IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
New Public Management, is it a reality?Ashiki_Elahi
New Public Management (NPM) is a global paradigm in lieu of traditional public administration. There was hope that gradually NPM would solve core problems of traditional public administration accepting market management tool in public service delivery. On that sense, NPM holds market friendly principles as a conception. Since its emergence, a long time has already passed and we have seen a lot of practice of NPM in both developed and developing countries. All the way through its emergence and implementation, NPM faced a lot of criticisms. The question is, NPM is here to stay or not until we focus on market. This study is conducted to know the answer by reviewing existing literatures on NPM. As market economy is a reality and almost every powerful world leaders have taken it positive, crises in market is not going to be a great concern. Besides, now there are no such alternative that can occupy the place NPM is holding. So, as long as market remains in our policy, obviously there will be NPM as an effective concept.
A report in Educ 306 Organizational Administration of Philippine Educational Enterprise
Doctor of Philosophy in Educational Management
Mindanao State University Graduate School
General Santos City
Though innovation is associated mainly with the private sector, it is gradually realized that it can be highly beneficial for the public sector as well: this lecture will provide useful concepts, methods and ideas in this direction.
Enrico Ferro, Head of Innovation Dept., Instituto Superiore Mario Boella, IT
ESID Research Associate Pablo Yanguas presented "New approaches confront old challenges in public sector reform" at the Development Studies Association meeting in November 2014
Aligning with the UN Sustainable Development Goals #SDGsSusan McPherson
How can companies align with the UN's new Sustainable Development Goals (SDGs) and improve their corporate responsibility and employee engagement. Learn tips in this interactive presentation.
New Public Management, is it a reality?Ashiki_Elahi
New Public Management (NPM) is a global paradigm in lieu of traditional public administration. There was hope that gradually NPM would solve core problems of traditional public administration accepting market management tool in public service delivery. On that sense, NPM holds market friendly principles as a conception. Since its emergence, a long time has already passed and we have seen a lot of practice of NPM in both developed and developing countries. All the way through its emergence and implementation, NPM faced a lot of criticisms. The question is, NPM is here to stay or not until we focus on market. This study is conducted to know the answer by reviewing existing literatures on NPM. As market economy is a reality and almost every powerful world leaders have taken it positive, crises in market is not going to be a great concern. Besides, now there are no such alternative that can occupy the place NPM is holding. So, as long as market remains in our policy, obviously there will be NPM as an effective concept.
A report in Educ 306 Organizational Administration of Philippine Educational Enterprise
Doctor of Philosophy in Educational Management
Mindanao State University Graduate School
General Santos City
Though innovation is associated mainly with the private sector, it is gradually realized that it can be highly beneficial for the public sector as well: this lecture will provide useful concepts, methods and ideas in this direction.
Enrico Ferro, Head of Innovation Dept., Instituto Superiore Mario Boella, IT
ESID Research Associate Pablo Yanguas presented "New approaches confront old challenges in public sector reform" at the Development Studies Association meeting in November 2014
Aligning with the UN Sustainable Development Goals #SDGsSusan McPherson
How can companies align with the UN's new Sustainable Development Goals (SDGs) and improve their corporate responsibility and employee engagement. Learn tips in this interactive presentation.
Performance Measurement System Effectiveness and PublicPrivate Partnership As...iosrjce
The paper assess whether government participation in public-private partnership has brought
improved service delivery and efficiency in governance. The operations of government like any other private
institutions require continuous evaluation in the form of performance measurement system for improvement,
satisfaction of customers, employees and stakeholders. Data was administered Lagos waste management
authority and public. The extent of efficiency in service delivery and governance; and the effectiveness of
performance measurement usage were measured using an index computed from questionnaire items. The data
was subjected to Mann-Whitney independent sample test. Significant differences were observed in the
assessment of staff and the public on public-private partnership service delivery efficiency. The public
confirmed that waste service delivery is efficient as it had yielded quality service and cleaner environment. The
study recommended therefore that for continued public confidence in governance, efficiency in service delivery
and the use of performance measurement techniques should not be undermined or sacrificed for political gains.
This can be facilitated through conscientious monitoring of the outsourced services.
Public Sector Reforms in Africa: Focus, Challenges and Lessons Learntinventionjournals
Several public sector reforms (PSR) have taken place in Africa over the last few decades with
varying degrees of success. These range from very excellent performance to limited success and then failure.
However, regardless of the evaluation results, they have without a doubt had an impact on the way we
understand and shape public management on the African continent. Inevitably, a number of insights and lessons
have been gained on the subject matter. In this article, I suggest that a number of lessons have been learnt
which should guide reformers to improve on public sector reforms and scholars to seek further explanations for
failure and success. There is also the need for students of public sector reforms to question further the
prevailing assumptions and theories underpinning these reforms. In the light of the challenges facing public
sector reform in Africa, this paper argues that ownership of reform programmes by African governments and
other stakeholders is necessary.
Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice ...ijtsrd
This study examines the effect of the Fiscal Responsibility Act on budgeting and accountability practice in Nigeria's Fourth Republic. Specifically, the study determines the relationship between the pre and post effect of the Reform Act to ascertain if there is any significant difference in the management of the nation's fiscal operations. The study made use of secondary data obtained from the Central Bank of Nigeria Annual Reports and Accounts, the Central Bank Nigeria Statistical Bulletins and report of the Accountant General of the Federation as audited by the Auditor General of the Federation for the period under study. Six research questions and seven hypotheses were formulated to guide the study. The data generated for this study were presented in tables, graphs and mean scores and analyzed using the Statistical Package for Social Sciences version 22. The hypotheses were tested using the T test of difference and the Pearson Correlation r . Results revealed among others that the number of months of default on the publication of Federal Government Audited Accounts was reduced in the post Fiscal Responsibility Act era. Again, there is a significant negative trend in the mean corruption index after the introduction of the Act and that actual capital expenditure is more closely related to capital expenditure budget in the post than pre Fiscal Responsibility Act period. Based on the findings, we recommended that budgeting and accountability practice should be made more proactive by imbibing the culture of timely auditing and reporting standards as stated in sections 49 and 50 of the Fiscal Responsibility Act, 2007. Okegbe, T. O. "Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26639.pdfPaper URL: https://www.ijtsrd.com/management/accounting-and-finance/26639/effect-of-fiscal-responsibility-act-on-budgeting-and-accountability-practice-in-nigeria/okegbe-t-o
This paper which I presented at a training program provides invaluable input into the concept, principles, features of Public Sector Reforms. It also explores the role of international organisations in PSR.
Many countries around the world have initiated national ID card programs in the last decade. These programs are considered of strategic value to governments due to its contribution in enhancing existing identity management systems. Considering the total cost of such programs which goes up to billions of dollars, the success in attaining their objectives is a crucial element in the agendas of political systems in countries worldwide. Our experience in the field shows that many of such projects have been challenged to deliver their primary objectives of population enrolment, and therefore resulted in failing to meet deadlines and keeping up with budgetary constraints. The purpose of this paper is to explain the finding of a case study action research aimed to introduce a new approach to how population are enrolled in national ID programs. This is achieved through presenting a case study of a business process reengineering initiative undertaken in the UAE national ID program. The scope of this research is limited to the enrolment process within the program. This article also intends to explore the possibilities of significant results with the new proposed enrolment approach with the application of BPR. An overview of the ROI study has been developed to illustrate such efficiencies.
THE CRITICAL ORGANIZATIONAL FACTORS OF E-GOVERNMENT IN KENYA Editor IJCATR
eGovernment focusses on the use of technology to achieve levels of improvement in various areas of government, transforming the nature of politics and relations between the government and citizens. However, in Kenya, just like in other developing nations, many eGovernment projects have either stalled or failed to meet their objectives due to some key organizational factors. This study therefore highlights critical organizational factors affecting eGovernment projects and the nature of their relationships with eGovernment performance. The study employed cross-sectional survey design. Targeting the entire 18 eGovernment projects implemented through the Information Communications Authority of Kenya since 2005. Both primary and secondary data was collected and analyzed based on response from 217 respondents out of the 300 who participated (72% response rate). At the end, it emerged that out of the various organizational factors hypothesized to predict eGovernment projects Performance, only organizational structure, prioritization of deliverables, and organizational culture are critical in Kenyan context. Others identified in previous studies such as future needs of the organization, power distribution, structure, information system strategy alignment, prioritization of deliverables, and training were also important but not critical.
Similar to Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation (20)
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IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Does Goods and Services Tax (GST) Leads to Indian Economic Development?iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
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A Study on Retailer’s Perception on Soya Products with Special Reference to T...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
A Study Factors Influence on Organisation Citizenship Behaviour in Corporate ...iosrjce
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Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Improving profitability for small businessBen Wann
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What is the TDS Return Filing Due Date for FY 2024-25.pdf
Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
1. IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 12 .Ver. II (Dec. 2015), PP 40-52
www.iosrjournals.org
DOI: 10.9790/487X-171224052 www.iosrjournals.org 40 | Page
Public Sector Reforms and Outsourcing Services in Nigeria:
An Empirical Evaluation
Dr Ofoegbu, Grace N., Dr Vincent A Onodugo, Prof. Josaphat U. J.Onwumere
Abstract: The global economic recession forced many nations to seek for cost-efficient means of
providing public services. One tool that was readily embraced by most countries
including Nigeria is outsourcing. Since the advent of outsourcing of public services in Nigeria in 2004 as a
strategic tool for public sector reform, it has not been subjected to systematic evaluation. This paper examines
the performance of the Nigerian public sector outsourcing activities to ascertain the extent to which pre-
determined objectives of the exercise has been achieved. Combinations of both primary and secondary data
were used for this study. Primary data was obtained through the administration of questionnaire to procurement
officers in the public service while secondary data were extracted from the records of selected public
organizations. Findings show that outsourcing has a positive impact on quality and the effectiveness of service
delivery of the affected government activities. However, the study did not find evidence of cost reduction,
accountability and transparency in the outsourcing initiative. This study suggests a review of
the outsourcing policy to ensure beneficial improvement in cost reduction while maintaining the quality of
service.
