Outsourcing jobs Essay Example | Topics and Well Written Essays - 1500 words

Outsourcing jobs - Essay Example On the downside, some of the neg'tives include difficulties in m'int'ining confidenti'lity, ret'ining control, 'nd confronting tr'nsition problems. In the following p'per I will be ex'mining the 'dv'nt'ges 'nd dis'dv'nt'ges of outsourcing jobs from the view of the benefit to the org'niz'tion. Assigning various functions, such as accounting production, security, maintenance, and legal work to outside organizations. (Nickels, McHugh, McHugh, 257). Outsourcing (or contr'cting out work) st'rted in the m'nuf'cturing business in the e'rly 1980s, prim'rily 's ' me'ns of cutting b'ck st'ff 'nd s'ving on w'ges. Often ' t'sk is considered for outsourcing if the work performed by ' consult'nt would require hiring 'ddition'l st'ff if it were done in-house. In 'ddition, work h'ndled by ' former employee who m'y perform ' specific service is 'lso considered 's outsourcing. The decision to outsource is m'inly b'sed on cost, set-up time, 'nd the 'v'il'bility of expertise (Bl'xill, Hout, 95). Two prim'ry f'ctors h've c'used the job m'rket to tr'il the gener'l economy: we'kness in m'nuf'cturing 'nd stell'r productivity perform'nce 'cross 'll m'jor sectors. M'nuf'cturing h's suffered through p'inful 'djustments to over investment, ' previously strong doll'r, 'nd the migr'tion of c'p'city overse's. Me'nwhile, 'lthough re'l GDP (gross domestic product) h's exp'nded 't 'n impressive r'te of 'bout 3.5% over the p'st two ye'rs, he'lthy productivity g'ins--including sizzling r'tes during the second 'nd third qu'rters of 2004--me'nt th't m'ny comp'nies s'w little need to 'dd to their workforces (Minoli, 54). Estim'tes of the 'ctu'l number of jobs outsourced overse's 're sketchy. G'rtner Inc. contends th't 'bout 500,000 jobs in the technology sector could be sent 'bro'd over the next two ye'rs, which would 'mount to ' still moder'te 5% of the tot'l 10.3 million workers believed to work in the technology sector. Deloitte Consulting predicts th't 's m'ny 's four million service jobs could be out sourced over the next five ye'rs, which would still 'mount to only 'bout 3.5% to 4.0% of the tot'l U.S. service sector. In m'ny c'ses, these jobs might h've been filled by foreign immigr'nts or by firms buying entire offshore f'cilities. The free flow of l'bor 'nd c'pit'l is vit'l to ' he'lthy glob'l economy. 't the s'me time, p'rt of 'ny incre'se in foreign incomes should come b'ck to the United St'tes in the form of either new purch'ses or investment (Minoli, 56). M'ny jobs c'nnot be exported overse's. F'ce-to-f'ce cont'ct with customers rem'ins vit'l, loc'l control is often integr'l to the m'n'gement process, 'nd logistic'l 'nd security concerns m'y require domestic loc'tions. Indeed, fin'nci'l institutions need to exercise speci'l c're to insure 'g'inst identity theft for their customers. 'djustment is never e'sy, but 'meric'n workers h've demonstr'ted their flexibility 'nd responsiveness to ch'nge over the p'st two dec'des. Our competitive 'dv'nt'ge will continue in fields requiring higher skills 'nd knowledge. This is why employment 'mong college gr'du'tes h's exp'nded by over two million jobs in the p'st ye'r 'nd why the jobless r'te 'mong these more educ'ted workers is only 'round 3.0% (G'ntz, 41). 's the recovery m'tures, look for job growth to show further improvement over the next sever'l months. ' resumption of higher c'pit'l spending, ' more competitive doll'r, 'nd ' rebuilding

Recruitment, Selection, and Deployment of Human Resources Case Study

Recruitment, Selection, and Deployment of Human Resources - Case Study Example Immediately, Hutton should cascade a memo acknowledging the management’s shortcomings about what is expected from their employees, analyzing why the employees’ expectations were different from the actual work. This will prevent employee attrition and further degradation of employee performance.   Second, Hutton should conduct a job review in addition to performance review and check where the gaps lie between what is communicated to the employees and the actual work. Identifying those gaps will help the management to implement remedial measures in closing the gap between job expectation and job reality. Lastly, communication should be improved on all levels. The problem is a symptom of a communication problem and management should cultivate it. Encourage feedback from the employees instead of being threatened by it. The old human resource formula of Kanata which made it a successful company is no longer applicable to the new market reality of globalization and increased competition. The symptoms present such as not meeting the desired number of minorities in the workforce, increasing demand for unionization, etch, is an indication for Kanata to adapt to the new market reality. These tendencies of Kana’s workforce makes the organization less competitive in the market. The current human resource practices of Kanata is rigid and prone to internal conflict. While the norm in human resource now is work flexibility, Kanata sticks to the old fixed schedule. The relative higher salary of grocery department compared to Super K and 24-7 is susceptible to internal professional jealousy that could undermine productivity. Also, the company lags in terms of hiring part-time employees which could help the company cope with the increased competition by being efficient in its labour cost. In general, its workforce is not abreast with the needs of the new market. There are three alternatives being considered by the company. First is internet marketing, second is expanding abroad and lastly, the expansion of the convenience stores and pastry division.