An Improved Decision-making Model of Human Resource Outsourcing Based on Internet Collaboration

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1 International Journal of Hybrid Inforation Technology, pp An Iproved Decision-aking Model of Huan Resource Outsourcing Based on Internet Collaboration Shuxia Wang School of Manageent Engineering, Suzhou University, Suzhou city, Anhui province, , China Abstract With the developent of inforation and counications technology (ICT), this new technology has brought new challenges and opportunities to enterprises. Huan resource outsourcing platfor is a syste fraework based on internet, and it has facilitated the expansion of enterprises by foring and supporting the organization structure. In this paper, we proposed a huan resource syste based on internet collaborative, and analyze the huan resource outsourcing strategy by using decision-aking odel. The result shows that the evaluation index syste of HRO odel can be divided into five parts as strategic factor, anageent factor, cost factor, technical factor and service factor. Also, in the three outsourcing service odel, the recruitent outsourcing has the highest score as 7.6.It shows that recruitent outsourcing can iprove the work efficiency in huan resources departent. On this basis, we put forward relevant policy suggestions. Keywords: Huan Resource Outsourcing; Internet Collaboration; Risk Manageent; Decision-aking Model 1. Introduction With the developent of inforation and counications technology (ICT), this new technology has brought enterprises any new challenges and opportunities, in ters of copetition, business odels and patterns. In a new world with high degree of disseination of inforation, production of a highly developed, the traditional copetitive strategy based on the cost leading or difference has highlighted shortcoings [1]. The supply of highly developed, the slow growth of aggregate deand situation, the deand for personalized and custoized will naturally occur. Thus, long tail phenoenon has created countless arket segents based on networked and inforationlized channels. Personalized deand, supply personalized, and value innovation need an innovative Blue Sea strategy. The execution of this innovative strategy need the effective ipleentation of an on-deand, networked and ore flexible collaborative huanresources syste; at the sae tie, the developent of ICT supports the ipleent of such HRMS [2]. China has becoe the center of the global econoy, whether it is for foreign investent or foreign investent, China's econoy has been involved in global copetition, including personnel and wherewithal to copetition. In order to succeed in the global copetition, we need innovation enterprise strategy and strategic huan resources anageent. It s necessary for the enterprises to win the talent advantage, especially high-end talent due to the down-regulation of the econoy, which is expected to increase the likelihood of corporate layoffs and the increasingly intense copetition in the 21st century [3]. As for huan resources anageent, this is paradox of the special needs of a higher deand. Huan resources anageent needs to provide the enterprise strategic anageent ore support to help enterprises establish core copetitiveness. In addition, the aggravation of Chinese aging population weakens the advantage of ISSN: IJHIT Copyright c 2016 SERSC

2 International Journal of Hybrid Inforation Technology personnel, which ake the increase in labor costs inevitable. In the context of the ties, to ake enterprises aintain the ipetus, the huan resources departent needs to continue to hunt the talented people and iprove the anageent syste in order to save costs, which requires liberation fro the tedious clerical work. Huan resources outsourcing has becoe the general trend of the drive. Considering a growing nuber of copanies choose the outsourcing of huan resources at the sae tie, we cannot ignore the huan resources outsourcing is not a panacea, and not all corporate huan resources outsourcing can achieve the desired results. There are any reasons of its failure or ineffective. One iportant reason is that the decision-aking odel is iperfect decision-aking odel is the lack of effective cost and benefit analysis in decision aking. 2. Literature Review 2.1. Internet Collaboration of HRM Internet collaborative of huan resource anageent syste is based on cooperative theory and odel, by using the inforation syste of the internet. In the expansion of the enterprise value chain and internal organization and anageent level, decoposition of huan resource anageent for collaboration in two directions, to proote the success of the high perforance of eployees, foring the copetitive advantage of enterprises, to support and achieve the strategic goals of the organization. It is based on a syste fraework of the Internet, because the Internet has facilitated the expansion of enterprises to for and support the organization structure. It is based on the theory of collaboration and the full use of inforation and networking technology collaboration. Hussain (2007) pointed out four general population odels as chance, acuity, interest and leader [4]. Cooperation pattern and technology for groups and organizations change to proote the role of, a lot of electronic interaction based on eerging, new cooperation echanis to the organization structure and the behavior of the individual and interactive have farreaching influence.tohidi (2011) proposed the concept of collaborative arketing, collaborative sales, collaborative innovation, collaborative design, collaborative counication and other concepts [5].For large-scale collaboration, Spencer (1993) is considered as the core idea of Web 2 new econoic era. He believes that there are three types of the wisdo of the asses: cognition, such as arket evaluation. It is not easy to affected by political factors; coordinated behavior, such as the use of the optiization of the restaurant, traffic congestion avoid collision and so on; collaboration, that is, in the trust network, but there is no central control group, people can do very good [6]. Metin (2010) ake discussion of future work. He pointed out that due to the trend of inforation technology and globalization, the future of the organization will be ore perforance for decentralized structure, and by "value for center of technology driven [7]. Coand control anageent will turn to collaborative and require ore eerging and dynaic skills; and the person will serve as the center of the business. Discusses in the flat world of how to learning and innovation, during which relates to the proble in the new world of copetition "huan resources supply chain, network organization structure and collaborative learning characteristics of enterprise intellectual capital and perforance relationship driven, and fro IBM's research also shows that, enterprise huan resources anageent should be developed new learning echanis, channel, curriculu, to play a ore strategic role Huan Resource Outsourcing (HRO) The function of huan resource anageent, transactional activities accounted for the vast ajority of, such as recruitent, training, social insurance and personnel file anageent, these activities deal with relatively cubersoe, tie and energy 340 Copyright c 2016 SERSC

