Chapter 5 A Framework for the ComparativeAnalysis of HR Shared Services Models

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Advanced Series in Management

ISSN: 1877-6361
Series editor(s): Professor Miguel R. Olivas-Lujan and Dr Tanya Bondarouk

Subject Area: Management Science/Management Studies

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Document Information:
Title:	Chapter 5 A Framework for the ComparativeAnalysis of HR Shared Services Models
Author(s):	Tanya Bondarouk
Volume:	8 Editor(s): Tanya Bondarouk, Huub Ruël, Jan Kees Looise ISBN: 978-0-85724-973-9 eISBN: 978-0-85724-974-6
Citation:	Tanya Bondarouk (2011), Chapter 5 A Framework for the ComparativeAnalysis of HR Shared Services Models, in Tanya Bondarouk, Huub Ruël, Jan Kees Looise (ed.) Electronic HRM in Theory and Practice (Advanced Series in Management, Volume 8), Emerald Group Publishing Limited, pp.83-104
DOI:	10.1108/S1877-6361(2011)0000008009 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	While there is a growing body of research demonstrating that HR Shared Services can offer a value-creating structure for HRM within organizations, there remains considerable room for improving our understanding of it. The premise of this chapter is that the mixture of HR Shared Services outcomes leans on the diversity of the governance structures, which rest in turn on several contingency factors. This means that every HRM Shared Services Model (SSM) is unique in its structure, and thus the value proposition of every HRM SSM is unique. Therefore, instead of promoting a standard package of values expected from HR shared services, organizations should develop unique value propositions that are contingent on their unique governance structures.