Key Words: Outsourcing, Government Reforms, Public Service, Transparency.
I. Introduction
Nigeria, in 2004, joined the League of Nations that embarked on serial public sector reforms of
procurement process adjudged to be the Achilles heels of achieving prudence in public expenditure and fiscal
discipline. Several factors were largely responsible for this rethinking of public sector all in-sourcing approach
to procurement in Nigeria by the then Obasanjo-led Administration. First, the dwindling fortunes of global
economy which sent varying waves of shock and recession across many national economies actually forced the
hands of economic managers to invent ways of keeping down public expenditure to the barest minimum while
striving to maintain the level of economic welfare and quality of public services (Manning, 1996 in Hamant,
Needesh and Bhissum, 2009). Second, there was a groundswell of discontent globally about economies (mostly
developing ones) that are public-sector dominated. Most of them were bedeviled by wastes, profligate
management and corruption. For instance, by 1999 Nigeria could not account for and has little to show for over
$300 billion made from oil since the 1970s (Okonjo-Iweala, 2012). The experiences of most other African
nations were far from being different (Meridith, 2011). This dismal performance of public institutions contrasts
substantially with the performance of their private sector peers. The natural response to this trend was to
embrace the tenets of the New Public Management (NPM) theory which in the main proposed the adoption and
application of private sector principles and practices in the running of public sector organizations. The general
thinking among scholars at the time was that adopting NPM model would ensure prudent and efficient usage of
resources and aligning organizations’ processes and resources towards quality services to the consuming public
(Therkildsen, 2001; Pessoa, 2009). It is this thinking and philosophy that informed massive deregulation of
various aspects of Nigerian public sector institutions through privatization and commercialization.
One of the media adopted to achieve this NPM model in the Nigerian public service was the
outsourcing of certain public services deemed to be more prudently managed by the private sector rather than
allowing it to continue in the hands of public sector. Prior to the Nigerian case, outsourcing had long aroused
international interest as a component of public sector reforms programme aimed at achieving better government
financial management (Ryna, 2013; Pontvaara, 2014; Matnangpili, 2010; Jenson and Stone Cash, 2004).
Consequently, many countries across the globe (i.e United Kingdom, USA, New Zealand,etc) have adopted it
and are increasingly using it as a means of driving down cost while maintaining services rendered to the public
by government agencies (Guardian UK, 2008; Hunter and Healy 2001; Matnangpili, 2010)
The central thrust of public sector outsourcing in Nigeria is to reduce wastes in public sector governance by
giving out certain aspects of services hitherto performed by public institutions to private providers that are to
be competitively hired and held accountable to deliver pre-agreed quality standards at a cost considered
competitive (Adegogoye, 2006). By so doing, the over-bloated size of public sector employees and by
extension, cost of governance is reduced.
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The process is expected to usher in transparency, effective allocation of resources, efficiency,
accountability, cost reduction, and value for money delivery in public expenditure (Obasanjo, 2004).
Since the advent of the Nigerian policy of outsourcing of some public services in 2004, there is paucity
of empirical studies that have tried to assess the effectiveness of the experiment. It is this gap that this study
seeks to fill by empirically evaluating public sector reforms in Nigeria using outsourcing. It particularly
examines the extent to which the public sector outsourcing objectives have been achieved in the area of cost
reduction, transparency, effectiveness, service delivery, accountability and efficiency. The paper also tried to
ascertain the most influential factor(s) considered in the selection of vendors for the award of outsourcing
contracts, and the quality of services rendered by these outsourced organizations.
1.1 Objectives of the Study
The main objective of this study is to assess the effectiveness and performances of outsourced public
sector services with respect to cost reduction and quality of services delivery. The specific objectives are:
1. To examine the extent to which the public sector outsourcing objective have been achieved.
2. To examine the extent to which outsourcing influences the quality of services rendered to the public.
3. To assess the extent to which outsourcing impacted on cost appropriateness and value for money in
service delivery.
