Outsourcing a satisfied and committed workforce: a trucking industry case study

Logan, Mary S.; Faught, Kent; Ganster, Daniel C.

doi:10.1080/0958519032000157393

Cited by 17 publications

(17 citation statements)

References 22 publications

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“…Yet, little has been done to investigate the attitudes and perceptions of the outsourced employees or to determine ways to ease their transition (Kessler, Coyle-Shapiro & Purcell, 1999;Due, 1992;Khosrowpour et al, 1996;Benson, 1998;Logan, Faught & Ganster, 2004). One of a few studies on employee concerns found that contrary to what managers might predict, a satisfied and involved workforce could prove to be the most difficult to assimilate into the new organizational structure resulted by outsourcing (Logan et al, 2004).…”

Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

“…Transitioned employees who survive the outsourcing activities may remain insecure about how long the vendor will keep them around or what their career potential is with the new company (Mann, 2003). Moreover, by changing the employment relations in a firm, outsourcing alters the relationship to their employees and in the most severe case, the employees are terminated (Logan et al, 2004). Employers certainly do not want to needlessly upset their employees.…”

Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

“…It is important for managers to understand employee attitudes towards outsourcing so they can deal effectively with problems during the transition (Logan et al, 2004). For instance, management could shape employee attitudes toward outsourcing decisions and help them to understand the positive aspects (Khosrowpour et al, 1996).…”

Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

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Outsourcing the information technology function: Perspectives from employees

Sohail

2012

SAJBM

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The purpose of this paper is to investigate human aspects of outsourcing and its impact on employees and organizational performance. This study is based on a questionnaire survey conducted in Saudi Arabia. Based on an extensive review of literature, the paper uses empirical research to analyse employees' attitude towards outsourcing. Results based on the analysis of data from 178 firms in Saudi Arabia indicate that employees largely perceive outsourcing as a positive development. Limitations of this paper relate to the relatively small size of the sample. Findings have several practical implications for small start-up firms and even larger firms that are deciding to outsource IT function in the Arabian Gulf region. The results provide managers with evidence supporting the benefits of IT outsourcing. This paper makes a valuable contribution given the fact that there are only a limited number of comprehensive studies dealing with the assessment of employees' attitude towards outsourcing IT functions. Most previous studies have looked into business aspects of outsourcing in IT function.

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Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

Section: Employee Attitude On It Outsourcingmentioning

confidence: 99%

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Outsourcing the information technology function: Perspectives from employees

Sohail

2012

SAJBM

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“…For example, one study found that outsourced workers who were more satisfied in their jobs had more difficulty adjusting to a new employer compared to those with lower job satisfaction (Logan et al 2004). The decision to adopt a more intermediate organisational form such as a wholly-owned subsidiary or joint venture can create more continuity in management and reduce disruption to employees, while allowing the core firm to retain additional control during the outsourcing process.…”

Section: Outsourcing and Human Resource Managementmentioning

confidence: 99%

Outsourcing and Human Resource Management

Doellgast¹,

Gospel²

2012

Managing Human Resources

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Abstract[Excerpt] Historically, outsourcing has always existed, as firms put out work to suppliers, contractors, and intermediaries to organize the production of goods and services (Doellgast and Gospel 2011). In recent years, however, outsourcing has increased in both scale (the volume of outsourcing) and scope (the number of activities outsourced). This has several related causes. First, the advent of new transportation systems, such as the growth of maritime, rail, and road logistics and the advent of new information and communications technologies (ICTs) have facilitated ordering, monitoring, and delivery of products and services. Second, as markets have extended and become more competitive, firms increasingly seek to save costs through focusing on their core value-maximizing activities, handing other activities over to suppliers. Third, the relaxation of trade barriers, emergence of new markets, and expansion of a more highly skilled labor force in Asia have increased the ease and cost savings of outsourcing to these regions. Fourth, in the public sector, organizations have been prompted by politicians to look to outsourcing as a way of cutting costs and introducing greater flexibilities. Finally, management fashion has played an important role in popularizing production and service models, as firms watch and imitate their competitors (IMF 2007; OECD 2007ab).These trends have a number of implications for the management of human resources across firms' increasingly diverse (and often international) procurement and supply chains. Managers face choices concerning how to help employees adjust during worker transfer or downsizing following the decision to outsource work. Networked relationships across core firms and their subcontractors introduce new demands, in terms of resources and monitoring, as firms seek to coordinate practices and incentives across organizations. In addition, the human resource management (HRM) function itself is increasingly being outsourced to specialist organizations, often involving substantial restructuring and rationalization.We first provide background on outsourcing trends and then discuss the HRM issues and choices associated with outsourcing. Throughout, we examine the ways in which national institutions affect the costs and benefits of different strategic choices by firms, as well as the particular challenges multinationals face as they seek to manage outsourcing contracts across national borders. We show that outsourcing is both driven by and used to facilitate globalization. However, outsourcing strategies and their impact on different stakeholder groups continue to be embedded in distinct national settings.

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“…However they also found that, perhaps due to high expectations, career prospects were not perceived as fulfilled. Other research indicates a less positive view, including difficult relations with original employer and negative long-term impact (Charara, 2004;Logan, Faught & Ganster, 2004;Morgan, 2003). Studies in related areas demonstrate increased work-related injury and illness as a result of similar organisational changes (Mayhew, Quinlan & Ferris, 1997).…”

Section: Review Of Outsourcing and Related Research Literaturementioning

confidence: 99%

The experience of outsourcing transfer: implications for guidance and counselling

Morgan¹,

Symon²

2006

British Journal of Guidance & Counselling

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Outsourcing is a form of change used increasingly by organizations as a method of reducing costs and enabling focus on core competencies. While it can take many forms, the focus here is on situations where employees are transferred to another organization. Although the individuals are employed by a different company, their work generally remains the same, they interact with colleagues who have remained in the original organization, and often stay on the same premises. The company to which they are transferred will be of a different style to their original employer, tending to expect more flexibility, and treating employees in a more contingent manner (Allen & Henry, 1996). Even in professional areas, such as IT, where workers are encouraged to consider themselves as 'core' to the new organization, the cultures are often very different, with generally more demands being placed on employees for speed and a By reviewing relevant literature and presenting evidence from individuals' actual experiences, our aims are to highlight outsourcing as a life-changing process for the individuals involved, consider how we might explain reactions to the process and provide some indication of the issues raised for guidance and counselling.

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Outsourcing a satisfied and committed workforce: a trucking industry case study

Cited by 17 publications

References 22 publications

Outsourcing the information technology function: Perspectives from employees

Outsourcing the information technology function: Perspectives from employees

Outsourcing and Human Resource Management

The experience of outsourcing transfer: implications for guidance and counselling

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