Abolfazl Anbardar* The student of PhD Business Administration (DBA), Strategic orientation, university of Industries and Mines of Iran

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1 Examination and Pathology of external factors (Including technology factors, social factors, political factors and economic factors) on the performance of the outsourcing process from the perspective managers and employees of petroleum industry Abolfazl Anbardar* The student of PhD Business Administration (DBA), Strategic orientation, university of Industries and Mines of Iran Abstract Successful managers use outsourcing as an effective strategy to achieve their strategic goals. The important issue facing businesses is to decide which activities to outsource and which ones to retain internally. Therefore, the problem is not whether to use outsourcing, but to decide which activities can be outsourced and to determine outsourcing processes. The purpose of this research was to examine expectations and perceptions of the outsourcing performance of Iran s petroleum industry and to identify the reasons for the failure of this process from the viewpoint of the managers and employees of this industry. Two questionnaires were used for data collection. The population consisted of 130 managers and employees in Iran s petroleum industry(organization and Methods department of Iran s Ministry of Petroleum and structural engineering and productivity departments of parent companies and subsidiaries in the oil industry). Using Cochran s formula, 97 people were selected as the sample. Wilcoxon test and t- test were used for data analysis in SPSS software. Based on the views of petroleum industry managers and employees, 23 out of 24 identified variables related to outsourcing performance are effective and must be taken into account in outsourcing decisions. Also technological factors and social factors had the least effect on performance, and economic factors and internal and external factors had the greatest effect on performance. Keywords: Expectations, perceptions, managers and employees, outsourcing, petroleum industry Page 2068

2 Introduction: Nowadays, organizations feel the pressure of competition more than ever. Nowadays, managers are looking for ways to increase sustainable income, reducing the costs and ultimately improving the profitability indices of their organizations. It seems that outsourcing the support processes and the company s headquarters and organizations that are reliable and recognized way to achieve this goal, nowadays; the successful manager use of outsourcing as an effective strategy to achieve its strategic goals in different worldwide organizations. Managers can use all or part of the finance and accounting process, research and development, marketing and sales, human resource management and their organizations to outsource their qualified foreign organizations. The original and general vision to utilize the capacities in the private sector is that a company / private organization can do specific services to appropriate efficiency and effectiveness with lower cost than government agencies. As well as the limited capital resources and income levels and motivation of human resources accelerate the governmental human organizations with rapid population growth and maintain the public facilities to enhance and respond the Customer; In this case, outsourcing will help to protect the facilities of government, In this case, outsourcing will help to protect the facilities of government, However, the principle of customer satisfaction and.. all suggests that Outsourcing will help to protect government facilities. Outsourcing is considered as tool for economic reform. Privatization and outsourcing objectives, reflect the trends and aspects of political, economic, social, cultural, etc as in many other cases, which is based on the transfer of financial institutions to the private sector. Among the most important of its objectives, can outlined the decentralizing of the economy, greater participation of public and private sector or manufacturing activity and service and achieve to other positive outcomes and determinants of this phenomenon on human resources. The study aims to: "Pathology of the outsourcing process from the perspective of managers and employees of the oil industry". Doorui (2001) in his article provide an algorithm for decision to buying or constructing in which have been considered both the operating costs of organizational strategies. Bert, Dobler and Starling in his book introduced the effective factors on deciding to construct or purchase and Considerations support on decision to construct or purchase and by developing a mathematical model to maximize the total usefulness of this decision. Mr. Mohammad Khalatbary (1389), his final project entitled "the privatization Impact Assessment Executive service units" Mr. Mohammad Khalatbary (1389), entitled his final project as the executive privatization impact assessment of service units" fulfilled in the headquarters of National Petrochemical Company of Iran, That results of this research has confirmed the following four hypotheses. the privatization of services is effective in achieving the effectiveness goals. the privatization of services is successful in reducing the size of spheres of activity. l the privatization of services is successful in providing customer satisfaction of services. the privatization of services is effective on decentralization in decision-making process. Ms. Nasrin Mehraein (1390) entitled his final project Analysis of the Effects of delegating tasks to contractors of butane companies on corporate performance and providing recommendations to improve them "to fulfill the answers to the following questions: was delegating tasks of contractors cause the improving of organizational performance? what should be done to improve results of the study? Page 2069