3 International Journal of Hybrid Inforation Technology consuption, to create the core copetitiveness of enterprises is of little significance, but it consues ost of the huan resources departent staff, these business activities exist to provide the possibility for the existence and developent of huan resources outsourcing. With the advantages of outsourcing will continue to appear, huan resources outsourcing (HRO, the sae below) as a reduce enterprise cost and iprove the core copetitiveness of one of the effective ways and in 20 century 90's first developed in the United States and other developed capitalist countries. Using huan resources professional institutions can save enterprise huan resources activities tie and increase the efficiency of the enterprise huan resources anageent, at the sae tie, the enterprise can concentrate anpower on the strategic research and the core copetitiveness of the building, HRO becoe the trend of the ties. Outsourcing HRO is refers to the enterprise according to their own needs a one or a few of the huan resource anageent outsourcing work out, ake by other professional enterprise or organization for anageent, to low labor costs, to achieve axiu efficiency. In the aspect of huan resource outsourcing, soe scholars classify the HRO function according to the nature of the nature, so as to classify it into different types. Brian (2001) considered that the outsourcing of huan resource function is ainly about four kinds of outsourcing, naely, coprehensive, transactional, capital and acquisition [8]. Therefore, huan resources outsourcing of functions divided into four kinds: such as huan resources planning, staff perforance appraisal and evaluation for coprehensive outsourcing; salary payent is based on the transaction of outsourcing; staff training, professional title prootion is nature of huan capital prootion activities, staff recruitent and selection is to obtain the outsourcing activities. Klaas and Gainey (1999) also carried out the division of huan resources outsourcing, naely, the general HRO, transactional HRO, huan resource investent, recruitent and selection of four kinds of [9]. In the aspect of huan resources outsourcing otivations, scholars fro different angles of econoy, politics and enterprise of research the otivation of HRO in the enterprise, fro the perspective of their own research accounted for the vast ajority, ainly concentrated in reducing the cost of huan resources, and enhance the core copetitiveness of enterprises. Jenster(1999) pointed out that affecting the huan resources outsourcing factors reduce the operational cost of huan resources, iprove the focus of attention of the enterprise business, enhance the enterprise internal anageent control and can share with suppliers for developent strategy [10]. David (1997) consider that the cost advantage of HRO, ore appropriate allocation of tie, fro the ore convenient channels obtained leading technology, and finally let huan resource outsourcing service providers by siple providers into the organization's strategic partner [11]. In addition, Jaes (2013) pointed out HRO reason ainly has the following several,, naely, econoy, technology, talent and political factors [12].Greer (1999) pointed out that whether the enterprise of HRO driving factors has five, respectively, whether to need to strealine the corporate anageent syste, whether the enterprise is in rapid growth or recession, the pace of globalization is accelerated, copetition is intensified and enterprise whether need to recreate, and in the fundaental factors behind the copetition factors is lower costs and increase huan resources service quality. With the advantages of HRO research, scholars started to pay attention to the outsourcing in bring various benefits at the sae tie is also accopanied by risks. These risks sued up including transaction risk, conversion risk, quality risk and supervision risk. Gilley (2004) argues that the outsourcing can for the enterprise cost savings, iprove the copetition status and work efficiency, eliinate the risk, in addition to HRO ay also bring the transaction cost rise, and affect the value of the copany and the other fro the supplier risk [14]. Maureen (2014) ake suary of HRO risk includes loss to enhance their own huan resources skills opportunity loss to enhance skills related to opportunity, the foreign contractor produced dependence and lose control of risk [15]. Copyright c 2016 SERSC 341

