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Abstract
The study has examined the relationship between outsourcing strategies and corporate survival of selected oil firms in Rivers State. The survey research design was adopted for the study. The population of the study is made up of 150 management and junior staff of Total oil plc and Exon Mobil Plc. The Taro yemen’s formula was used to determined the sample size of 120. Data collection was done using a structured questionnaire. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. A self-design questionnaire on outsourcing strategies and corporate survival was used specifically for data collection, recording and measuring data or research variables. The chi-square statistical test was employed this test was used due to the nature of the questionnaire designed for the hypothesis testing with the SPSS version 22. The study found that the dimensions of outsourcing have a positive significant relationship with the measures of corporate survival. Based on the findings of the study, it was recommended that organizations should see outsourcing of personnel functions and other areas very important as it contributes to the transfer of knowledge from external vendors to internal employees, and make the organization to reduce their cost of operation and make them stand out in a competitive ground and before organizations implement the process of outsourcing, they should first of all establish a training to make sure that employees have the knowledge and an idea of the process.
Table of Contents
Title Page i
Cover Page. i
Dedication. iii
Certification iv
Abstract vii
List of Tables xi
List of Figures xii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Research Hypotheses 4
1.6 Significance of the study 5
1.7 Scope of the Study 5
1.8 Definition of Terms 6
CHAPTER 2 8
LITERATURES REVIEW 8
2.1 Conceptual Framework 8
Fig 2.1: A Conceptual Framework showing the relationship between Outsourcing Strategies and Corporate Survival. 8
2.1.1 Concept of Personnel Outsourcing 8
2.1.2 Dimensions of Personnel Outsourcing 10
2.1.3 Concept of Corporate Survival 11
2.1.4 Measures of Corporate Survival 12
2.1.5 Human Resources Outsourcing 15
2.1.6 Outsourcing Strategies and Corporate survival 17
2.2 Theoretical Framework 18
2.3 Empirical Review 19
CHAPTER 3 21
RESEARCH METHODOLOGY 21
3.1 Research Design 21
3.2 Population of the Study 22
3.3 Sample and Sampling Techniques 22
3.4 Methods of Data Collection 23
3.5 Method of Data Analysis 24
3.6 Questionnaire Design 24
3.7 Data Analytical Techniques 25
3.8 Reliability and Validity 26
CHAPTER 4 27
DATA PRESENTATION AND ANALYSIS 27
4.1 Data Collection and Presentation 27
Table 4.1: Questionnaire Administration and Retrieval 27
4.2 Data Analysis 28
Table 4.2: Showing the age of respondents 28
Table 4.3: Showing the Gender/Sex of Respondents 28
Table 4.4: Showing the Educational Qualification of the Respondents 29
Table 4.5: Showing the Marital Status of Respondents 29
Table 4.6: External recruitment/selection and corporate survival 30
Table 4.8: External compensation/salary related to corporate survivals 31
4.3 Hypotheses Testing 32
4.3 Discussion of Findings 35
CHAPTER 5 37
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 37
5.1 Summary 37
5.2 Conclusions 37
5.3 Recommendations 38
REFERENCES 39
Appendix I 44
Appendix II 45
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 27
Table 4.2: Showing the age of respondents 28
Table 4.3: Showing the Gender/Sex of Respondents 28
Table 4.4: Showing the Educational Qualification of the Respondents 29
Table 4.5: Showing the Marital Status of Respondents 29
Table 4.6: External recruitment/selection and corporate survival 30
Table 4.8: External compensation/salary related to corporate survivals 31
List of Figures
Fig 2.1: A Conceptual Framework showing the relationship between Outsourcing Strategies and Corporate Survival. 8
CHAPTER 1
INTRODUCTION
1.1 Background of the study
Since 1992, corporate survival in business organizations has been strongly influenced by the rise of the balanced scorecard framework. It is common for managers to use the balanced scorecard framework to clarify the goals of an organization, to identify how to track them, and to structure the mechanisms by which interventions will be triggered. These steps are the same as those that are found in BPM, and as a result balanced scorecard is often used as the basis for business performance management activity with organizations.
Corporate survival (CS), is an increasingly important concept used to ensure the private sector has a positive impact on communities, employees and consumers. This is especially so in geographies where basic governance, the rule of law and accountability mechanisms are lacking or limited, Hilmer (1994).
Outsourcing in corporate organizations, like selected petroleum oil firms in port Harcourt is a choice that lies in the corporate policy, not just business strategy, area, as it modifies the firm’s boundaries as a legal entity and generally involves top management decision makers. Affecting company-wide resource allocation policies and asset management practices, outsourcing decisions often involve several divisions in large, diversified companies, as in the case of organizational Outsourcing Strategies operations.
Moreover, information communication technology usage and faster information flows have revolutionized our way of life and the way corporate organizations operate. This change in focus requires the personnel function to become more strategic (Francis & Keegan, 2006). Many researchers stated that outsourcing the personnel activity is one of many strategies used by business executives to meet the organization’s demands and objectives; including cost reduction, increasing flexibility, gaining access to advanced technologies, and a focus on core activities (Khanna & New, 2005). Outsourcing Strategies is the process of transferring elements of a company’s personnel functions or activities to a provider outside of the company itself (Reed, 2001).