3 The noted oriented Subject of researchers delegate tasks to contractors. and the effects of delegating tasks to contractors on organizational performance that In this study a broad range of effective factors on organizational performance and the effects of delegating tasks to contractors has been targeted by these factors. Materials and methods: The present study, in terms of time in doing research is Cross sectional; In terms of the results of study is applied; In terms of performance of the study process is combination; In terms of purpose of this research is descriptive (and a case study) and in terms of logic on the performance of study is deductive. In the present study is used a simple random sampling method. This study consisted of a population between managers and employees of the oil industry of Islamic Republic (Directorate General of organization and the Ministry of Petroleum methods and the structure of engineering offices and productivity of leading firms and subsidiaries of the oil industry). To determine the statistical sample were distributed and collected of 30 questionnaires. The standard deviation was equal to Since the number of managers and employees are 130 people, as statistical sample were selected 97 peoples by simple random sampling which based on a Cochran formula Results and discussion: Table 1. The frequency distribution based on gender Gender The Percentage of The percentage of cumulative Female مرد Male Total The above table represents the frequency of employees is based on their gender, as shown in table 12.4 percent of respondents is female and 87.6 percent of the respondents are male. Table-The frequency distribution based on education Education The Percentage of The percentage of cumulative Associate Degree مرد BA MA Without answer Page 2070

4 The above table represents the frequency of employees is based on their educational level, as can be seen in table 3.1 percent of respondents have Associate degree, 41.2 percent have BA, 53.6 percent have a MA And higher and 2.1% by the end of academic degree is unknown. In total, the highest number of the frequency allocated to the holders of MA and higher. Table 3. The frequency distribution based on work experience Work experience (years) The Percentage of The percentage of cumulative to up total The above table represents the frequency of employees is based on their work experience, As shown in Table, 4.1% of respondents have 1-5 year of working experience, 13.4% of respondents have 6-10 years working experience, 18.6% of respondents have years of working experience and 28.9 percent of respondents have years of working experience, 12.4% percent of respondents have years of working experience,16.5 percent of respondents have years of working experience and 5.2 percent of respondents have 30 and higher years of working experience. In general, highest large number of work is allocated to the holders of work experience to year and the lowest frequency is allocated to the holders of work experience to1-5 year. Table 4. The frequency distribution based on the job: work experience (years) The Percentage of The percentage of cumulative Employee BA and MA The chief of Unit Page 2071

5 Manager total The above table represents the frequency of employees that is based on the job, as can be seen in table 5.2 percent of respondents are employees, 48% of respondents are BA and MA,28. 9% of respondents and 17.4 percent of the respondents are chief of unit. In total, the highest number of the frequency is allocated to the holders of BA and MA job and the lowest frequency is allocated to the holders of the employee's job. The Study hypothesis number1- there are significant differences between expectations and perceptions of executives and employees about technology factors (indices reasons for Hypothesis H0: There is no significant difference between expectations and perceptions of executives and employees about technology factors (indices reasons for Hypothesis H1: there are significant differences between expectations and perceptions of executives and employees about technology factors (indices reasons for Ranks Total rating The average rating Number a Negative Rating BT2 - BT b Positive Ratings 4 c Ties 97 Sum total a. BT2 < BT b. BT2 > BT The Wilcoxon test BT2 BT a z.000 Two tailed significance level Asymp. Sig.(2-tailed) a. Based on positive ranks. In the Ranting table, obtained the rating average and Rank Sum and in the Test, Statistic decision criteria (Sig.) is obtained to the amount and since this amount is smaller than 0.05, is rejected the null hypothesis; means there is difference between expectations and perceptions of executives and employees about of Technology factors (indices reasons for Page 2072

