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Outsourcing Human Resource Functions and Performance

Outsourcing Human Resource Functions and Performance

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DEDICATION

This research material, titled “Outsourcing Human Resource Functions and Performance” is dedicated to God for His boundless grace and guidance. It is also a tribute to all computer enthusiasts whose contributions made my research journey smoother and enriched my documentation process, making the experience truly fulfilling.




ACKNOWLEDGEMENT

I am profoundly grateful to everyone who contributed to the successful completion of this project. I am especially grateful to my Supervisor (Name), the Head of Department (Name), and the Lecturers in the Department of Commerce for their invaluable guidance and support. I also acknowledge the contributions of authors and scholars whose works on Outsourcing Human Resource Functions and Performance provided essential insights. Special thanks go to my study area (and any funding organizations, if applicable) for their financial assistance. I am equally thankful to stakeholders, including mentors, teachers, and colleagues, for their encouragement and support. Finally, I deeply appreciate my family and friends for their patience and unwavering support throughout this journey. Your contributions have been instrumental in making this research a reality.




PRELIMINARY PAGES


CHAPTER ONE

INTRODUCTION


    CHAPTER TWO

    LITERATURE REVIEW

    • 2.1 Introduction
    • 2.2 Conceptual Review
    • 2.3 Theoretical Framework
    • 2.4 Empirical Studies

    CHAPTER THREE

    RESEARCH METHODOLOGY

    • 3.1 Introduction
    • 3.2 Research Design
    • 3.3 Population of Study
    • 3.4 Sampling and Sampling Technique
    • 3.5 Validation of Research Instrument
    • 3.6 Method of Data Collection
    • 3.7 Method of Data Analysis
    • 3.8 Questionnaire Administration
    • 3.9 Ethical Consideration
    • 3.10 Statistical Analysis

    CHAPTER FOUR

    DATA ANALYSIS, RESULT AND DISCUSSION

    • 4.1 Introduction
    • 4.2 Presentation and Analysis of Data
    • 4.3 Re-statement of Research Questions
    • 4.4 Test of Hypotheses
    • 4.5 Discussion of Findings

    CHAPTER FIVE

    SUMMARY, CONCLUSION AND RECOMMENDATION

    • 5.1 Introduction
    • 5.2 Summary of Findings
    • 5.3 Conclusion
    • 5.4 Recommendation
    • 5.5 Suggestion for Further Study

    REFERENCES

    APPENDIX A - “QUESTIONNAIRE”



    Outsourcing Human Resource Functions and Performance


    1.0 Introduction

    1.1 Background To The Study

    Human resources outsourcing evolved from hiring payroll processing companies in the 1990s to delegating tasks previously performed by human resources assistants and specialists, such as recruiting, coordinating benefits and handling unemployment claims. Some small businesses outsource entire human resources departmental functions; however, many companies outsource singular processes. Small businesses to large corporations decide for one reason or another that outsourcing human resources functions is a way to improve efficiency and minimize staffing costs.

    Large organizations that employ thousands of people may find it's simpler to outsource a process, such as payroll, rather than employ two to three payroll clerks and purchase sophisticated technology than engage the services of an organization that focuses entirely on processing payroll (Elmuti, 2003). Small companies might decide that outsourcing human resources processes is more cost-effective and efficient than creating a human resources department while the business is focused on other projects associated with starting a new business (Elmuti, 2003).

    Organizational performance is an important consideration when small business owners weigh the pros and cons of Human resource outsourcing. One school of thought is that a organizations can focus its energy and expenditures on developing the product it sells. This enables organization to allocate its resources to areas that include engineering and research and development, instead of recruiting staff, maintaining personnel files and other human resources tasks.

    The other school of thought has more to do with human capital and talent believes that an organization may find herself without the talent she needs to build an efficient human resources department. In this case, Human resource outsourcing resolves the dilemma organizations face during the search for an in-house human resources expert. In the first scenario, an organization directing its focus on product design and sales may determine the expense of Human resource outsourcing can be easily justified by more attention given to product sales. An organization that doesn’t have the requisite talent to lead a human resources department can justify the expense of Human resource outsourcing by the confidence in the level of competency Human resource outsourcing companies offer.

    A well-designed human resource outsourcing strategy can allow organizations to focus on their core competencies in order to increase efficiency without having to invest in people and technology (King, 2007; Lau & Zhang, 2006). Additionally, this production strategy permits organizations to become increasingly profitable, and better able to service both local and international customers (Maidment, 2003). An example of this is Nike Inc. which outsources nearly 100 per cent of its shoe production, locally manufacturing only key components of the “Nike Air” product. As a consequence of this outsourcing, Nike Inc. can focus solely on its core competencies, such as production design, marketing, distribution and sales (Entrekin & Court, 2001).