Outsourcing Strategies is not new, for example, organizations typically engage law firms for advice regarding personnel legislation. However, if most firms in the same industry were to choose the same type of solution, such as outsourcing, the strategic advantage would no longer be valid, as companies would all converge to the same business model (Porter, 1996). To be considered as a strategic choice, outsourcing must be a distinctive feature of specific firms in an organization. This coupled with the uncertainty and stress associated with the restructuring of work can lead to a lowering of organizational performance, (Hirsch, 1987).
In this light, the prior personnel activities being commonly outsourced include recruitment and selection, remuneration, industrial relations (IR), and occupational health and safety (OHS) (Armstrong, 2006). Therefore, the study investigates the relationship between Outsourcing Strategies and Corporate survival.
1.2 Statement of the Problem
The challenge of Outsourcing Strategies has been on the increase over the years to most managers and employees in our corporate organizations, thus the quest for intense personnel outsource in modern corporate organizations so as to demystify the functions of management and the employees performance in the organization. Most significantly is the effort of the organization to fetch a capable hand in the execution of business activities in the organization; hence, with this problem in place, all corporate firms see this practice to be very vital in improving the performance of the organization. Some authors observed that outsourcing is no longer confined to information technology (IT) services, but has expanded to financial services, banking services, engineering services, creative services, data management services, hospitality and clinical laboratories or laboratory medicine, and human resource management (Bielki, 2007). Outsourcing the personnel function is one of many ways to improve an organization’s efficiency (Lawler, & Mohrman, 2003). The notion of the personnel function has changed due to the evolution of the internal and external organizational environment (Brewster & Harris, 1999). The focus is no longer on traditional operational and administrative perspectives, but has shifted to changes in employment relationship and strategic personnel management (Beardwell & Claydon, 2007).
1.3 Objectives of the Study
i. To examine the relationship between external recruitment/selection and corporate survival in selected oil firms in Rivers State
ii. To examine the relationship between external training and development and corporate survival, a study of selected oil firms in Rivers State.
iii. To examine the relationship between Compensation/Salary and corporate survivals.
1.4 Research Questions
The following research questions were used as a guide to the research guide, these include;
i. To what extent is external recruitment/selection related to corporate survival in selected indigenous petroleum firms in Rivers State?
ii. To what extent is external training and development related to corporate survival of the selected indigenous petroleum firms in Rivers State?
iii. To what extent is external compensation/salary related to corporate survivals of the selected indigenous petroleum firms in Port Harcourt?
1.5 Research Hypotheses
H01: There is no significant relationship between external recruitment/selection and corporate survival in selected oil firms in Rivers State
H02: There is no significant relationship between training and development and corporate survival, a study of selected oil firms in Rivers State.
H03: There is no significant relationship between compensation/Salary and corporate survivals.
1.6 Significance of the study
A research study is said to encompass the views and issues bordering corporate organizations and the society at large. In this regard, the research study in question is seen to be of great benefit to decision makers, human resource managers and the top management of corporate firms in the society. It would also serve as veritable tool to most companies and institutions in outsourcing personnel’s for carrying out core –activities of an organization, and also to incite more zeal details of the concept in course of carrying out further research work on this study.
1.7 Scope of the Study
The scope of this study is delimitated with the following;
Content scope:
The research work is confined to determining the relationship that exist between Outsourcing Strategies and Corporate survival with their dimensions and measures respectively. The dimensions of Outsourcing Strategies are external recruitment /selection, external training and development and external performance appraisal. The measures of corporate survival are; market shares, productivity, and effectiveness.
Geographical scope:
The research study (Outsourcing Strategies and Corporate survival) is been conducted in the area of Trans Amadi area of greater Rivers State Rivers state.
Unit of Analysis:
The research study is a micro-level study, therefore, the employees of indigenous petroleum firms are considered in terms of data collection for proper analysis.
In course of investigation of this nature, the research must be of necessity being faced with some limitation (constraint) as they cannot be avoided in conducting this research, the researcher face the following constraint. Firstly, the time frame provided for this study was short. Secondly, the uncompromising attitude of some correspondents in providing useful information was also a factor that limits this study. Usually, a study of this nature involved some level of expenditure therefore finance was also a limiting factor.
Finally, the encountered constraints of data collection and social problems were also a factor that limits this study.
1.8 Definition of Terms
CORE ACTIVITIES. This refers to business functions and activities that are close and related to the firm’s performance and roles.
CORPORATE: Is a collective performance of duties in an organization by the employees based on the organizational set goals as to measure profitability efficiency and productiveness of the employees, management and organization as an entity .
DEVELOPMENT: To bring out the capabilities or possibilities of, to bring to a more advanced or effective state.
EXTERNAL TRAINING: External Training in this context is therefore not an inclusive list of courses of academic study in support of traditional higher and further academic qualifications undertaken by management of an organization by sourcing for other employees.
EXTERNAL RECRUITMENT: External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business
MARKET SHARE: Market share represents the percentage of an industry or market’s total sales that is earned by a particular company over a specified time period. Market share is calculated by taking the company’s sales over the period and dividing it by the total sales of the industry over the same period.
PRODUCTIVITY: This is commonly defined as a ratio of a volume measure of output to a volume measure of input use.
OUTSOURCING STRATEGIES: Outsourcing Strategies, is the contracting out or parts of the whole of the functions of personnel’s to external providers, rather than performing all the personnel functions in-house.
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