6 The Study hypothesis number 2- there are significant differences between expectations and perceptions of executives and employees about social factors (indices reasons for Hypothesis H0: There is no significant difference between expectations and perceptions of executives and employees about social factors (indices reasons for Hypothesis H1: there are significant differences between expectations and perceptions of executives and employees about social factors (indices reasons for Ranks Total rating The average rating Number a Negative Rating BS2 - BS b Positive Ratings 4 c Ties 97 Sum total a. BS2 < BS b. BS2 > BS c.bs2 = BS The Wilcoxon test BS2 BS a z.000 Two tailed significance level Asymp. Sig.(2-tailed) a. Based on positive ranks. In the Ranting table, obtained the rating average and Rank Sum and in the Test, Statistic decision criteria (Sig.) is obtained to the amount and since this amount is smaller than 0.05, is rejected the null hypothesis means there is significant difference between expectations and perceptions of executives and employees about of Technology factors (indices reasons for The Study hypothesis number 3- there are significant differences between managers and employees about expectations and perceptions of political factors (the indices reasons for Hypothesis H0: There is no significant difference between expectations and perceptions of managers and employees on political factors (the indices reasons for Page 2073

7 Hypothesis H1: there are significant differences between expectations and perceptions of managers and employees about political factors (the indices reasons for Ranks Total rating The average rating Number a Negative Rating BT2 - BT b Positive Ratings 4 c Ties 97 Sum total a. BP2 < BP b. BP2 > BP BP2 = BP c. The Wilcoxon test BP2 BP a z.000 Two tailed significance level Asymp. Sig.(2-tailed) a. Based on positive ranks. In the Ranting table, obtained the rating average and Rank Sum and in the Test, Statistic decision criteria (Sig.) is obtained to the amount and since this amount is smaller than 0.05, is rejected the null hypothesis means there is significant difference between expectations and perceptions of executives and employees about of Technology factors (indices reasons for The Study of secondary hypothesis 4- there are significant differences between expectations and perceptions of executives and employees about economic factors (indices reasons for Hypothesis H0: There is no significant difference between expectations and perceptions of executives and employees about economic factors (indices reasons for Hypothesis H1: there are significant differences between expectations and perceptions of executives and employees about economic factors (indices reasons for Ranks Total rating The average rating Number a Negative Rating BT2 - BT b Positive Ratings 3 c Ties 97 Sum total a. BE2 < BE Page 2074

8 b. BE2 > BE c.be2 = BE The Wilcoxon test BE2 BE a z.000 Two tailed significance level Asymp. Sig.(2-tailed) a. Based on positive ranks. In the Ranting table, obtained the rating average and Rank Sum and in the Test, Statistic decision criteria (Sig.) is obtained to the amount and since this amount is smaller than 0.05, is rejected the null hypothesis means there is significant difference between expectations and perceptions of executives and employees about of Technology factors (indices reasons for The main hypothesis - there are significant differences between the expectations and perceptions of executives and employees about external factors (indices reasons for External factors include technological factors, social factors, political factors, economic factors, in other words summed assumptions is 6, 7, 8,9. Hypothesis H0: There is no significant difference between expectations and perceptions of executives and employees about external factors (indices reasons for Hypothesis H1: there are significant differences between expectations and perceptions of executives and employees about external factors (indices reasons for Ranks Total rating The average rating Number a Negative Rating Biruni b Positive Ratings Biruni 0 c Ties 97 Sum total a. Biruni2 <Biruni b. Biruni2 >Biruni c. Biruni2 = Biruni The Wilcoxon test Biruni2 Biruni a z.000 Two tailed significance level Asymp. Sig.(2-tailed) Page 2075