    1.2 Statement Of The Problem

    In recent years, organizations have outsourced an expanding variety of activities including human resource functions in an attempt to improve service and product quality, reduce production cycle times, lower costs, increase their focus on core competencies, and, in general, enhance organizational performance. organizations appear to be focusing on a relatively narrow set of functions and are contracting with outside suppliers to perform the others.

    Despite the trend toward Human resource outsourcing, evidence of its performance effects is scarce. Appealing arguments have made the case both for and against outsourcing as a means of achieving long-run competitive advantage.

    On the one hand, by outsourcing human resource management tasks to specialist organizations, organizations may better focus on their most value-creating activities, thereby maximizing the potential effectiveness of those activities. In addition, as outsourcing increases, costs may decline, and investment in facilities, equipment, and manpower can be reduced). On the other hand, anecdotal evidence suggests that increased reliance on outsourcing may lead to reduced innovation (Kotabe, 1992), eventual competition from outsourcing partners (Bettis et al., 1992), and reductions in control of the task in question. Thus, the performance effects of outsourcing are uncertain. However, the researcher is examining the impact of outsourcing human resource functions on organizational performance at Stanbic IBTC Bank Plc.


    1.3 Aim and Objectives of Study

    The aim of the study is to examine the Outsourcing Human Resource Functions and Performance. In achieving this aim, the following specific objectives were laid out as follows:

    1. To examine the impact of outsourcing human resource functions on organizational performance at Stanbic IBTC Bank Plc.
    2. To identify the benefits derived in outsourcing human resource functions at Stanbic IBTC Bank Plc.
    3. To ascertain the relationship between Human resource outsourcing and organizational performance.

    1.4 Research Questions

    The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:

    • What is the impact of outsourcing human resource functions on organizational performance at Stanbic IBTC Bank Plc?
    • What are the benefits derived in outsourcing human resource functions at Stanbic IBTC Bank Plc?
    • What is the relationship between Human resource outsourcing and organizational performance?

    1.5 Hypothesis

    In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.

    Hypothesis One

    • H0: There is no significant relationship between outsourcing human resource functions and organizational performance at Stanbic IBTC Bank Plc
    • H1: There is significant relationship between outsourcing human resource functions and organizational performance at Stanbic IBTC Bank Plc

    1.6 Significance Of The Study

    The result of the findings from this study will be useful to the management of Stanbic IBTC Bank Plc and all other corporate organizations in Nigeria on how they can use Human resource outsourcing as a tool for organizational performance and effectiveness.

    This research will also serve as a resource base to other scholars and researchers interested in carrying out further research in this field subsequently, if applied will go to an extent to provide new explanation to the topic.


    1.7 Scope Of The Study

    This study on the impact of outsourcing human resource functions on organizational performance at Stanbic IBTC Bank Plc will cover Human resource outsourcing approaches at Stanbic IBTC Bank Plc with a view of identifying its effect on organizational performance and effectiveness.


    1.8 Limitation Of Study

    During the course of this study, many things militated against its completion, some of which are:

    1. Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
    2. Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
    3. Lack of Initial Cooperation from Respondents: A particular limitation of this work came as a result of the respondent refusal to offer their cooperation at the initial time they were contacted. This contributed in making the success of this research study difficult.

    CHAPTER TWO

    2.0 Literature Review

    2.1 Introduction

    This chapter focuses on the review of related literature. A literature review includes the current knowledge as well as theoretical and methodological contributions to a particular topic. It documents the state of the art with respect to the topic you are writing. It surveys the literature in the topic selected. In this research work the literature review includes the conceputal review, theoretical framework, the review of related literature …

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    Defense Procedure for Commerce Researchers


    In preparation for defending a project or seminar on Outsourcing Human Resource Functions and Performance, it is imperative that as a nursing student, you demonstrate comprehensive knowledge of your research. The defense process is structured to include presenting your work, answering questions, and illustrating its pertinence. Initially, provide a succinct yet thorough introduction to your research topic, emphasizing its importance and the objectives, ensuring that both the audience and the External Examiner can understand the scope of your study.


    Prior to your defense, be thoroughly acquainted with your research abstract and the critical elements of Chapter One, including motivation for embarking on this research, problem statement, objectives, and significance. In Chapter Two, be ready to cite at least two references from the literature review. For Chapter Three, you should be equipped to discuss the methodologies, tools, and techniques utilized. In Chapter Four, defend your research by justifying the findings and linking them to your research objectives.


    Conclude your defense by succinctly summarizing the study and offering insightful, evidence-based recommendations. A professional dress code, such as wearing a suit and tie, is vital to create a favorable impression and elevate your presentation.


    During the question and answer segment, the External Examiner may pose questions pertaining to your research. If confronted with a challenging or irrelevant question, respond diplomatically with, “Sorry, Sir/Madam, the question asked is beyond the scope of my study.” Whenever possible, direct your answers back to your research findings to reinforce your expertise.


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