRM functions may complicate this solution. Therefore, the researcher interested in the question is: How can the strategic co

7、ntributions of HR to organizational learning, and retain this new situation, training and outsourcing the work force Although organizational learning has become a hot research topic, spawning research agendas are in knowledge management and learning orientation literatures. And although in this stud

8、y the role of HR development orientation had emerged, it includes the impact of temporary HR and experience of the concept of not staffing strategy. Medical staff may think this is a purely academic issue that is trumped by the need to make outsourcing decisions anchored in the current competitive b

9、usiness environment. However, we believe that understanding our research agenda will provide practitioners with greater insight and, indeed, a greater toolbox to foster competitive advantage linked to the retention of organizational learning. First, we argued that the loss of learning capital may be

10、 driven by the reason of outsourcing. For example, the choice may depend on outsourcing to reduce costs competitive priorities, or by a strategic re-focusing on core competencies customer emphasis, and cultural superiority internal users emphasis. When outsourcing is undertaken to reduce costs, it b

11、ecomes more challenging but even more crucial, for HRM to create a strategic management of human capital and to prevent the loss of organizational learning II. HRM Outsourcing The current dynamic HRM environment demands specific expertise, particularly in the law around employment practices. However

12、, many small and medium enterprises do not have the breadth of HRM staff to ensure such a specialized skill base. It is easier and more cost-effective to outsource those requirements when the need arises Adler, 2003; Klaas, 2003; Friesen, 2003. Outsourcing occurs when a company needs temporary or sp

13、ecialized expertise and decide to contract for temporary workers. A 1996 survey of large North American companies by Hewitt Associates found that 93 percent of respondents outsourced some of their HR features Greer et al., 1999, but a recent survey by the Conference Board of Canada Brown,2004 shows

14、that most Canadian HR professionals do not attach great importance to the outsourcing. What seems important is to maintain the strategic direction. Stehle and Treehuboff 2003 offer three guidelines for outsourcing based on their research: 1 to retain a degree of in-house expertise in any outsourced

15、function, 2 never outsource a core competence, and 3 prioritize corporate culture. Although HR is the common features Tomback, 2003 of outsourcing, there is no clear agreement in the literature on which functions can be successfully outsourced. Outsourcing in an area may affect the performance of ot

16、her areas. Some activities may not be actually separable, which means that they are either locked indoors, or only as a bundled outsourcing. Functions as a companys own assessment of the easiest transactions can be separated. Salary and benefits are the two most often outsourced tasks, and training

17、and development are often outsourced because of the availability of highly-quality sources Jensen, 2003; Adler, 2003; Wolman and Hayward, 2003. One of the biggest outsourcings in Canada was the ten-year, $750-million deal between BMO-Financial and outsource provider Exult to take over wages and bene

18、fits administration, HR Call-center management, employee records, and other technology-driven administrative functions Vu, 2004b. In contrast, functions which are strategic and transformational in nature should not be outsourced, but must be maintained in order to create dynamic capabilities to help

19、 companies configure itself effectively in changing market. A dynamic capability is defined as The companys processes that use resources?in particular the processes to integrate, reconfigure, access and release resources-to match or even create market change Eisenhardt and Martin, 2000:1107. In this

20、 case, Greer et al. 1999 conducted interviews with HR executives to find out which functions were appropriate or inappropriate for outsourcing. Respondents suggested such as labor relations, employee relations, and performance management, core competencies should stay indoors, as these involve emplo

21、yees trust and confidentiality Outsourcing options is critical for HR practitioners and other key strategic management. If a sustainable competitive advantage lies in the effective utilization of human capital, and the current trend is to realize the functions of HR outsourcing part of the move, org

22、anizations will need to have confidence in the rest of the internal HR functions of the strategic advantage, really provide the right functions which have been outsourced. It is important to distinguish outsourcing that is driven by cost competitive and the strategic outsourcing and integration-driv

23、en pressure to re-focus. Additionally, action must be taken to ensure that outsourced functions are aligned with the strategic responsibility to promote a learning orientation throughout the organization. III. The Strategic Role of HRM in Developing Organizational Learning This trend toward outsourc

24、ing has complicated the strategic role of HRM in developing the knowledge infrastructure and core competencies which is necessary for a learning organization. The core competencies of both organizations is the cornerstone of the establishment of human capital including training, experience, common s

25、ense, intelligence, relationships, and views of individual managers and workers, and organizational capital including the companys formal structure of the report, formal and informal planning, controlling, and coordinating systems, and informal relations among groups within a firm and those in its e

26、nvironment Barney, 1991. HRM expertise required to effectively aligning human capital with organizational capital, it can be done through the retention of organizational learning Organizational learning, also known as a learning orientation is described as a set of values by Baker and Sinkula 1999.

