Technology, Outsourcing & Transforming HR

493 Pages·2008·5.87 MB·English

by  Graeme Martin, Martin Reddington, Heather Alexander

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 [phone]; fax
([phone]; 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).