4 International Journal of Hybrid Inforation Technology Lever (1997) pointed out that huan resource outsourcing ay produce two risks: one is enterprise in outsourcing subcontractors over reliance on, another risk is the huan resources outsourcing business efficiency and quality of work did not achieve the original expectations of enterprise, thus fundaentally shadow ring to the overall efficiency of enterprises [16]. 3. Decision-aking Model of HRO In nuerous can carry out the outsourcing service odel choice in practice, the choice of enterprises on the HRO odel of cognitive bias, ost enterprises rely on subjective experience or is the outsourcing decision of copycat industry peers to judge and choose outsourcing odel. The abuse of these outsourcing choices has brought a great uncertainty and potential risk to the developent of outsourcing decision-aking. In this paper, we in view of the enterprise should be how scientific evaluation and reasonable choice of suitable for its own developent outsourcing odel the objective, through the establishent of a set of effective huan resource outsourcing ode selection of a ultilevel evaluation index syste, and coprehensive expert opinion ethod and entropy ethod to deterine the index weight, thus foring coprehensive outsourcing decisionaking odel to guide the enterprise outsourcing ode selection decision Entropy Method Inforation entropy reflects the degree of disorder of inforation.. It can reflect the degree of the inforation of the index in the process of evaluation, and the degree of the ipact of the index on the evaluation results. The greater entropy indicates a higher degree of disorder of inforation, the inforation entropy of the utility value of the saller. The first application of entropy function in statistical physics, in the icroscopic point of view, it is assued that the syste entropy can be fro the olecular arrangeent of the statistics obtained. According to the Boltzann entropy forula as: E k ln (1) In forula 1, k is the Boltzann constant, is the arrangeent of olecules in the syste. n1 n2 n n! n! n! 1 2 ni!! i1 n! n! n According to the forula 1, it is concluded that entropy of the syste: E k i1 So that, the unit entropy in syste is: n 1 n1 n2 n ln ( n ln n ln n i 1 2! ln i n 1 2 E n1 n2 n e k ln n 1 ln n 2 ln n i (4) ni ni ni ni i1 i1 i1 i1 Unit entropy function of the syste can be obtained: (2) ) (3) 342 Copyright c 2016 SERSC

5 International Journal of Hybrid Inforation Technology e y i i1 y k ln i (5) In the process of the calculation of inforation entropy, constant K is related to syste saple, according to the inforation entropy of disorder liit value as e=1 can be concluded that when k = (ln ) The Selection Principle of Index Syste Evaluation index syste of huan resources outsourcing pattern choice, the iportance of the each indicator should be closely related to enterprise requireents. The coplexity of the outsourcing decision is that every index in the process of decision aking requires careful consideration, to ensure the scientific and reasonable evaluation result, the first index selection criterion is particularly iportant. In order to ake the selected indicators can be coprehensive, syste, objective and true reflect huan resource outsourcing decision-aking of the project, when set up evaluation index ainly follow the principle of the following aspects: a) Coprehensive systeic principle: the selection of indicators has to fully reflect the current enterprise anageent status, joint enterprise business philosophy, and coply with all aspects of enterprise developent strategy target. b) Siple science and principle: the set of index syste has certain liitations, so 20% of the index to reflect the influence of enterprise huan resources outsourcing project decision-aking factors of 80%, to ensure index set up a scientific and concise. c) Consistency principle: indicators set to have a certain logical rigor, prevent conflict between indicators. d) Cobination of qualitative and quantitative principle: in the process of the index set, will fully allocated proportion of qualitative indexes and quantitative indexes, coprehensive and balanced set of qualitative and quantitative indicators, prevent evaluation index is easured according to the qualitative or quantitative point of view, only guarantee the index set is scientific Establishent of Evaluation Index Syste Through cobing the existing related inforation, as well as the coprehensive decision-aking influence factors and cobining the research of the otives of outsourcing as a result, the sall and ediu-sized enterprises in our set selection and index syste of enterprise huan resources outsourcing ode choice, for we will be divided into strategic level classification index factor, anageent factor, cost factors, technical factors, factors of outsourcing service providers have five categories of the final coprehensive evaluation. In order to ake the evaluation ore reasonable scientific process, the evaluation results ore accurate, on the basis of the theoretical foundation of the enterprise huan resources outsourcing decision-aking odel, we will again any secondary refining the five levels of classification index into a single index, evaluation indexes and evaluation standards at all levels can be shown in table 1. Table 1. Evaluation Index Syste of HRO Model Level indicators Secondary indicators Judgent standard Strengthen the core copetitiveness of the Strategic factors Core copetence A1 enterprises 1 Business risk A2 The lower the risk of enterprise anageent Manageent Manageent resources Ease enterprises shortage of resources and Copyright c 2016 SERSC 343