9 a. Based on positive ranks. In the Ranting table, obtained the rating average and Rank Sum and in the Test, Statistic decision criteria (Sig.) is obtained to the amount and since this amount is smaller than 0.05, is rejected the null hypothesis means there is significant difference between expectations and perceptions of executives and employees about of Technology factors (indices reasons for In connection with the investigation "Designing a comprehensive model for outsourcing services in the National Iranian Oil Company, Mr. Ashraf Zadeh (1388) achieved the following results: increasing the propensity to outsource whatever service is more tangible and more standard and the service is less uncertainty, reduced the propensity to outsource it. Obviously, the results obtained in this study of "pathological process outsourcing performance from the perspective of managers and employees of the oil industry", aligned with the conducted research. Also in connection with the study "Analysis of the Effects of delegating tasks to contractors of Butane Company on corporate performance and provide the necessary suggestions to improve them ", Ms. Mehraein get to this conclusion that the impact of delegating tasks to contractors on organizational performance has been positive to Bhutan company and it is higher than average. Accordingly, the results obtained in this study, means 23 direct effective variables were identified on performance of expectations and perceptions about the outsourcing process and identify possible causes of the failure of this process from the perspective of managers and employees of the oil industry, as well as followed about being aligned the results of this study with the conducted research by Ms. Mehraein (1390). Suggestions: According to the theoretical foundations and analysis of data collected in field studies and the results of the questionnaire, is recommended the following items: In this study, the researcher points out to the managers and officials of oil industry should be provided the necessary accuracy to all of factors and variables to outsourcing, especially economic factors that have the greatest impact on the outsourcing the oil industry; However with a little care in the tables can be found to test the reducing or declining numbers of the most effective variables factor (economic factors) to least e impact of variable factors (technology) is very small and close together, this means that should be considered to all this variables in the decision process outsourcing and its impact on their performance. 2. According to the surveys of research that researcher was conducted in oil industry, a lot of sectors and the oil industry units has ability to transferring (outsourcing) to the successful and efficient form. As a result, researcher suggested, surveying, assessment and feasibility study is to outsource this series of units. 3. Recommending the indicators and the effective factors of outsourcing reasons in section technology component for outsourcing the main activities (specialized), the specialized support, public support for project activities (temporary) attracted independently the attention of the relevant authorities in the oil industry. Page 2076

10 4. Recommending the indicators and the effective factors of outsourcing reasons in Section components of social factors for outsourcing the main activities (specialized), the specialized support, public support for project activities (temporary) attracted independently the attention of the relevant authorities in the oil industry. 5. Recommending the indicators and the effective factors of outsourcing reasons in Section components of economic factors for outsourcing the main activities (specialized), the specialized support, and public support for project activities (temporary) attracted independently the attention of the relevant authorities in the oil industry. 6. Recommending the indicators and the effective factors of outsourcing reasons in the social factors for outsourcing the main activities (specialized), the specialized support, and public support for project activities (temporary) attracted independently the attention of the relevant authorities in the oil industry. Page 2077

11 References 1. Arnord.Ulli(2000),"NewDimentionsofOutsourcing:Acompetenciesconcept",Europeanofp urchasing &SuppleManagement, Vol.18,No.1, P Ashrf Zadh, F. (1388), "Fragyrjht outsourcing model", Tehran, monthly plan, Shmarh Y Ellram, Lisa(2001)," Purchasingleverageconsiderationintheoutsourcingdecision", Europeanjournalofpurchasing, Vol.7, P Khalatbary, M. (1389), "Executive Impact Assessment Khsvsy Sazy service units" National Ptrvshymyayran industry. 5. Mehraein, N. (1390), "Analysis of the Effects of delegating tasks to contractors butane companies on corporate performance and Arayh Y recommendations designed to improve them", Allameh Tabatabaei University. 6. Porter,Michel(2001),"CompetitiveStrategy:Techniquesforanalyzingindustriesandcompetit ors",new York, The free press, P Tayles,Mike&Drury,Colin(2001),"Moving from make/buy to strategic sourcing: The outsourcing decision process", Long Range planning 34, P Page 2078