4. To ascertain the most influential factor(s) considered in the selection of vendors for the award of
outsourcing contracts.
5.
1.2 Hypotheses
The following hypotheses guided this study:
Ho1 Objectives of outsourcing in the Nigerian Public Sector have not been significantly achieved.
Ho2 There is no significant improvement in the quality of service delivery as a result of outsourcing in the
public sector
Ho3 There is no significant reduction in cost of services as a result of outsourcing in the public sector.
H04 Vendor selection is not mostly influenced by the quality of work to be offered compared
with the price quoted by the vendors, and the budgeted cost of the service by the
organization.
We argue that for outsourcing practice to achieve its objective of cost reduction, improved service delivery,
efficiency and effectiveness, transparency and accountability, vendors’ selection must be given serious
consideration. The article is divided into five sections. The first section introduces the topic of research, the
second section discussed public sector reforms and outsourcing, its development in Nigeria and the theoretical
bases for public sector outsourcing. The third part outlines the methodology adopted while the fourth part
outlines the empirical findings from the study. The fourth section concludes with discussion on the link between
outsourcing in the public sector, quality of services, and quality of vendors selected.
II. Review of related Literature
Public Sector Reforms and Outsourcing
Since 1980s, the wave of public sector reforms has cut across many countries of the world due to fiscal
pressures. Public sector reform is defined as an attempt by the government of a particular country to change
ways of executing its activities (Adejuwon, 2012). He further described it as an intervention plan that is aimed at
raising the level of performance of the public service while keeping the cost of governance as low as possible. It
is about strengthening the way that the public sector is managed. Schacter (2000) highlighted some of the
problems that might precipitate government to start seeking for reform to include but not limited to: government
trying to do much with limited resources, mismanagement of public resources by staff, weak accountability,
poor delivery of public service, bad public programmes design, and irrational decision making (Schacter, 2000).
The purpose of public sector reform is to totally overhaul the administrative machinery of the government in
order to improve efficiency, effectiveness, and value for money to users of public goods , attract skilled workers,
reduce government expenditure and build public and private sector confidence in government as
regulator/service provider (Manning, 2003).
Public sector reform usually constitutes part of the comprehensive institutional and political reforms of
a country with a focus on internal organizational matters such as the size of the organization, workforce,
remuneration, promotion and career management. Public sector reform started in the developed world in the
early 1980s and cut across the developing countries through the influence of the World Bank and those countries
that have successfully embraced similar reforms (Fatile and Adejuwon, 2010 in Adejuwon 2012).
Many reform measures were inspired by the new public management (NPM) concept which advocates
among other things for a cut in the direct public cost in order to improve use of resources. One of the major
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tools advocated by the NPM and glaringly present in this wave of reforms, is outsourcing (Argentino, 2009).
Since late 1980s, outsourcing has become a strategic fad of the government, researchers as well as practitioners.
It has revolutionized the way business is being conducted around the world and has been gaining popularity in
both the private and public sectors. It has really become a very important tool used by public sector managers
for effective management of government resources (Steyeart, 1998). Outsourcing through the process of
tendering and awarding of term contracts introduces competition and rivalry; the key elements for lowering cost
and achieving high standards in public sector delivery of service (Therkildsen, 2001). Core outsourcing
objectives of most government organizations are to save cost and to achieve operational efficiency in executing
their functions, and outsourcing has been considered as a business model that would help governments’
executives achieve these objectives. Evidences from the UK and US federal and state governments indicate that
the trend will continue as more and more organizations are embracing outsourcing as a business model that
would enable them cope with reduced budget while at the same time maintaining the quality of service
(Matnangpili, 2010).
There are various definitions of outsourcing by various authors but the concept remains the same.
Outsourcing is the process of purchasing goods and services from outside vendors rather than providing them
within the organization, which is called in-sourcing. Though cost is a principal factor in outsourcing but some
qualitative factors such as quality, dependability of supplies are considered in taking outsourcing decision
(Horngren, Foster and Datar, 2001). Public sector outsourcing is a situation where a government agency
contracts with a private sector firm to execute a function or process on behalf of the government which remains
accountable to the populace (Hunter and Healy, 2002). It is a contract between a government agency (the public
sector) and a private sector firm for the provision of goods and /or services that were previously supplied by
internal staff (Gariffiths and Figgis, 1997). Outsourcing is not entirely a new concept but what is actually new is
its discovery as a useful tool that enables governments’ world over in the management of their finances and its
application has been enhanced by the growing popularity of the NPM concept (Gariffiths and Figgis, 1997;
Matnangpili, 2010). Through outsourcing governments of different countries of the world have made the private
sector become an active participant in the production of public goods and services. Outsourcing enables an
organization to turn over or contract out part or all of its non-core functions or activities to the external service
provider(s).
