Pattanee Susomrith

Motivations for HR outsourcing in Australia

The aims of this research are twofold; first, to determine which human resource (HR) functions are most commonly outsourced in Australian organisations and second, to explore the motivation to outsource these HR functions. Results from a nationwide survey identified recruitment and selection, training, occupational health and safety, payroll and employee benefits as the top five outsourced HR functions. The three common reasons to outsource these functions were to acquire specialised HR capabilities, improve quality and efficiency, and to free resources to concentrate on the strategic role of HR. Four main outsourcing drivers–resources, learning, cost saving and political–were identified, which offer explanations for the most commonly outsourced HR functions. Apart from the learning factor, these are consistent with motivations for outsourcing in non-HR areas.

Employees' Perceptions of Barriers to Participation in Training and Development in Small Engineering Businesses.

Purpose – This paper aims to investigate barriers to employee participation in voluntary formal training and development opportunities from the perspective of employees in small engineering businesses. Design/methodology/approach – An exploratory qualitative methodology involving data collection via site visits and in-depth semi-structured interviews with 20 employees in five small engineering businesses was used. Interviews explored the role of developmental proactivity and employees’ perceptions of conditions in the immediate work environment and industry sector that represent barriers to their participation in formal training and development. Interview transcripts were analysed using thematic analysis. Findings – Three key findings are as follows. First, proactive behaviour regarding access to external training and development is muted in small business settings because of strong resource allocation norms. Second, factors in the internal work environment rather than the industry sector constitute the m...

Challenges in addressing professional competence expectations in human resource management courses

Although research has identified many of the competences that human resource management (HRM) professionals need, limited research examines how competence expectations can be met in HRM courses. This study sought to generate the knowledge required to align HRM courses with competence statements in the recently revised Australian Human Resources Institute Model of Excellence. To accomplish this aim, focus groups and interviews were conducted with HRM professionals from private, public and not-for-profit organisations. Findings suggest that the process of aligning course curricula with the MoE is challenging for several reasons, including: competence statements are subject to varied interpretation; subjecting each statement to a learning needs analysis is complex; it is difficult to cluster the wide range of knowledge areas that must be covered into coherent units of learning. This paper explores the appropriateness of using a generic competence model in a curricular-influencing role and outlines implications of our findings for practice and research.

Entrepreneurial Competencies and Firm Performance in Emerging Economies: A Study of Women Entrepreneurs in Malaysia

This study examines the effects of the different types of entrepreneurial competencies on firm performance in ventures founded by women entrepreneurs in Malaysia. Focusing on the concept of entrepreneurial competencies incorporating competencies of analytical planning, innovation, enforcement/implementation, leadership, teamwork and networking, we tested the relationships between these different types of entrepreneurial competencies and firm performance using data collected from 117 women entrepreneurs in Malaysia. Our findings indicate that only enforcement/implementation and network competencies have significant effects on firm performance. In particular, we find that network competency firm performance. The paper sheds some light in relation to women’s entrepreneurship in emerging economies, and recommends further research that could assist policymakers in implementing more effective initiatives to encourage and develop women entrepreneurs for the success of the economy.

The core processes adopted for outsourcing HRM in Australia and its outcomes

Purpose The purpose of this paper is to discover the types of HR outsourcing processes employed by Australian organisations and their relationship to outsourcing outcomes. Design/methodology/approach This paper is based upon the results of a survey of medium to large Australian organisations. The survey data were analysed using quantitative analysis to extract the types of HR outsourcing processes, outcomes, and their relationship. Findings The analyses identified three types of HR outsourcing processes: screening and selecting, strategic fit, and managing and monitoring. The “strategic fit” process exhibited the strongest relationship to the HR outsourcing outcome followed by the “managing and monitoring” process. The “screening and selecting” did not correlate with HR outsourcing outcome. For each type of HR outsourcing process no correlation was found with the outsourced HR functions. It was found that the most important criteria for selecting an outsourced service provider were trustworthiness, reputation in the industry, cost structure, and history with the organisation. The least important criteria were the service provider’s financial position and cultural similarity with the organisation. Research limitations/implications The research design acquired information from a single participant from each organisation which may result in a one-dimensional view. In addition, the data were collected from Australian organisations limiting its generalisation globally. Environmental and political factors were not included in the study. Therefore, researchers are encouraged to consider the influence of these factors on the HR outsourcing process. Practical implications The discovered HR outsourcing processes, although different from the generic HR outsourcing model, can be used by organisations to outsource HR functions in a more efficient and effective manner within the Australian context. The research results also indicate the importance for service providers to develop a good reputation and establish trust. Originality/value This study is the first quantitative research that determines the specific HR outsourcing processes and how they related to the HR outsourcing outcome in medium to large Australian organisations. The identification of these process types is unique and useful in validating and refining HR outsourcing knowledge within the Australian context.