Title: Human resource outsourcing and organisational learning: an industry-level investigation from Ghana
Authors: Samuel Howard Quartey; Edwina Howard Quartey
Addresses: Central Business School, Department of Human Resource Management, Central University, P.O. Box 2305, Tema, Ghana ' National Film and Television Institute, NAFTI, Kakramadu Road, Cantonment – Accra, Private Mail Bag, Ghana
Abstract: To understand the influence of human resource (HR) outsourcing on organisational learning (OL), it is particularly important to incorporate two almost forgotten perspectives: human resource outsourcing (HRO) as symptomatic of inter-organisational learning and social capital as the basis for the connection between HRO and organisational learning. This paper sought to assess the influence of HRO on organisational learning. The reasons for HRO were also determined. The findings from this paper confirmed the assumption about the link between HRO and organisational learning, showing that indeed HRO positively influences organisational learning. Thus, contrarily arguments were weakened. The findings presented in this paper have a wider use as this issue has received many doubts among practitioners, academics and industries. From our empirical findings, HRO should be considered as a mode of organisational learning where knowledge is best exchanged.
Keywords: HRO; human resource outsourcing; organisational learning; social capital; managers; outsourcing organisations; external HR service providers; domestic airline industry; Ghana; Africa.
International Journal of Knowledge and Learning, 2016 Vol.11 No.4, pp.232 - 247
Available online: 20 Jun 2017 *Full-text access for editors Access for subscribers Purchase this article Comment on this article