Practitioners and advocates of NPM recommend that government functions should be outsourced
because it is a business model that combines technology and technical expertise in executing functions. This
business model is scarcely found or practiced in government organizations (Matnangpili, 2010). Outsourcing
focuses on non-core services (Ryna, 2013).
There are empirical evidences to show that outsourcing has been of great benefits to both the public
and even the private sector. A number of research studies carried out have shown evidence of expenditure
reductions. For instance Local authorities that outsourced refuse collection through competitive tendering and
award of contracts to private operators achieved 22% cost saving (Domberger, Meadowcroft and Thompson,
1986 in Jenson and Stonecash, 2004). Outsourcing in the U.S. results in cost saving of 10-20% over the
traditional delivery system and sometimes the cost saving is up to 40% (Seader, 2007). Analysts report that
United States government spending on outsourcing activities grew up to the US$11.4 billion by 2012. Countries
identified as highly experienced and bigger spenders in the public sector outsourcing, are the US, Japan, India,
Singapore, UK, Canada, and Hong Kong (Matnangpili, 2010).
Cost saving of 30% was reported by the Australian government in the year 2004 (Koch, Del and Keller,
2004). The review of 203 international studies on government outsourcing revealed that the level of cost savings
was not the same. There are wide variations, and in some cases, outsourcing resulted in increased cost
(Gariffiths and Figgis, 1997). Some researchers argue that the approximate savings from outsourcing is 6 – 12%,
the savings of 20% often-quoted appears to be deceptive and is not likely that many public sector services can
make a saving of such magnitude (e.g. Hodge, 1999).
The fact is that public sector outsourcing has carried a mixed record of success, failure, praise and
criticism (Hunter and Healy, 2001: Carroll & Eger III, 2004). It was reported that the U.S. military task shifted
to private contractors was a failure (Krugman, 2003). The reported result of savings from outsourcing is said to
be transitory because outsourcing adversely affects workers conditions of employment (Quiggin, 2002).
Outsourcing can only result to lower government expenditure and more efficient allocation of resources by
lowering wages of employees and quality of services (Jensen and Stonecash, 2004). If the observed reduction in
expenditure is as a result of lower real wages for workers, then there is no efficiency gain in outsourcing but a
transfer of economic rent from workers to government managers (Quiggin, 1994). Some authors argue that
outsourcing leads to a reduction in quality of services (Hart, Shleifer and Vishny, 1997). Contracting out
services previously performed is a vital financial tool in the hands of government authorities but the public
sector accounting does not factor in costs involved in management and monitoring of contractors (Prager, 1994).
More so, the government rarely maintains good accounting records. Prager contends that if accurate costing is
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made, it may be discovered that no cost saving is made from outsourcing and that government operations may
even be more efficient than outsourcing. There is no consensus as to the cost reduction benefit of outsourcing.
Some researchers argue that outsourcing improves efficiency, and results in more prudent allocation of
resources as a result of competition among providers of public services. Moreover there is no political
interference in private firms. Successful outsourcing provides organizations with a number of benefits most of
which result from improved efficiency (Carol & Eger III 2004). The issue of increased efficiency and cost
reduction cannot easily be established because efficiency is a difficult attribute to measure as a result of
inadequate information on operating costs and output. Changes in outsourcing expenditure at the contract level
are difficult to analyze. Consequently, subsequent measurement of improvement in efficiency and cost
reduction is a very difficult task (Jensen and Stonecash, 2004).
In outsourcing literature, there are evidences showing that organizations can take to contracting out
services in order to improve service delivery. A study on security outsourcing of two Australian public sector
organizations revealed that the managements of the two different organizations were respectively dissatisfied
with the quality of service rendered by the security staff of the outsourced firms. The result was demand by the
management for improved service delivery (Sciulli, 2005). Examination of the latest trends in the public sector
outsourcing, reveals that outsourcing has become a way the public sector delivery of goods and services can be
improved (Hart, 2007). Through outsourcing money can be saved by government executives and the services
provided to citizens and businesses can be improved upon. They have used outsourcing as a means of
transforming their operations and dramatic improvement in the public sector performance has been achieved
(Hunter and Healy, 2002).
Accountability of government agencies can be improved upon through outsourcing because it forces
the agencies to clearly specify the objectives of the service, the responsibilities of the service providers and the
consequences of non-performance. Contract specification and the establishment of the expected outcomes
would make measurement of performance of the organization in the delivery of the outsourced service very
easy. On the other hand, accountability can be reduced especially where the terms of the contract are not
properly stated, and there is no clear distinction of expectations from the supplier. This will give rise to shifting
blame between the government executives and the supplier when the services are badly performed (Garriffith
and Figgis 1998).
