Postgraduate Course: HR Issues in Outsourcing (CMSE11283)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Available to all students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | Outsourcing is fast becoming one of the hottest trends in business in the 21st century. Even with global economic slowdown, the field of Human Resource Outsourcing is leading the way as the most sought after strategy for managing the human resources infrastructure and processes in organisations. The objective of this course therefore is to provide a comprehensive view of Human Resource Outsourcing (HRO) covering the major aspects involved in designing and deploying an outsourcing plan. |
| Course description |
The course aims to cover topics ranging from defining an HR strategic vision, developing an HRO business plan, and redesigning the organisation in order to deploy new business processes and transitioning to a new delivery model as well as managing people and change post outsourcing. It also provides an overview of regional HR outsourcing trends within Europe, Latin America and Asia Pacific. Finally to ensure a balanced perspective the course also includes discussions on the case ¿against¿ outsourcing and why outsourcing may not always be the best approach for organisations.
Syllabus
Creating an Integrated HR Business Process Outsourcing Model
-The What, Why and Why Not of HR Outsourcing
-Organisation and Structure: Managing Human Resources in an Outsourced Environment
-Whole Change Thinking: Appreciating the Full Effects of HR Outsourcing on People and Culture
-Process and Deployment: Building an Human Resource Outsourcing (HRO) Operating Model
-HR Outsourcing in Europe, Asia Pacific and Latin America: Facts, Complexities and the Future
-Additional Considerations: Strategic and Hidden Costs, Steps to Success and Critical Success Factors for HRO
-Outsourcing and the Future of HR
Student Learning Experience
The sessions are a mix of formal lectures, interactive discussions and case study analysis.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Information for Visiting Students
| Pre-requisites | None |
| High Demand Course? |
Yes |
Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Other Study Hours 127,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
0 )
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| Additional Information (Learning and Teaching) |
Preparatory reading - 47hours, Research/Writing up - 50hours, Exam Revision - 30 hours
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| Assessment (Further Info) |
Written Exam
60 %,
Coursework
40 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Coursework - 40%
Written Exam - 60% |
| Feedback |
All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course. Such feedback may be at course or programme level, but must include input of relevance to each course in the latter case. |
| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
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| Main Exam Diet S2 (April/May) | HR Issues in Outsourcing (CMSE11283) | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
- Understand and critically discuss the various debates surrounding the outsourcing phenomenon.
- Appreciate and critically evaluate the market and industry forces reshaping the modern corporate human resources organisation and the importance of an integrated sourcing approach.
- Provide guidance on how to think about the what, why and why not of outsourcing.
- Recognise the threshold question for evaluating the business rationale for outsourcing.
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Reading List
Key texts:
Cook, M.F. (1999). Outsourcing Human Resource Functions: Strategies for Providing Enhanced HR Services at Lower Costs. New York: AMA-COM.
Lawler, E.E., Ulrich, D., Fitz-enz, J., Madden, J., and Maruca, R. (2004). Human Resources Business Process Outsourcing: Transforming How HR Gets Its Work Done. San Francisco: Jossey-Bass. |
Additional Information
| Graduate Attributes and Skills |
Intellectual skills
-Develop a broad range of additional considerations (factual and theoretical) with counter arguments for and against outsourcing including the role and impact of outsourcing on HR activities.
-Provided critical review and evaluation in written work.
-Have the confidence to challenge contrary viewpoints.
Professional/subject-specific/practical skills
- Understand the reasons why organisations change the structure and location of HR service provision by analysing the changing context of HR outsourcing.
- Critically evaluate different models of HR service delivery available to contemporary organisations.
- Critically discuss the reasons for measuring the impact of HR outsourcing and the measurement indicators used.
- Understand the facts, complexities and the future of HR outsourcing within Europe, Asia Pacific and Latin America
Transferable skills
-Be able to competently communicate and exchange ideas in both large and small group settings.
- e able to critically evaluate evidence and present a balanced argument.
-Be able to plan, organise and prioritise work effectively.
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| Keywords | Not entered |
Contacts
| Course organiser | Ms Charmi Patel
Tel: (0131 6)50 8069
Email: Charmi.Patel@ed.ac.uk |
Course secretary | Mr Peter Newcombe
Tel: (0131 6)51 3013
Email: Peter.Newcombe@ed.ac.uk |
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