27、Higher order learning is to give priority consideration and action of important market information, and discard the information that has become obsolete. In this way, organizational learning creates competitive advantage by strengthening the organizational learning and knowledge creation questions t

28、he value of behavior Baker and Sinkula, 1999: 413 The direction of organizational learning is composed of three dimensions: a common vision and experience, commitment to learning, open-minded Liu et al., 2003; Baker and Sinkula, 1999; Sinkula et al., 1997 and sustain competitive advantage through in

29、novation Atuahene-Gima, 1996; Han et al., 1998; Hurley and Hult, 1998. IX. Future Research Outsourcing provides important knowledge resources that augment an organizational learning orientation. Effective harvesting of this knowledge might be aided by future empirical and field-based research target

30、ing the relationships between internal marketing strategies, psychological contracts, and organizational learning. Although HR practitioners may be reluctant to consider outsourcing Brown, 2004, this is probably a carryover from the days in which department size was synonymous with contribution. Out

31、sourcing may actually increase the contribution, as nonstrategic elements are outsourced and resources freed up to enable a greater concentration on the more significant strategic elements. It may even make sense to treat outsourcing like zero-based budgeting in which the HR function has to make a c

32、ase for each of the elements they choose to remain within the company James 1997, a leading HR consultant, writes that HRM at the future will be characterized by the focus on human capital, by the continuing need to reduce costs, and by managing the work/family balance. This will contribute to bette

33、r management of HR and technical expertise. HR outsourcing enhances the dynamic capabilities only if this expertise and technology management is transformed into organizational knowledge.譯文在知識經濟中,人力資源外包如何影響組織學習 資料來源: 這篇文章的前一個版本發表于2005年6月加拿大多倫多行政科學協會(ASAC)年會上。 作者:弗朗辛施洛瑟,安德魯坦普勒和丹尼斯加納 全球向知識經濟型轉變,調適應性和知

34、識管理組織學習的內在是組織成功的關鍵。然而,正如經濟學家在外包(愛德華茲,2004)特別調查中指出,這種新的互聯網科技的適應性正推動服務外包發展。在北美特別關注的是關閉撐 - 工作外包交予低工資經濟體的海外來執行,特別是中國和印度。此外,很多公司通過擴張來尋求維持靈活就業的勞動力隊伍。 外包和隊伍雇傭合約使其更難以維持組織學習和身份。在加強組織學習上,員工發揮著關鍵作用,因此人力資源管理在戰略上通過加強組織學習和維護企業文化有助于外包。 臨時工作人員的這種戰略對雇傭關系有著相當大的壓力,特別是在心理契約(盧梭 和韋德-班左尼,1995年),它會導致學習資本的大量減少,盡管由此可以帶來公司外部新

35、思路的注入。人力資源管理策略表的積極參與中必須突出個人貢獻。許多人力資源管理職能外包可能會使解決方案變的復雜化。因此,研究所關心的問題是:如何能使人力資源對組織學習有戰略上的貢獻,并在外包新形勢下保留和培養隊伍的工作? 雖然組織學習已成為一個熱門的研究課題,產卵在知識管理和學習方向文獻研究議程中,雖提及人力資源在培養學習導向中的角色,仍很少有對人力資源員工戰略作用有概念和實證的研究。實踐者可能認為這是一個純學術的問題,更勝于外包在當前競爭激烈的商業環境下的決策。但是,我們相信,理解我們的研究議程將提供更加深入的了解,一個更好的樹立競爭優勢與組織學習的保留的場所。首先,我們主張,學習資本的減少可

36、以由外包的原因所驅動。例如,外包的選擇可能取決于降低成本(強調競爭),或由戰略重關注于核心競爭力(強調客戶),和文化優勢(強調內部用戶)。當外包是用來降低成本時,它變得更具挑戰性,也更為重要。 這是對人力資源管理創造人力資本戰略管理以防止組織學習的減少而言。 II.人力資源管理外包 當前動態的人力資源管理的環境要求專門知識,特別是有關雇用慣例的法律。然而,許多小型和中型企業不具備人力資源管理的人員的寬度可以確保這樣的專業技能基礎。這是比較容易和更符合成本效益來外包因需要產生的要求(阿德勒,2003年;克拉斯,2003;弗里森,2003)。外包發生在一個公司需要臨時或專門知識,并決定為臨時工人簽

37、下合同。1996年由翰威特聯合公司發起的對北美一些大公司的調查中發現93%的受訪者轉包他們人力資源的一些功能(格里爾等,1999),但一個由加拿大會議委員會(布朗,2004年)發起的一項最新調查表明,大多數加拿大人力資源專業人士不會對外包高度重視。 他們重視的是維持戰略方向。施特勒和崔鶴部弗(2003)以他們的研究為基礎提供了三種外包指導方針:(1)保留一些內部專業知識在任何外包功能上,(2)絕不外包核心競爭力,以及(3)優先考慮企業文化。雖然人力資源經常被功能外包(坦姆貝克,2003年),在文獻上沒有明確表明功能可以被成功外包。在一個地區外包可能對其他領域的表現有影響。有些活動可能無法被實際分離,這意味著他們要么被關在室內,或只能捆綁外包。功能被一個公司內部評估為可以最容易分開的交易。薪資和福利是兩項最經常被外包的任務,而培訓和發展往往是因為高質量來源的可能性才被外包(詹森,2003;阿德勒,2003年;沃爾曼和海沃德,2003)。在加拿大最大的一個外包是以創立十年,耗資750萬的蒙特利爾銀行金融和名為欣喜外包供應商,他們處理工資和福利管理,人力資源呼叫中心管理,員工記錄,和其他技術驅動的行政職能(瓦努阿圖,2004年b)。 與此相反,具有戰略性質和變革