Other benefits include lower levels of capital investment, access to better skills or technology. Public
sector executives are increasingly turning to outsourcing expecting to achieve improved service rendered to
citizens, access to new sources of capital and cut down cost (Hunter and Healy, 2002). Contracting out a
function saves government manager the cost of acquiring assets such as latest plant and equipment (Garriffith
and Figgis, 1997). An organization may consider outsourcing a function if it lacks the in house skill required for
the performance of a function. The function is then handed over to a supplier who is an expert in the field or a
specialist in that function who may have well-trained, experienced staff and most current procedures and
technology. Outsourcing functions in the field of engineering and computer services required such skills and
competence. It equally saves the public sector the cost of training staff whose skills are occasionally required.
Outsourcing is not without risks. Loss of control imposes risk to an organization in the process of
outsourcing. Though companies may gain the best knowledge, experience, and methodology available in an
outsourcing engagement but they may lose some degree of control (Raiborn, Barfield and Kinney, 1999).
Outsourcing lowers the level of privacy and protection that personal information requires. There is concern
about data security especially in IT outsourcing and increase in unemployment. Outsourcing may result in
increased dependence on suppliers by the organization. Thus, the supplier may arbitrary increase prices, reduce
quality and worse still, fail in its service delivery (Horngren, Foster and Datar 2001).
The Evolution of The Public Sector Outsourcing in Nigeria
In Nigeria, outsourcing is not new; it has been in practice, albeit informally, among public sector
organizations. What is new is that the procedure and processes have been formalized in line with what obtains in
other countries. The formal practice of outsourcing in Nigeria stem from various reform initiatives introduced
by the Obasanjo administration between 1999 and 2007. Prior to 1999, Nigeria was described as a poor country
because of her dismal economic performance. All the indices for judging the economic position of a country
were all in the negative. For instance, the per capita income was put at US$310. Over 60% of the population fell
below the poverty line (or lived below US$1 dollar a day). Over 50% of the population was said to have no
access to safe drinking water. Her poor economic state was attributed to economic mismanagement and
corruption. Even though there were other areas of corrupt practices, award of the contract was a major means of
corruption and mismanagement of the country’s economic resources (World Bank, 2000)
Before the reforms were introduced, the quality of output in the public sector was low due to low staff
morale; delivery of service was generally very poor. The public service was too hierarchical and rule driven
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instead of service/customer oriented. The staff lacked initiative, drive and professionalism (Dambatta, 2008).
The public service was filled up with low skilled workers who were poorly remunerated, and were full of
corrupt tendencies and not committed to their duties (Ayuba, Tsado and Inyang, 2008). Between 1960 when
Nigeria got her independence and 1999 when President Obasanjo administration took over the leadership of the
country, the population of civil servants in Nigeria grew by 350% with the decline in efficiency and
effectiveness. Moreover, a diagnostic study by the office of the Nigerian Head of the Civil Service in year 2002
revealed among other anomalies, that:
The Nigerian civil service had about 60% of staff within the age bracket of 40years and above.
Unskilled staff within grade level 01 – 06 constitutes about 70% of the entire work force.
There was the prevalence of ghost workers as a result of poor personnel records, and the payroll control
system.
Presence of a non-transparent and corrupt procurement system (Ayuba et al. 2008).
The percentage distribution of Federal Civil Servants by their cadre as at 2005 was as follows: Directorate
Cadre 1.7%; Non-Directorate Graduate officer cadre 10.0%; Executive, Technical and Clerical class 18.0%;
Sub-Clerical, Miscellaneous and un-established grades 70.0% (Adegoroye, 2007a).
Over population of the civil service resulted in government spending nearly 80% of its resources on
recurrent expenditure, while the remaining 20% was deployed to capital projects (Obasanjo, 2005). This
situation adversely affected national economic growth. The critical challenges facing Nigeria at this time
include: how to eradicate corrupt practices in every sector of the economy, how to achieve sustainable
democracy and good governance, improved human capital development, respect for supremacy of the rule of
law, planned balanced economic development, and equity in the distribution of national wealth (Adegoroye,
2007b). It was in response to these challenges that the government started putting in place policies and
measures in 1999 to reverse the trend as well as ensuring the complete overhaul of the civil service hence the
reforms. Additionally, the macroeconomic strategic plan christened National Economic Empowerment Strategy
(NEEDs) was introduced in 2003 with the aim of changing the way government was doing its business by
identifying the government’s core business and sticking to them while allowing the private sector to run the
business of providing other services for which they have comparative advantage over government (Adegoroye,
2007b). It was envisaged that this would make government jobs to decline and subsequently, the cost of running
government to reduce drastically.
