Abstract
| Original language | English |
|---|---|
| Title of host publication | Electronic HRM in Theory and Practice |
| Editors | Tanya Bondarouk, Huub Ruel, Jan Kees Looise |
| Place of Publication | Bingley, UK |
| Publisher | Emerald Group Publishing Limited |
| Pages | 83-104 |
| Number of pages | 176 |
| ISBN (Print) | 978-0-85724-973-9 |
| DOIs | |
| Publication status | Published - 2011 |
Publication series
| Name | Advanced Series in Management |
|---|---|
| Publisher | Emerald Group Publishing Limited |
| Volume | 8 |
| ISSN (Print) | 1877-6361 |
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Keywords
- IR-77796
- METIS-277072
Cite this
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A framework for the comparative analysis of HR Shared Services Models. / Bondarouk, Tanya.
Electronic HRM in Theory and Practice. ed. / Tanya Bondarouk; Huub Ruel; Jan Kees Looise. Bingley, UK : Emerald Group Publishing Limited, 2011. p. 83-104 (Advanced Series in Management; Vol. 8).Research output: Chapter in Book/Report/Conference proceeding › Chapter › Academic
TY - CHAP
T1 - A framework for the comparative analysis of HR Shared Services Models
AU - Bondarouk, Tanya
PY - 2011
Y1 - 2011
N2 - While there is a growing body of research demonstrating that HR Shared Services can offer a value-creating structure for HRM within organizations, there remains considerable room for improving our understanding of it. The premise of this chapter is that the mixture of HR Shared Services outcomes leans on the diversity of the governance structures, which rest in turn on several contingency factors. This means that every HRM Shared Services Model (SSM) is unique in its structure, and thus the value proposition of every HRM SSM is unique. Therefore, instead of promoting a standard package of values expected from HR shared services, organizations should develop unique value propositions that are contingent on their unique governance structures.
AB - While there is a growing body of research demonstrating that HR Shared Services can offer a value-creating structure for HRM within organizations, there remains considerable room for improving our understanding of it. The premise of this chapter is that the mixture of HR Shared Services outcomes leans on the diversity of the governance structures, which rest in turn on several contingency factors. This means that every HRM Shared Services Model (SSM) is unique in its structure, and thus the value proposition of every HRM SSM is unique. Therefore, instead of promoting a standard package of values expected from HR shared services, organizations should develop unique value propositions that are contingent on their unique governance structures.
KW - IR-77796
KW - METIS-277072
U2 - 10.1108/S1877-6361(2011)0000008009
DO - 10.1108/S1877-6361(2011)0000008009
M3 - Chapter
SN - 978-0-85724-973-9
T3 - Advanced Series in Management
SP - 83
EP - 104
BT - Electronic HRM in Theory and Practice
A2 - Bondarouk, Tanya
A2 - Ruel, Huub
A2 - Looise, Jan Kees
PB - Emerald Group Publishing Limited
CY - Bingley, UK
ER -