How to manage a recruitment process outsourcing relationship successfully within the non-profit sector - a case study of FUNSINCOPA
Author
Jira, Vivien
Term
4. Term
Publication year
2018
Abstract
Dette speciale undersøger, hvordan man succesfuldt kan lede et outsourcing-samarbejde om rekruttering (RPO) i nonprofitsektoren gennem et enkeltcase-studie af FUNSINCOPAs samarbejde med AIESEC. Baggrunden er den stigende udbredelse af HR‑outsourcing og begrænset viden om, hvad der skaber succes i sådanne relationer. Studiet kombinerer et tematisk litteraturreview med en kvalitativ casetilgang for at afprøve antagelsen om, at affektiv og fortsættelsesforpligtelse påvirker outsourcingens resultater, relationens varighed og outsourcingens hyppighed. Casen omhandler en lille panamansk musikuddannelses-NGO med få ansatte og begrænsede HR‑praksisser, som over fire år har anvendt AIESEC til at rekruttere kvalificerede frivillige. Med en kontekstuel, kvalitativ forskningsstrategi inddrager analysen interviews og etablerede rammer—det OLI (øklektiske) paradigme til at belyse make‑buy‑valget samt en model for ekstern organisatorisk commitment i HR‑outsourcing—og vurderer faktorer som specifikke investeringer, antal alternativer, kommunikation, omdømme, tilgængelighed og fælles værdier. Formålet er at identificere betingelser og ledelsespraksisser, der understøtter et effektivt RPO‑partnerskab, og at pege på forbedringsmuligheder. Konkrete empiriske resultater og endelige konklusioner fremgår ikke af det udvalgte tekstuddrag.
This thesis examines how to manage a recruitment process outsourcing (RPO) relationship successfully in the non-profit sector through a single-case study of FUNSINCOPA’s collaboration with AIESEC. Motivated by the growth of HR outsourcing and limited evidence on what drives relationship success, the study combines a thematic literature review with a qualitative case approach to test whether affective and continuance commitment shape outsourcing outcomes, relationship duration, and the frequency of outsourcing. The case involves a small Panamanian music education NGO with few employees and limited HR practices that has relied on AIESEC to recruit skilled volunteers over four years. Guided by a contextual, qualitative research design, the analysis draws on interviews and established frameworks—the OLI (eclectic) paradigm to situate the make–buy decision and a model of external organizational commitment in HR outsourcing—to assess factors such as specific investments, number of alternatives, communication, reputation, approachability, and shared values. The aim is to identify conditions and management practices that sustain an effective RPO partnership and suggest avenues for improvement. Specific empirical findings and final conclusions are not presented in the provided excerpt.
[This summary has been generated with the help of AI directly from the project (PDF)]
Documents