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Evaluating the human resource shared services model: Evidence from the NHS

Redman, T.; Snape, E.; Wass, J.; Hamilton, P.

Authors

T. Redman

J. Wass



Abstract

This paper examines the shared service model of organizing the human resource management function. It reports the results from a study of the introduction of human resource shared services (HRSS) in four NHS organizations. Findings suggest that the HRSS model has a number of advantages for organizations but that it has difficulty addressing the transformational HR agenda. In contrast, with the exception of a small cadre of staff, there is few advantages for HR employees themselves in HRSS systems. We suggest that the apparent neglect of the work experience of HR staff under HRSS models may significantly undermine the potential for its wider successful implementation.

Citation

Redman, T., Snape, E., Wass, J., & Hamilton, P. (2007). Evaluating the human resource shared services model: Evidence from the NHS. The International Journal of Human Resource Management, 18(8), 1486-1506. https://doi.org/10.1080/09585190701502612

Journal Article Type Article
Publication Date Aug 1, 2007
Deposit Date Aug 21, 2008
Journal International Journal of Human Resource Management
Print ISSN 0958-5192
Electronic ISSN 1466-4399
Publisher Taylor and Francis Group
Peer Reviewed Peer Reviewed
Volume 18
Issue 8
Pages 1486-1506
DOI https://doi.org/10.1080/09585190701502612
Keywords Shared services, HR organization, National Health Service.
Public URL https://durham-repository.worktribe.com/output/1560940

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