Outsourcing is now a strategic choice for many companies and a continuing issue for managers and consultants. The transfer, negotiation and ongoing management of outsourced contracts all demand a great deal of people management. Yet, while the implications for those directly affected may be numerous and wide-ranging, very little has been written on how to sensitively and successfully manage the transfer of such individuals along with the emotional needs of those left behind. This book considers The Human Side of Outsourcing, integrating theory and practice to offer state-of-the-art advice for those responsible for implementation in the field along with insightful analysis for researchers and students of work psychology. Examining problems and solutions from employee and employer perspectives, Stephanie J. Morgan provides an in-depth study of the psychological theory, management practice and level and type of support required to engage staff and improve outcomes. Real-world case studies illustrate all the key issues involved, along with their implications for HR, line management, organizational performance and employees themselves.

Outsourcing is now a strategic choice for many companies and acontinuing issue for managers and consultants. The transfernegotiation and ongoing management of outsourced contracts alldemand a great deal of people management. Yet, while theimplications for those directly affected may be numerous andwide-ranging, very little has been written on how to sensitivelyand successfully manage the transfer of such individualsalong with the emotional needs of those left behind.This book considers The Human Side of Outsourcingintegrating theory and practice to offer state-of-the-art advicefor those responsible for implementation in the field along withinsightful analysis for researchers and students of workpsychology. Examining problems and solutions from employee andemployer perspectives, Stephanie J. Morgan provides an in-depthstudy of the psychological theory, management practice and leveland type of support required to engage staff and improve outcomes.Real-world case studies illustrate all the key issues involvedalong with their implications for HR, line managementorganizational performance and employees themselves.

List of Figures and Tables.List of Contributors.Foreword.Preface.Acknowledgements.Part I Outsourcing in Practice.1 Introduction (Stephanie J. Morgan).2 The Client Side - Retained Organization (IrvineCaplan).3 Outsourcing - A Provider's Tale (SimoneHemingway).4 Sourcing for Outsourcing (Yvonne Williams).5 Experiencing Cultures: An Automotive Engineer in the MiddleKingdom - Lessons in Life (Ian Pogson).Part II Theory and Evidence.6 Introduction to Theory and Evidence (Stephanie J.Morgan).7 The Context and Narrative of Outsourcing (RoystonMorgan).8 Cultural Differences in Outsourcing (BrigitteCobb).9 Establishing Trust in Virtual Teams (Alex Watts).10 Knowledge Transfer and Knowledge Sharing (Richard Blakeleyand Stephanie J. Morgan).11 The Experience of Outsourcing Transfers - A Life-CycleApproach(Royston Morgan).12 Downsizing, Stress and Forgiveness: A US Perspective (JanAylsworth).13 Transitioning and the Psychological Contract (Stephanie J.Morgan).14 Conclusion: Towards a Model of Responses to Outsourcing(Stephanie J. Morgan).Index.