6 International Journal of Hybrid Inforation Technology factors2 A3 technology Talent allocation A4 Advantageous to the talent of professional configuration Counication A5 Conducive to counication between the organization Cost factor3 Fixed cost A6 Can reduce the enterprise HRM fixed costs Operating cost A7 Reduce the non-core business investent Technical Manageent tool A8 Acquire advanced technology factors4 Knowledge A9 Obtain the latest anageent knowledge Service quality A10 Service standards and tiely service Service Service charge A11 Service price is low, cost-effective factor5 Service quality A12 Service personnel quality is high 3.4. Calculation of Index Weight Assue the nuber of classification index is K, the nuber single index as n, for the saple, then the alternative plan as i, reflecting the single index value atrix coposed of design as the initial atrix as X, can be shown as: X x11 x21 x1 x x x x1 n x 2n xn X represents the evaluation value of saple i and indicator j. In the initial atrix, for each individual evaluation indicators, criteria of reference index syste, we are in the process of specific evaluation, index score for a 10-point scale, by experts to use their knowledge, experience, inforation and values of each single index to assess the one by one. When the actual statistical score take arithetic average of the expert scoring for single paraeter's final score values, included in the initial evaluation atrix. The initialization atrix standardizing: p The classification index K, entropy value of j a single paraeter: e j k i1 P X i1 X (7) 1 i1 (6) P ln ln P ln (8) The first indicators of inforation utility value depend on the index of inforation entropy and the difference of 1, as: h 1 (9) j e j P The entropy weight indicators for the j as: D j h i1 j h j (10) 344 Copyright c 2016 SERSC

7 International Journal of Hybrid Inforation Technology According to the additively of entropy, we first set up under the case of a saple I first the entropy value of classification index W k, according to the steps in front of us the utility value of each classification index h j, ake the utility value of classification index H k, the classification of the lower structure index utility value suation respectively, and then each level classification index for utility value, the corresponding first class classification index weights for K: H k W k 5 (11) k 1 Because it has already been calculated the weight of each classification index and single index, when calculating the coprehensive evaluation value, the expert scoring the initial value of atrix and weighted index weight, it can be concluded that the coprehensive score as: H k f i 5 k 1 w n k j1 D j X (12) 4. Epirical Analysis 4.1. Questionnaire Investigation In order to understand the present situation of huan resource anageent and the enterprises, the ajor issues of outsourcing anageent 20 copanies in Suzhou city, the author of this paper has carried on the detailed analysis of the actual survey. Soe of the 20 copanies engaged in huan resource anageent outsourcing. The investigation is ainly aied at the huan resources anageent departent in the saple, the anager and assistant, and the staff of huan resources departent. The purpose is to find the current situation of the enterprise in the huan resource anageent outsourcing decision and engaged in outsourcing anageent difficulties. In enterprise huan resources anageent present situation investigation, our ain purpose is to clear the enterprise the present situation of huan resource anageent. After analysis of the current enterprise, it shows necessity of the ipleentation of huan resources outsourcing. We ainly aied at the enterprise huan resources anageent strategy, personnel anageent specialist tissue, enterprise recruitent, copensation design, perforance appraisal five aspects to investigate. Huan resource anageent focuses on investigation of current situation of enterprise huan resources anageent strategy idea, anageent talent, enterprise organization structure, HRM network inforatization degree, a total of four aspects. Aied at investigating the situation of enterprise huan resources outsourcing decision, we ainly use the situation in view of the enterprise huan resources outsourcing, the otives of outsourcing, outsourcing project choice, enterprises to adopt or avoid the difficulty of outsourcing, outsourcing risk factors for a total of five aspects to investigate. In the for of questionnaire as online survey and field distributed, and been send to HR departent of sall enterprises. Because the subjects for the sall and ediu-sized enterprise HR personnel and a line of the project anager, the relatively sall saple size, a total of 200 questionnaires, recycling, 176, and 148 valid questionnaires. The recovery rate of valid questionnaire is 74%. Fro the point of enterprise property, copanies surveyed the vast ajority of private enterprises, private enterprise nuber only with the private enterprises, foreign enterprises less two. Fro a nuber of copanies surveyed the huan resources departent, the following 5 people accounted for 26.7%, ore than 15 people accounted for only 20%, the vast ajority of the nuber of enterprise huan Copyright c 2016 SERSC 345

