Evaluating the human resource shared services model: Evidence from the NHS

Redman, T.; Snape, E.; Wass, J.; Hamilton, P.

Abstract

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.

Citation

Redman, T., Snape, E., Wass, J., & Hamilton, P. (2007). Evaluating the human resource shared services model: Evidence from the NHS. The International Journal of Human Resource Management, 18(8), 1486-1506. https://doi.org/10.1080/09585190701502612

• Journal Article Type: Article
• Publication Date: Aug 1, 2007
• Deposit Date: Aug 21, 2008
• Journal: International Journal of Human Resource Management
• Print ISSN: 0958-5192
• Electronic ISSN: 1466-4399
• Publisher: Taylor and Francis Group
• Peer Reviewed: Peer Reviewed
• Volume: 18
• Issue: 8
• Pages: 1486-1506
• DOI: https://doi.org/10.1080/09585190701502612
• Keywords: Shared services, HR organization, National Health Service.
• Public URL: https://durham-repository.worktribe.com/output/1560940