Attitudes of 3PL Providers of the Companies towards the Activities of Organizational Performance

Businesses today specialize in their core competencies and outsource their other operations due to the emerging perception of competition brought on by the large-scale similarity of production, the quick spread of technology and information systems, and the disappearance of international borders. One of the most common fields of outsourcing activity is Third Party Logistics (3PL) service, and the Organizational Performance elements of 3PL service providers are listed as Service Quality, Relationship Management and Organizational Effectiveness. This research aims to examine the Organizational Performance criteria of the 3PL providers serving the production enterprises and to evaluate the relationship structure between the mean and standard deviation values of the statements in the survey. The empirical results obtained from frequency, regression and standard deviation analyses show that Guanxi, Reliability, Assurance, and Trust positively affect Organizational Effectiveness. However, only Trust has a positive and statistically significant impact on Service Quality

An Empirical Investigation of Employee Perceptions of Outsourcing Success of Information Technology Operations

Outsourcing is defined as the contracting out of all or parts of a company\u27s functional work. While most outsourcing initiatives attempt to open a line of communication between upper management and affected employees, little effort is made to assess and incorporate employee perceptions into the outsourcing deal. Little research exists that addresses employee perceptions of outsourcing Information Technology (IT) functions and operations and the effects such outsourcing have on the employee. This study investigated the perceptions of employees directly involved in IT outsourcing deals in an effort to relate these perceptions to factors identified in earlier studies. The following human resource factors associated with outsourcing were evaluated: job security, benefits and compensation, morale, productivity, training and skills, and career opportunities. The study presented a set of four hypotheses that contended that transitioned employees benefited more from IT outsourcing. Results of this study, conducted via a survey, did substantiate the results from two previous employee perception studies of IT outsourcing. However, there was no statistical evidence to support the contention that transitioned employees benefit more from outsourcing than their counterparts. In order to assist management with addressing the issues from the employee\u27s perspective, a Modified Management Outsourcing Adoption Model, based on an earlier employee perceptions study, is presented as a tool for use in a management plan of action to incorporate the employee perspectives into the outsourcing process and thus led to a more successful outsourcing venture. Keywords: Outsourcing, information technology, employee perceptions. John Ruskin, 1871: In order that people may be happy in their work, these three things are needed: they must be fit for it; they must not do too much of it; and they must have a sense of success in it