8 International Journal of Hybrid Inforation Technology resources departent for 5 to 15 people, accounts for about 53.3% of the proportion of the saple. Specific statistics see table 2. Table 2. Statistics Analysis of Questionnaire Saples Option Attribute Nuber Proportion Private enterprise 9 60 Enterprise for State-owned enterprise 6 40 Less than Nuber of 5-15 person people in HR More than In view of the huan resources anageent present situation of enterprise's survey, we found that according to the content of the questionnaire, there are 6 copanies which have no specific huan resources departent, the other eight with incoplete or independent of the personnel departent. Nuber of copany personnel engaged in huan resources anageent, according to statistics, ainly concentrated in the 5-15 people. Executives of the iportance of huan resources according to the survey, ost of sall and ediu-sized enterprise only 54% of surveyed, head of the business enterprise personal anageent often participate in the enterprise strategy in the decision-aking process; the questionnaire survey of executives about the iportance of huan resource anageent is not high. In the surveyed enterprises, the copany eployees knowledge level of huan resource anageent departent according to the survey, the copany eployees the average degree of bachelor degree or above, in the inority enterprise huan resource anageent departent staff of an average of record of foral schooling of three-year institution of higher education Result of Expert Score Enterprise fored expert evaluation group, group ebers for seven people, including 3 consists of huan resources outsourcing and consulting experts, the other four people fro the enterprise internal anageent decision-aking. In ensuring the reliability of inforation, under the preise of fairness, graded by the expert group for running outsourcing odes one by one, in order to eliinate the influence of abnoral hit points and we are in the process of actual statistical scoring, reove a high score, reove a iniu points, take the arithetic ean value included in the initial evaluation atrix of each expert. Finally, the individual index evaluation points below 6.0, ipleent a veto. Using expert scoring ethod of the running ode on each evaluation index scores see table 3. Level indicators Strategic factors1 Manageent factors2 Table 3. Expert Evaluation Score of HRO Model Expert scoring Secondary Training and Recruitent Medical clais indicators developent outsourcing outsourcing outsourcing Core copetence Business risk Resources Talent allocation Counication Cost Fixed cost Copyright c 2016 SERSC

9 International Journal of Hybrid Inforation Technology factor3 Operating cost Technical Tool factors4 Knowledge Service quality Service Service charge factor5 Service quality According to the calculation forula of entropy value ethod, data coputing applications, we get about the priary classification indexes in the table below, as well as the second single index weights. Weights shown in the following table 4 Level indicators Strategic factors1 Manageent factors2 Cost factor3 Technical factors4 Service factor5 Table 4.The Entropy Weight of the Evaluation Index Secondary indicators Secondary individual index Classification Single Entropy index index entropy entropy Copetence Business risk Resources Allocation Counication Fixed cost Operating cost Tool Knowledge Service quality Service charge Service quality Entropy weight Fro the classification index weight distribution we can see that on a visit to any factors, anageent and service factors weight ratio is higher, the second is the cost factors and technical factors, the iniu entropy strategic factors. In the study of the weight of single index, we can see, for exaple for the anageent factor, organizational counication individual indicators reflect the largest aount of inforation, the greater the degree of discrete, the role of it in the rating index syste is saller, so the iniu value of entropy Analysis of project evaluation results According to the expert subjective rating data and the weight of each index, in the process of coprehensive evaluation value calculation, in order to reflect the attribute significance of scores, we calculate in addition to the single paraeter relative to the index syste of coprehensive score and coprehensive score relative to the classification index, in order to reference for decision aking. The running ode coposite scores are shown in table 5. Copyright c 2016 SERSC 347

