Human Resource Shared Services (HRSS) are established to reap the benefits of both centralization and decentralization through bundling intellectual capital and offering HR services that are adapted to the needs of clients and end-users. As a result, HRSS are believed to create value for end-users: employees, managers and HR professionals. However, our understanding of HRSS value creation is limited and therefore, this paper presents a conceptual model that explains value creation of HRSS. The underlying theoretical notion of this model can be found in the theory of intellectual capital, which starts from the central thesis that value is created by leveraging the knowledge and knowing capabilities of organizations. As intellectual capital is conceptualized into three interrelated categories (human, organizational and social capital), it is expected that the interrelations among these categories create value. Therefore, we propose that the human capital of HRSS is related with value creation as organizational and social capital partially mediate this relationship. Yet the degree of influence of human, organizational and social capital on value creation depends on which HR services type is offered. As a result, we assume that the relationship between human capital and value creation, and the mediating effect of organizational and social capital is moderated by the type of HR service that is offered.
|Number of pages||24|
|Publication status||Published - 13 Nov 2009|
|Event||6th International Conference of the Dutch HRM Network: Capitalizing on Diversity in HRM Research - Vrije Universiteit Amsterdam, Amsterdam, Netherlands|
Duration: 13 Nov 2009 → 14 Nov 2009
|Conference||6th International Conference of the Dutch HRM Network|
|Period||13/11/09 → 14/11/09|