TY - JOUR
T1 - Evaluating the human resource shared services model
T2 - Evidence from the NHS
AU - Redman, Tom
AU - SNAPE, Ed
AU - Wass, Joanne
AU - Hamilton, Peter
N1 - Copyright:
Copyright 2007 Elsevier B.V., All rights reserved.
PY - 2007/8
Y1 - 2007/8
N2 - 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.
AB - 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.
KW - HR organization
KW - National Health Service
KW - Shared services
UR - http://www.scopus.com/inward/record.url?scp=34548567509&partnerID=8YFLogxK
U2 - 10.1080/09585190701502612
DO - 10.1080/09585190701502612
M3 - Journal article
AN - SCOPUS:34548567509
SN - 0958-5192
VL - 18
SP - 1486
EP - 1506
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
IS - 8
ER -