10 International Journal of Hybrid Inforation Technology Outsourcing service Table 5. Overall Evaluation Score of the Election Pattern Recruitent outsourcing Training and developent outsourcing Medical clais outsourcing Single index evaluation score overall score We can see fro the table 4, in the three outsourcing service odel, the recruitent outsourcing has the highest score of 7.6 points, edical clais outsourcing in. 7.1 points. This shows that the copany currently experts assess group consensus that the enterprise should take recruitent outsourcing of huan resources outsourcing odel. Recruitent outsourcing can ake the enterprise in coprehensive under the action of various factors, the axiu iprove the efficiency of the work of huan resources departent, enterprise outsourcing. Of the result of coprehensive evaluation, we can also see that for the present industry widely popular edical clais process outsourcing service odel, but is not suitable for the enterprise outsourcing practices, this and the enterprise the current labor shortages, the brain drain, and the actual situation of huan resource ature edical clais procedure. 5. Conclusion 5.1. Choose the Enterprise Outsourcing Service Provider In the ipleentation of enterprise huan resources outsourcing, outsourcing service provider of the correct choice is second only to outsourcing ode selection of another iportant link. The size of the ability of outsourcing service providers and service quality high and low, the pros and cons of working ethods directly deterine the success of enterprise outsourcing activities. Large enterprises at hoe and abroad in selecting the appropriate outsourcing service provider usually adopt the cobination of qualitative and quantitative ethod, as well as to establish a reasonable evaluation index syste of outsourcing service providers, and to choose scientific and reasonable optiization strategy and ethod, to provide reference for the enterprise huan resources anageent activities. In search of alternative in the process of outsourcing service providers, enterprises should first outsourcing services arket in arket research, extensive collection arket scope of business of all kinds of outsourcing service providers, outsourcing, looking for an object confors to the enterprise outsourcing project selection decision alternatives. These alternative first of outsourcing service providers should have a good reputation, quality of service and job perforance. After the lock a few candidates, copanies can use the cobination of qualitative and quantitative ethods to ultiple aspects and choose the best service can provide the enterprises with the high quality specialized resources. In the capacity of outsourcing service providers, the outsourcing service providers ust have the external ability which the enterprise lacks, and can be copetent to anage the huan resources Costs and benefits Analysis in Huan Resources Outsourcing According to the front of the outsourcing decision-aking odel which choose the outsourcing projects for outsourcing project, after the enterprise to ake outsourcing decisions, one of the ost iportant proble is the need of outsourcing cost and benefit analysis, in order to enterprise profit axiization in the end. Scientific and reasonable cost - benefit analysis test project huan resource anageent outsourcing can help 348 Copyright c 2016 SERSC

