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• W61003011 abstract "Outsourcing is an important business strategy where a third party is contracted to perform noncore activities for the organisation. Outsourcing of services may lead to reduction ofoperational cost and achievement of efficiency. Other benefits that accompany outsourcingstrategies include: gain access to world-class capabilities, creating a rich environment ofresources that might have been insufficient internally and sharing risks with a partnercompany. Therefore, this study was intended to establish the effects of outsourcing strategies toan organization while focusing on The Kenya Revenue Authority. The study adopted adescriptive research design. The study population was the Kenya Revenue Authorityemployees with an approximated population of 4571 employees. Stratified random samplingmethod was used with the strata being Board Corporate Services and Admin, Finance,Headquarters Treasury, Human Resources, Information Communication Technology, InternalAudit, Risk Management and Investigation & Enforcement who were concerned with strategyformation and also assisted in giving the effects of the adopted strategies at the organisation.Sampling for these categories was determined using the Fischer formula for the population ofmore than 1,000 elements using a 95% confidence interval hence giving a sample size of 139correspondents. Primary data was collected using a questionnaire while secondary data wassourced by reviewing existing publications on the subject. After collection of data and testingfor reliability, the questionnaires were coded and analysed with the aid of SPSS. Descriptivestatistics was used to establish the extent to which each of the practices was applied at theKenya Revenue Authority. The descriptive statistics here were the percentages. Then, thePearson's correlation analysis was used to test the relationship between outsourcing strategiesand firm performance. The study revealed that, the decision to outsource part of KRAfunctions or activities was prompted by Potential cost savings, access to technologicalinnovations and strategic considerations. The study found that compliance, counterparty,access and contractual risk were perceived before the organisation undertakes an outsourcingdecision. The study also revealed that KRA adopted varying outsourcing strategies to access tospecialised vendor through single supplier, multiple supplier, The study concluded that benefitsperceived before the organisation undertakes an outsourcing decision were accessibility of freeresources and improved services access to specialised vendor and cost reduction. From thefindings, it was noted that outsourcing through joint venture reduces cost, enable the companyto focus on core competencies, and improve services. In addition, outsourcing strategies has aneffect on the company performance and it pays off at the firm level hence is a viablemanagement decision. This study also concludes that accessibility to specialised vendor, freeresources, improved services and cost reduction were derived by the firms through undertakingan outsourcing decision. It therefore recommends that for the organization to succeed in itsoutsourcing it should be given authority and responsibility to achieve their goals. Goodcommunication should be ensured, job quality should be a priority, strict rules should beimplemented to guide business process outsourcing, an explanation should be given to theentire staff why the corporation has to outsource, benefits of business process outsourcingshould also be made clear to all the corporation members, there should be a thorough follow-up(supervision) so that the work is done professionally and in good time, costs should beconsidered before business process outsourcing; to make sure that they do not exceed thebenefits of business process." @default.
• W61003011 created "2016-06-24" @default.
• W61003011 creator A5062785059 @default.
• W61003011 date "2013-01-10" @default.
• W61003011 modified "2023-09-27" @default.
• W61003011 title "An Analysis of Effects of Outsourcing Strategies on Organizational Performance: A Case of the Kenya Revenue Authority" @default.
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