The Legal Framework of Outsourcing and Procurement
In compliance with the recommendations of the Country’s Procurement Assessment Report issued in
the year 2000, the government quickly established “Budget Monitoring and Price Intelligence Unit (BMPIU)”
known as Due Process Mechanism (Ekpenkhio, 2003) to evaluate contracts, determine the relevance, cost-
effectiveness and sustainability of such contracts being awarded. The government also issued a new circular (No
F. 15775) on guidelines for procurement and award of contracts in government ministries in the same year 2000.
The circular spelt out in great details, the procedures and levels of approvals for the award of contracts by
various levels of government authority.
In 2007, a Public Procurement Act was promulgated. The Act established National Council on Public
Procurement and Bureau of Public Procurement. The Bureau became a regulatory body or authority responsible
for the monitoring and exercising oversight function of public procurements, setting standards and developing
the legal framework for improving capacity for public procurement in Nigeria.
In pursuance of the government reform plan of reducing staff strength of the public sector, minimizing
personnel as well as redundancy cost, the government established Bureau of Public Service Reform (BPRS) in
2004, assigned with the responsibility of coordinating the implementation of the reforms (Ayuba, et al. 2008).
The Bureau is an institutional platform for public service reform management and co-ordination (Matankari,
2008). Two Generic Guidelines one for reforms on Ministries, Departments and Agencies (MDA’s) and another
for Parastatals were prepared by the Bureau. One of the measures earmarked for delivering the civil service
from its staffing problems was through the injection of new entrants for new orientation and attitude towards
public service and resources, and disengaging the unproductive staff in the system. Services classified as non-
core such as house cleaners, drivers, cooks, security men, messengers, and others were outsourced which
involves promotion of partnership between the government and the private sector in order to eliminate the
burden of the dwindling government funds.
Placing public procurement systems in the right position, at both federal and state levels is assumed to
be one of the highest measures for controlling corruption and achieving value for money in public expenditure
management. Procurement accounts for 80%-90% of government annual total budget/activities and affects
economy and social lives of every Nigerian.
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Theoretical Framework of Government Outsourcing
There are basically three theories that underpin the practice of outsourcing and they will be discussed
very briefly thus:
Public Choice Theory
Public Choice Theory supports the execution of government activities in the same way private business
activities are executed. The theorists argue that government employees are rational human beings who are
interested in maximizing their personal income and influence (Gariffith and Figgis, 1997). Executives in
government take part in government decision-making, and usually like to obtain large budgets and as many staff
as possible not minding what is actually required for efficient administration. This leads to excessive growth of
the government budget and distortion in allocation of the resource. Executives manipulate or monopolize
government policies for their own selfish interest. In order to cut down on inefficiency, and this tendency
towards hijacking government policy, researchers argue that policymaking should be separated from service
delivery. Instead of the same decision makers to continue to maintain and expand their service delivery
functions, such functions can be outsourced (Gariffith and Figgis, 1997).
Agency Cost Theory
Agency Cost Theory supports outsourcing by providing the analyses that helps the understanding of the
structure of the relationship between the principal (client), and vendor (supplier) (Gariffith and Figgis 1997).
This analysis became necessary because of agency problems, the problem of trust under conditions of
uncertainty, and incomplete information. The problems are identified as adverse selection and moral hazard
(Bolumole, Frankel, and Naslund, 2007). Adverse selection refers to a situation where the principal is not able to
determine whether the agent will adequately perform the function which he is paid for. Moral hazard is a
problem of the principal not being sure that if he assigns the task, that the supplier will be as hard-working and
careful in accomplishing the assigned task as the buyer would if the task is not outsourced. Solutions to these
problems are development of some safeguarding mechanism to guide outsourcing relationships, such as policies
guiding remuneration, monitoring and methods, performance-based bonus, penalties, and attitude towards risk
taking (Bolumole, Frankel and Naslund, 2007). The relationship compels the agent to perform his obligation to
the principal and not to act in his own interest. Hence instead of employment relationship, a contractual
relationship between the principal and the agent has been considered the best way to achieve maximum
performance from the agent (Gariffith and Figgis, 1997). This makes for accountability possible because each
party. Achievement of outsourcing objectives is heavily dependent on this theory (Griffin, 2010).
Transaction Cost Theory (TCE)
Transaction cost economic theory adopts a more economic approach to outsourcing processes
(Urquhart, 2000). It is assumed to be the most utilized of all the outsourcing theories, and the best decision
making tool which has helped organizations to decide whether to outsource (Perunovic and Pederson
(2007). In this theory, the notion is that the organization’s decisions to outsource should be based on the relative
cost, which comprise the cost of production and transaction cost of the exchange between the supplier and the
client. The transaction cost refers to the costs involved in evaluation of suppliers, in setting up and monitoring
the contract as against the cost of producing the goods or services in-house (Urquhart, 2002). The outsourcing
decision is expected to reduce the transaction cost as much as possible otherwise it is irrational (Urquhart, 2002;
Bolumole, Frankel, and Naslund, 2007). All the theories are directly related to the study.
