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The Impact of Human Resource Management Strategy on Human Resource Outsourcing

Impak Strategi Pengurusan Sumber Manusia Terhadap Khidmat Sumber-Luar Sumber Manusia

Hasliza Abdul Halim & Norbani Che Ha

ABSTRACT
This study examines the extent to which different types of HRM strategy influence HR outsourcing. Six types of HRM strategy, namely: expansion, cost efficiency, quality conscious, commitment, conventional and employee development were employed to test their influence on HR outsourcing. The data was gathered from a survey questionnaire of 232 manufacturing organisations of which 113 organisations engaged with HR outsourcing. The findings suggest that organisations rely on outsourcing of training, recruitment, payroll and HRIS functions when they espouse expansion HRM strategy. Quality conscious HRM strategies are significantly related to the outsourcing of payroll and HRIS functions. In addition, cost efficiency is significantly related to outsourcing recruitment but in opposite direction. Commitment HRM strategy is significantly related to the outsourcing of training and payroll functions while conventional HRM strategy is associated only to outsourcing training functions. However, employee development HRM strategy is not related to any outsourcing activities.

ABSTRAK
Kajian ini bertujuan menilai sejauh mana jenis-jenis strategi pengurusan sumber manusia mempengaruhi penggunaan khidmat sumber luar bagi fungsi sumber manusia. Enam jenis strategi pengurusan sumber manusia dikenalpasti: perkembangan, kos efisien, kesedaran kualiti, komitmen, konvensional dan perkembangan pekerja. Sampel asal terdiri daripada 232 organisasi tetapi hanya 113 organisasi yang terlibat dalam penggunaan khimat sumber luar bagi fungsi-fungsi sumber manusia. Hasil kajian menunjukkan organisasi menggunakan khidmat sumber luar bagi fungsi latihan, pengambilan pekerja, payrol dan sistem informasi sumber manusia apabila organisasi mengguna pakai strategi perkembangan. Strategi kesedaran kualiti mempunyai pengaruh penting dalam menggunakan khidmat sumber luar bagi fungsi payrol dan sistem informasi sumber manusia. Selain itu kos efisien mempunyai pengaruh penting dalam menggunakan khidmat sumber luar untuk fungsi pemgambilan pekerja tetapi dalam berlainan arah. Strategi komitmen pula mempengaruhi khidmat sumber luar bagi fungsi latihan dan payrol manakala strategi komitmen berhubungkait dengan menggunakan khidmat sumber luar untuk fungsi latihan. Walau bagaimanapun, strategi perkembangan pekerja tidak mempunyai hubungkait dengan mana-mana fungsi sumber manusia untuk khidmat sumber luar.

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