Shared services arrangements have been increasing in prominence in the human resource (HR) field. Whilst much of the existing HR literature has focused on internally managed shared services arrangements, this paper reports on the experiences of a public sector organisation that established an outsourced HR shared services arrangement. Using the theoretical underpinnings of the resource-based view of the firm, transaction cost economics as well as organisational change the paper provides insights into how a public sector organisation implemented an outsourced HR shared services arrangement. The key findings from the study illustrated that whilst organisations may benefit from using external vendors to provide HR shared services arrangements, to truly facilitate the achievement of a HR function, which is able to make a strategic contribution to the organisation, they need to ensure that key internal stakeholders are fully engaged with throughout the process.
|Journal||International Journal of Human Resource Management|
|Publication status||Published - 1 Mar 2013|
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