Development and test of a model of external organizational commitment in human resources outsourcing

Citation data:

Human Resource Management, ISSN: 0090-4848, Vol: 47, Issue: 3, Page: 559-579

Publication Year:
2008
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Repository URL:
http://ink.library.smu.edu.sg/lkcsb_research/5649; https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6648&context=lkcsb_research
DOI:
10.1002/hrm.20232
Author(s):
Lynn Perry Wooten; Filip Lievens; Wilfried De Corte
Publisher(s):
Wiley; Wiley: 24 months
Tags:
Psychology; Business, Management and Accounting; Lievens: Human resources outsourcing; external organizational commitment; shared values; trust;switching costs; Basic or Discovery Scholarship; Human Resources Management; Organizational Behavior and Theory; Organisational Behaviour and Human Resources
article description
Most prior outsourcing studies in the human resources domain have focused on the initial decision for outsourcing HR activities. Hence, little is known about HR managers' commitment to continue an already existing outsourcing relationship. This study constitutes a first step to increase our understanding of the factors related to the continuity of HR outsourcing relationships. We developed and tested a model of HR managers' (N = 186) commitment in outsourcing relationships. Affective commitment or the desire for the outsourcing relationship to continue was related to the depth and frequency of HR outsourcing. Conversely, continuance commitment, which refers to the constraints that keep the outsourcing relationship intact, was not related to the continuity of HR outsourcing. Finally, affective commitment was fostered by HR managers' perception that HR vendors shared the same values for managing people. © 2008 Wiley Periodicals, Inc.