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Managing the outsourced workforce: strategic challenges for human resource management
Author(s) -
Hiltrop Jean M.,
Jenster Per V.,
Martens Herna
Publication year - 2001
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.562
Subject(s) - outsourcing , staffing , flexibility (engineering) , workforce , business , closing (real estate) , human resources , human resource management , marketing , operations management , core (optical fiber) , management , economics , finance , computer science , economic growth , telecommunications
For most of the twentieth century, the number of tasks and levels in large organizations grew incrementally, adding new job and career opportunities to full‐time employees. In recent years this pattern has fundamentally changed. Global developments, both technological and economic, have led to many organizations cutting back their operations, closing facilities or outsourcing non‐core activities to specialist providers. As we move further into the twenty‐first century, we can realistically expect that the need for cost reduction, speed and flexibility will become even greater, leading organizations to reduce the number of full‐time employees. As labour markets are becoming tighter and supply‐driven, finding qualified staff will become more difficult and companies will increasingly have to depend on temporary staff and other types of non‐permanent employees to meet their staffing requirements. Copyright © 2001 John Wiley & Sons, Ltd.