Essay on Lack of Employee Satisfaction & Engagement in Outsourcing HR Functions

There is a lack of responsibility when a firm has a core value of rewarding top performance and respecting the employees when human resource functions are outsourced. The employees by the organization outsourcing are not given very high value for the businesses but perform rational resource functions; therefore, there is a lack of employee satisfaction. Companies have crucial advantages when organizations show commitment and engage their employees. Employee satisfaction and engagement lower turnover of the employees and increases productivity; thus, organizations invest in practices and policies toward them in their workforces. Common social issues emerge by organizations showing distinct definitions of engagement and using outsourced human resource management. Social aspects include the pride of employees and satisfaction to the extent that they believe in what they work for and enjoy with the perception of what they bring to the table as their employer values. The employees, as a result, are not content with the human resource functions of organizations, and the establishments lack the commitment to its workers.

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The higher the employee engagement, the more likelihood of excellence in job performance, and it gives them a chance to go the extra mile. Employee's commitment to their organizations creates more opportunities to stay with the establishment because of more engagement. Involvement and participation for organizations can translate it into valuable a business and help reap workforce benefits at the organization. Most establishments believe that they have to look at cost and efficiency control to compete globally rather than growth in revenue. They rely upon more outside service providers for activities; for instance, outsourcing human resource management seeks to increase in the global marketplace and enhance competitive positions by cut costs as the extra business core (Engardio et al., 2006). Outsourcing human resource management makes them take responsibilities that traditionally should remain as in-house such as internal quality initiatives, business investment, and corporate strategy. Outsourcing lacks commitment by changing the labor force globally, changes employment patterns, and affects the individualization of employees to their organizations. Increased productivity is among the leading cause of manufacturing job losses and may result in downsizing. Many United States companies have announced a reduction to their workforce, for instance, Avago Technologies and Harley-Davidson as part of their program for outsourcing (Outlay & Ranganathan, 2005). Outsourcing shows a lack of commitment not only on the loss of capital and unemployment but also it deteriorates the morale of employees.

Outsourcing has a negative change because it creates dissatisfaction and has minimal job security, therefore, increasing the likelihood of new employees to leave their positions. There is a change of organizational design, control, and nature of work with promotions and raises of top-performing employees. Outsourcing human resource management exasperates a performance level that is unacceptable because lower performance employees are not noticed, inspiring additional outsourcing (Roberts, 2005). Continual of outsourcing strategy gradually decline the work group's level of participation and begins a feeling of insignificance for employees who are not rewarded. A level of stress and anxiety can rise, making those affected have the idea of leaving the organization than satisfied colleagues. There should be reaction considerations in outsourcing programs by employees who participate in because of survival syndrome. The syndrome is a result of workforce reduction and downsizing marked by a decrease in engagement and commitment by the organization with the use of outsourcing programs. It entails subsequent behavioral responses with a complicated psychological process feeling of unfairness, insecurity, grief, anger, and fear, whereby this can lead to high turnover. The unwritten agreement in an organization among employees and their employers the psychological contract is in violation by outsourcing human resource management, in which employers should offer stability and job security at the interchange for commitment and loyalty. Unless there is an address of outsourcing HR management with an effective retention strategy, there will be further confusion and stress leading to loss of commitment by firms.

Human resource management and Christian scripture offer a faith-based perspective needed for both line and management of organizations using the framework of leadership. A text in the Bible explains the need to continue to hold on and not give up, it states, "and let us not grow weary of doing good, for in due season we will reap if we do not give up" Galatians 6:9. Many establishments survive the strategy of outsourcing by showing commitment through persistence and firm hold on what they try to accomplish. Organizations showing commitment through the engagement of employees will cause a rise in performance and turn business around. Galatians 6:9 focuses on the treatment of one another as Christians through God's spirit and power, which should be the case for human resource management. Organizations should commit to rewarding all employees since everyone has put effort and work as a team to perform well. The bible verse restores gentleness and humility to those caught in a sin, and they should be assisted in carrying each other's burdens and not outsource everything. There is the requirement to keep doing well with a commitment since we reap what was planted.

Outsourcing human resource management lacks commitment by workers getting tired of what it does to them. In the Christian worldview, there should be no limit to believers in doing well for one another, proving commitment is as a team effort and rewards should generate for every participant. The verse is a letter from Paul that creates faith matters and affirms the need for firms to have faith in their employees by not outsourcing. Organizations cannot work alone, and this can lead to decay or collapse of the firm in reliance on their power. Paul argues for doing good and not get tired, especially in situations of doubt. Firms that are outsourcing HR management rewards top performance lacking consistency and belief on the others at a lower level, therefore, causing them to require freedom in the organization and the establishment with them. Christian believers are allowed by God to succeed in investment by doing good matters internally and externally to bear fruit.

Conclusion

There is a lack of commitment by a firm Outsourcing its human resource management because of no engagement in employers and employees. In competitive positioning, firms can utilize a useful tool of outsourcing by the realization that people are the business. Nevertheless, they are not straightforward to develop and support, therefore not the solution for universal organizational problems. It requires commitment and time for the implementation of this complex task for enormous payoffs. Implementing effective human resource strategies tied to outsourcing programs will improve performance, customer satisfaction, quality, and productivity.

References

Engardio, P., Arndt, M., & Foust, D. (2006). The Future of Outsourcing: How its transforming whole industries and changing the way we work. Business Week, 30.

Outlay, C. N., & Ranganathan, C. (2005). Exploring the downside of IT outsourcing: Outsourcing tactics, layoffs, and organizational outcomes. AMCIS 2005 Proceedings, 418.

Roberts, C. R. (2005). Outsourcing after-effects. Washington Times. Retrieved from http://www.washingtontimes.com