Evaluating the human resource shared services model: Evidence from the NHS

Tom Redman, Ed SNAPE, Joanne Wass, Peter Hamilton

Research output: Contribution to journalArticlepeer-review

39 Citations (Scopus)

Abstract

This paper examines the shared service model of organizing the human resource management function. It reports the results from a study of the introduction of human resource shared services (HRSS) in four NHS organizations. Findings suggest that the HRSS model has a number of advantages for organizations but that it has difficulty addressing the transformational HR agenda. In contrast, with the exception of a small cadre of staff, there is few advantages for HR employees themselves in HRSS systems. We suggest that the apparent neglect of the work experience of HR staff under HRSS models may significantly undermine the potential for its wider successful implementation.

Original languageEnglish
Pages (from-to)1486-1506
Number of pages21
JournalInternational Journal of Human Resource Management
Volume18
Issue number8
DOIs
Publication statusPublished - Aug 2007

Scopus Subject Areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

User-Defined Keywords

  • HR organization
  • National Health Service
  • Shared services

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