基于核心競(jìng)爭(zhēng)力理論的企業(yè)人力資源外包戰(zhàn)略研究docxdocx-資料下載頁(yè)
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【正文】 題向公司管理層匯報(bào),以使公司快速做出反應(yīng)并修正問(wèn)題。（3）跟進(jìn)考核和評(píng)估結(jié)果,定期考察ZL公司,謹(jǐn)防由于人力資源外包而帶來(lái)的法律隱患,如人員解聘等過(guò)程中不符合勞動(dòng)法規(guī)定的環(huán)節(jié)[28]。 CHOICE HR 外包項(xiàng)目評(píng)估招聘專(zhuān)員4000元HR人員成本（每個(gè)月）培訓(xùn)專(zhuān)員3500元總費(fèi)用 672000（12個(gè)月）員工關(guān)系專(zhuān)員4000元外包的成本核算薪酬福利專(zhuān)員4500元辦公設(shè)備成本20000元其他費(fèi)用（每個(gè)月）其他費(fèi)用20000元每年服務(wù)商成本100000元165000元（12個(gè)月）維護(hù)和管理成本2500元外包后成本核算其他費(fèi)用40000元圖 6人力資源外包項(xiàng)目評(píng)估對(duì)照?qǐng)D 從上圖中非常直觀就能看到外包前后的成本對(duì)照,每年CHOICE公司都能節(jié)約大概50萬(wàn)的顯性管理成本,而其他的隱性成本體現(xiàn)在如公司將人力資源部從日常工作中脫離由此可以更為專(zhuān)注于企業(yè)長(zhǎng)期的人才戰(zhàn)略規(guī)劃上等等。由此也就可以看出,采用人力資源外包的方式對(duì)于CHOICE公司的長(zhǎng)期戰(zhàn)略規(guī)劃是非常有利的。 （四）展望總結(jié)CHOICE公司的人力資源外包策略實(shí)施中的成功經(jīng)驗(yàn),可以引出我國(guó)企業(yè)對(duì)于內(nèi)部其他業(yè)務(wù)板塊的進(jìn)行業(yè)務(wù)外包的具有一定的借鑒意義。對(duì)于我國(guó)企業(yè)尤其是中小型企業(yè)來(lái)說(shuō),對(duì)于自身核心競(jìng)爭(zhēng)力進(jìn)行識(shí)別和分析,對(duì)于非核心業(yè)務(wù)進(jìn)行外包,是企業(yè)獲取長(zhǎng)期而穩(wěn)定的核心競(jìng)爭(zhēng)力的有利工具,企業(yè)必須根據(jù)自身的特點(diǎn)采用不同的外包方式[29]。無(wú)論是采用人力資源外包、物流外包、財(cái)務(wù)外包還是IT系統(tǒng)外包,其目的都是用較小的成本使用更為專(zhuān)業(yè)的外部資源為企業(yè)長(zhǎng)期的戰(zhàn)略規(guī)劃服務(wù)。本文的研究目的也是為欲采用業(yè)務(wù)外包的企業(yè)提供案例參考和指導(dǎo)。參考文獻(xiàn)[1]Insinga,.,Werle, Outsourcing to Business Strategy[J].Academy of Management Executive,2000,14(4):55一70[2][M],中國(guó)經(jīng)濟(jì)出版社,2000年[3]余偉萍,[期刊論文]一社會(huì)科學(xué)戰(zhàn)線2003(05).[4]杜云月,[J1。經(jīng)濟(jì)縱橫2OO2(3):59一63[5]James B Quinn. Outsourcing Innovation: The New Engine of Growth [J].Sloan Management Review,2000.[6]陳衍泰,[J」.福州大學(xué)管理學(xué)院,2002.[7]Coombs Rod, Core petencies and the strategic management of Ramp。D[amp。D ManoPment1996,26(4)[8]王毅,陳勁,許慶瑞,:三層次模型[J]。中南工業(yè)大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版)2000(2):117一120.[9]Coyne,:Hall,Stephen .“Is your core petence a mirage?”MC Kinsey Quarterly,1997,P40一54.[10]Christine Oliver.“Sustainable Competitive advantage:Combining Institutional and Resource一Based view”〔J],Strategies Management Journal,1997,P697一713。[11]Espino一Rodriguez,E Tomas,Padron一Robaina, Review of outsourcing from the Resource一based View of the Journal of Management Reviews,2006,8(l):49一70.[12]伊恩本，吉爾[M]..[13]ScottLever.HumanResourcesPlanning[M].ChinaMachine.[14]原泉,周潔紅,[J]。,[l5]Gary Hamel,. Prahalad. The Core petence of the Corporation[J].Harvard Business Review,1990,68(3):79一91[16]——人力資源外包[J].(7).P53[17]Grossman ., versus outsourcing in industry equilibrium [J]. The Quarterly journal of Economy,2002,117(1):85一120.[18]甘泉、:S1014102[19]Currie W L A Knowledge一based Risk Assessment Frame work for Eva1uating Web一enabled Application Outsourcing Projects2003(3).[20]Rouse,.,Corbitt,B.,Aubert, on IT Outsourcing Success:Covariance Structure Modeling`:Australia[DB]. HTTP: //WWW. Cirano. [21]陳菲,服務(wù)外包動(dòng)因機(jī)制分析及發(fā)展趨勢(shì)預(yù)測(cè)一美國(guó)服務(wù)外包的驗(yàn)證[J]中山大學(xué)管理學(xué)院.[22]Sung,K.,Chung, Influencing Is Outsourcing Implementation: An Empirical Study from the Interorganizational Relations`Perspective[J].Decision Sciences Institute, Annual Meeting Proceedings,2002.[23]Kim,.,David, Control Systems and Trust in Outsourcing Relationship s[J]. Management Accounting Research, 2003,(14):281一307.[24]Charl outsourcing[M].ChinaMachine.[25]Gilley,K,M.,Rasheed, More by Doing Less: An Analysis of outsourcing and Its Effects on Firm performance[J]. Journal of Management,2000,(26)763一790.[26]Aubert B S Assessing the Risk of IT (8).[27]Bahli B An Assessment of Information Technology Outsourcing Risks 2002.[28]Gainey,.,Klaas, Outsourcing of Training Development :Factors Impacting Client Satisfaction[J].Journal of Management,2002,181:1一23.[29] HR as a Competitive Strategy? [J].A Literature Review and an Assessment of Implications. Human Resource Management,Winter,.
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