Technology, Outsourcing & Transforming HR PDF
Preview Technology, Outsourcing & Transforming HR
Technology, Outsourcing and Transforming HR This page intentionally left blank Technology, Outsourcing and Transforming HR Edited by Grame Martin Martin Reddington Heather Alexander Amsterdam • Boston • Heidelberg • London • New York • Oxford Paris • San Diego • San Francisco • Singapore • Sydney • Tokyo Butterworth-Heinemann is an Imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2008 Copyright © Elsevier, Ltd. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone (+44)(0) 1865 843830; fax (+44)(0) 1865 853333; e-mail: To Vanessa, Chris, Roz, Rhiannon, Alayna, Callum and Andrew – Graeme To Nicola, Alexander, Matthew, Lynda – Martin To my mother – Heather This page intentionally left blank Contents Notes on Contributors ix Preface xix Acknowledgements xxiii 1 Technology, Outsourcing, and HR Transformation: an Introduction 1 Graeme Martin, Martin Reddington, and Heather Alexander Part one: Outsourcing and Shared Services 2 Lessons on Outsourcing from a Supply Chain Management Perspective 37 Douglas Macbeth 3 HR Outsourcing in Italy 57 Anna Comacchio, Fabrizio Gerli, Annachiara Scapolan, and Sara Bonesso 4 Outsourcing HR in France: Theory and Practice 87 Veronique Guilloux and Michel Kalika 5 Restructuring the HR Function: HR Shared Service Centers in the Netherlands 105 Elaine Farndale and Jaap Paauwe Part two: The Theory and Practice of e-HR in Different Countries 6 The Impact of e-HR on Line Managers and Employees in the UK: Benefits, Problems, and Prospects 135 Martin Reddington and Claire Hyde viii Technology, Outsourcing and Transforming HR 7 Exploring the Relationship between e-HRM and HRM Effectiveness: Lessons Learned from Three International Companies 161 Huub J.M. Ruël and Tanya Bondarouk 8 The Potential for Privacy Violations in Electronic Human Resource Practices 193 T. Nichole Phillips, Linda C. Isenhour, and Dianna Stone 9 Diffusion of HR-ICTs, an Innovations Perspective 231 Miguel R. Olivas-Luján and Gary W. Florkowski 10 Designing and Implementing e-HRM – a Structurational Approach to Investigating Technological and Organizational Change 257 Elke S. Schuessler Part three: Practitioners Forum 11 Going Forward with e-HR: What Have We Learned and What Must We Become? 289 Martyn Sloman 12 The e-Enablement of People Management in BT 309 Margaret Savage and Heather Alexander 13 Building a Road Map for e-HR at the London Stock Exchange 345 Andy Field 14 e-HR at the National Australia Bank 363 Neville Clement 15 Using Technology to Transform HR at Surrey County Council 399 Graham White with Martin Reddington 16 HRM, Technology and Strategic Roles: Considering the Social Implications 421 Anne Keegan and Helen Francis Abbreviations 449 Index 453 Notes on Contributors Graeme Martin is Professor of Human Resources (HR) and Director of the Centre for Reputation Management through People (CRMP) at the University of Glasgow’s School of Busi- ness and Management, where he leads an advanced practice Masters in Strategic HR and Organizational Change. Graeme also holds visiting appointments in the USA, Sweden, Italy and France. After an early career in personnel and indus- trial relations management, he began teaching, researching and consulting in HR management (HRM) in 1978. He has published widely in the fields of international HRM, organi- zational change, HR development, HRM and, more recently, e-Learning and e-HR. Currently, he is editing a book series for Butterworth Heinemann on Advanced HRM Practice, having written or co-authored recent books on corporate reputations, branding and HR, managing people and organizations, and HR in Sino-foreign joint ventures. Graeme is also on the Advi- sory Board on Human Capital for the Scottish Government, current advises the NHS in Scotland, government departments and private sector firms on strategic HR and works with a lead- ing firm of consultants in the field. Martin Reddington is Director of Martin Reddington Asso- ciates and blends academic research with consultancy. He has written two books on HR transformation and regularly con- sults for blue chip companies. He is also a member of the CIPD’s national advisory group on technology and HR and an expert advisor to the Public Sector Personnel Managers Association (PPMA).
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