Outsourcing provides organizations the opportunity for cost-saving and increased opportunities to build a competitive advantage, while better utilizing limited resources and focusing efforts on their strategic goals. There was a risk associated with deciding to outsource human resources (HR) functions in the federal government, which can influence management’s ability to make informed decisions and affect an organization’s effectiveness. Social groups inside an organization can influence knowledge, innovation, and productivity. Research has shown nothing emerges from a social group except individual behavior, and individual behavior can influence the organization’s growth in a marketplace. The purpose of this qualitative multiple case study was to explore the perceived risk to the federal government associated with deciding to outsource HR functions. This research was conducted using a qualitative method with a multiple case study design. Data collection and analysis focused on those federal agencies in the Washington, DC geographical area having at least 2,000 employees and outsourcing at least 40% of their HR functions (e.g., compensation and benefits, employee relations, and compliance) and support services (e.g., payroll, recruitment, and benefit administration). Once these organizations were identified, a review of historical documents related to outsourced functions covering a period of at least five-years will be performed using at a selected federal agency. Additionally, an observational research approach using naturalistic observation as teams of HR practitioners within the targeted agency was done as the practitioners performed duties within their everyday environment (e.g., approximately 3-5 teams with approximately 25 personnel as target sample size). Finally, one-on-one semi-structured interviews with purposefully selected HR staff and management (e.g., approximately 10-12 participants from the target agencies) was conducted. These interviews drew a deeper understanding of the shared experiences of the participants and the perceived influence outsourcing HR functions has on knowledge retention needed to be retained in the federal government. Knowledge gained from this study could add value to the body of knowledge for future HR professionals and management to make informed outsourcing decisions in the federal government. The findings of this research added value to the body of knowledge for future HR professionals to influence outsourcing decisions in the federal government. Additionally, this study may inspire future researchers’ study of the desired competencies of HR practitioners in the federal government.
|Department:||Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-A 80/03(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Finance|
|Keywords:||Employee relations, Knowledge retention, Support services|
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