11 International Journal of Hybrid Inforation Technology enterprises choose and outsourcing service provider of decision-aking is correct or not. When doing huan resource outsourcing decision-aking, enterprise's high cost will be very seriously, and the corresponding rate of return on investent, enterprise can obtain profit is always the source of enterprise developent. The cost of huan resources outsourcing is refers to in the ipleentation of enterprise outsourcing decision of recessive or doinant costs include all kinds of huan expenditure. When analyzing the costs and benefits of the enterprise, we think that the sall and ediu-sized enterprise scale is sall, suitable for using a siple and effective easure. The calculation existing enterprise staff to coplete a function of costs and benefits, huan resources was copared after with outsourcing cost benefit Iprove the Ipleentation of Huan Resources Outsourcing In the process of the ipleentation of the enterprise huan resources outsourcing, enterprise and outsourcing agencies need to continue to interaction and counication to establish positive and effective cooperation. In outsourcing, outsourcing services for business work, generally the enterprises entered the outsourcers will fully understand the enterprise's future developent strategy, the core of enterprise operation, enterprise core value concept, and the accuulation of enterprise culture deep enterprise internal inforation, on the basis of the business to avoid because it or can't not failiar with enterprise internal and the integration of enterprise culture and all kinds of risks. Need in the process of ipleentation of sall and ediu-sized enterprises, and outsourcing service provider configuration anageent resources together and operation technology, deterine their respective roles and functions of division of labor. And for all kinds of enterprises, as the ost frequent contact with outsourcing service provider of the departent, the huan resources departent or personnel engaged in the personnel anageent need to take in the process of outsourcing ipleentation onitoring and evaluation functions Monitoring and Evaluation of Huan Resources Outsourcing In order to ensure that enterprises ipleent the otivation of huan resources outsourcing, the potential risk of enterprises in the ipleentation of huan resources outsourcing ay result in outsourcing can't succeed or the expected effect is not ideal. Therefore in the process of outsourcing effect onitoring, for outsourcing risk identification and to dodge is a very iportant link. Only scientific recognition and avoid risk, to ensure that evaluate the effect of real and effective. Huan resource anageent outsourcing evaluation process is to take reasonable use of scientific perforance evaluation ethod and the index of perforance appraisal of huan resource anageent outsourcing process of the perforance of the work in a judgent. After assessent, enterprise according to the assessent results and assessent analysis, the standard and not up to standard, analysis of the causes of the outsourcing work to carry on the deep analysis to iprove the effect of the outsourcing of the key actions, continue to proote huan resources anageent outsourcing work to further forward and developent. Acknowledgeents We are grateful to the editors and anonyous reviewers for their valuable coents on this paper. The work of this paper is supported by colleges outstanding young talent support progra in Anhui Province (Grant No.2014SQR03) Copyright c 2016 SERSC 349

12 International Journal of Hybrid Inforation Technology References [1] D. L. Stone and L. Deadrick, The influence of technology on the future of huan resource anageent, Huan Resource Manageent Review, vol. 25, no. 2, (2015), pp [2] H. Zafar, Huan resource inforation systes: Inforation security concerns for organizations, Huan Resource Manageent Review, vol. 23, no. 1, (2013), pp [3] A. Nagendra and M. Deshpande, Huan Resource Inforation Systes (HRIS) in HR Planning and Developent in Mid to Large Sized Organizations, Procedia - Social and Behavioral Sciences, (2014). [4] Z. Hussain and J. Wallace, The use and ipact of huan resource inforation systes on huan resource anageent professionals, Inforation & Manageent, vol. 44, no. 1, (2007), pp [5] H. Tohidi, Huan resources anageent ain role in inforation technology project anageent, Procedia Coputer Science, (2011). [6] K. L. Spencer, The Wisdo of Teas: Creating The High-Perforance Organization, The Acadey of Manageent Executive, vol. 7, (1993), pp [7] A. Metin and R. Erturgut, Iportance of educated huan resources in the inforation age and view of inforation society organizations on huan, Procedia-Social and Behavioral Sciences, (2010). [8] S. K. Brian, J. A. McClendon and T. W. Gainey, Outsourcing HR: The Ipact of organizational Characteristics, Huan Resource Manageent, vol. 40, (2001), pp [9] M. Klass and J. Gainey, HR outsourcing and its ipact:the role of transaction costs, Personnel Psychology, vol. 52, (1999), pp [10] P. Jenster, Deal aker or deal breaker:huan resources issues in successful outsourcing projects, Strategic Change,vol. 8, (1999), pp [11] F. David, Outsourcing the HR function:personal threat Qr value opportunity, Strategic Change, vol. 8, (1997), pp [12] D. Jaes and R. D. Johnson, Huan resource etrics and decision support: A classification fraeworkoriginal, Huan Resource Manageent Review, vol. 23, no. 1, (2013), pp [13] C. Gree and S. Gray, Huan resource anageent outsourcing the ake or buy decision, Acadey of Manageent Executive, vol. 13, (1999), pp [14] K. Gilley and M. Charles, About Huan resource outsourcing an organizational perforance in anufacturing firs, Journal of Business Research, vol. 57, (2004), pp [15] B. Maureen and M. Callahan, Huan resource outsourcing: Market and operating perforance effects of adinistrative HR functions, Journal of Business Research, vol. 67, no. 2, (2014), pp [16] S. Lever, An analysis of anagerial otivations behind outsourcing practices in huan resources, People and Strategy, vol. 20, (1997), pp Copyright c 2016 SERSC

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