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Showing posts with label outsourcing. Show all posts
Showing posts with label outsourcing. Show all posts

Tuesday, April 1, 2014

OUTSOURCING INFORMATION SYSTEMS


If a firm does not want to use its own internal resources to build and operate information systems, it can hire an external organization that specializes in providing these services to do the work. The process of turning over an organization’s computer central operations, telecommunications networks, or applications development to external vendors of these services is called outsourcing.

Outsourcing information system is not a new phenomenon. Outsourcing options have existed since the dawn of data processing. As early as 1963, Petrot’s Electronic Data Systems (EDS) handled data processing services for Frito-Lay and Blue Cross. Activities such as software programming, operation of large computers, time-sharing and purchase of packaged software have to some extent been outsourced since the 1960s. 

Because information systems play such a large role in contemporary organizations, information technology now accounts for about half of most large firms’ capital expenditure. In firms where the cost of information systems function has risen rapidly, managers are seeking ways to control those costs and are treating information technology as a capital investment instead of an operating cost of the firm. One option for controlling these costs is to outsource. 

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Wednesday, October 1, 2008

Job Analysis & Design, Recruitment, Selection, Outsourcing

Explain the process of job analysis and job design. Discuss different functions related to recruitment, selection and outsourcing in your organization or any organization you are familiar with.


JOB ANALYSIS :

Job analysis is the fundamental process that forms the basis of all human resource activities. In its simplest terms, job analysis is a systematic process for gathering, documenting and analyzing data about the work required for a job. The data collected in a job analysis, and reflected through a job description, includes a description of the context and principal duties of the job, and information about the skills, responsibilities, mental models and techniques for job analysis. These include the Position Analysis, Questionnaires, which focuses on generalized human behavior and interviews, task inventories, fundamental job analysis and the job element method.

The United States Govt’s Union Guidelines on Employees Selection Procedure (1978) and the American Psychological Association’s principles for the validation and use of personnel selection procedure stipulates that job analysis is essential to valediction of any and all major human resource activities.

A job analysis provides an objective picture of the job, not the person performing the job, and as such, provides fundamental information to support all subsequent and related HR activities, such as recruitment, training, development, performance management and succession planning.

Uses of Job Analysis:

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