III. Methodology
The research methodology adopted in this study was the survey. Survey method was considered
appropriate because the study involved an investigation of people’s opinion or other manifestation through
direct questioning. The scope of this work covered only cleaning and security services outsourcing in the public
sector. The outsourcing focal point and proxies were Transparency, Effectiveness, Efficiency, Cost Reduction
and Improved Service Delivery. The research used data derived from both primary and secondary data sources.
The primary data were sourced from questionnaire and personal interview. The secondary data were sourced
from the annual reports of three public sector organizations. These data were used to determine whether
outsourcing has helped in reducing cost of operations in the public sector. Further secondary data were obtained
from relevant academic journals (national and international), magazines, textbooks, and internet downloads.
Others include publications of the Bureau of Public Procurement, the Budget Office, the Bureau of Public
Services Reform, Public Procurement Acts, Federal Government Policies and Circulars.
Interview was held with key officers of the Bureau for Public Procurement (BPP), the Bureau for
Public Service Reforms (BPSR), and some organizations under study. Copies of the questionnaire were
administered to the officers involved in public outsourcing decisions, the Tenders’ Board members, the
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Technical Evaluation Committee, Procurement Planning Committees, and the Procurement Committees of the
federal institutions under study.
The population frame of this study comprises the procurement unit of the ministries, department and
agencies (MDA). A multi-stage sampling technique was used in drawing the sample size- this involves first
choosing the organization before selecting the number of respondents. Out of a population frame of seventy-one
a total sample size of 28 public sector institutions was selected using Yamane Taro’s formula for deriving
sample size from the finite population. The same formula was applied in selecting 251 respondents to whom the
questionnaire was selected for administration. Out of a total of 251 copies of the questionnaire administered to
procurement committee members, 210 copies were returned and 41 copies were not returned. Secondary data of
three large MDAs whose annual report were complete, updated and available for the period under consideration
were obtained for complementary corollary analysis. Simple percentages were used in interpreting the data. In
analyzing the data, Principal Component Analysis was adopted; correlation analysis was used.
1.1 Findings
Ho1 Most objectives of outsourcing in the Nigerian Public Sector have not been achieved.
Factor Analysis was used to determine this hypothesis and the results are presented in the table 1.
The data collected were subjected to the principal component analysis. Their eigen values, (which is
the sum of the squared loadings), the percentage of total explained variance, the cumulative percentage
explained by each component, plus the communalities (which is the proportion of the variance for each variable
explained by all the 2 components) are summarized in table 1a.
The table shows that the rotated component which has 2 significant components together explained
93.078% of total variance, leaving 6.922% unexplained. The unexplained may be due to various other factors
not involved in the analysis. To determine the significance of the variables that are related to each component,
only those variables with high component loadings are considered. The high component loadings are in
parenthesis.
From the component principal analysis and the interpretations of components, it can be seen that 5
variables on effective good clinical governance criteria were reduced to 2 components and then to a single
component, which can be used to explain the variations in the components that have been significantly attained
in terms of government objectives of outsourcing. The following under listed dimensions may be accepted and
used as the underlying indices/components for the area studied in order of importance.
1.Improved service delivery
2.Increased efficiency
3.Increased effectiveness
These 3 major variables were reduced to single the (1) component which is “Improved Service
Delivery”. Having a total variance explained of 82.252% cumulative, “Improved Service Delivery” is the major
component of outsourcing objectives that has been achieved.
With significant achievement of 3 of the five objectives, null hypothesis is rejected and alternative
accepted. Therefore, some of the outsourcing objectives of the Nigerian public sector have been significantly
achieved.
Ho2 Quality of outsourced services in the Nigerian public sector has not significantly improved after
outsourcing.
With Anderson-Darling Normality Test, this hypothesis was tested and results presented in Table 2a.
(See also figure 1).
The mean response of the respondents is 2.479 + 1.378. This indicates that the respondents agree that
outsourcing is more efficient. With the Anderson-Darling Normality Test Result shows an AD value of 22.150
which is significant as p <0.005, this shows that the responses of the respondents that outsourcing has the
benefits of more efficiency, more experience, better qualification and more hard work. Thus, this result reveals
that the quality of service contracted out has significantly improved. Therefore the null hypothesis is rejected
and alternative accepted.
Ho3 There is no significant reduction in cost of services as a result of outsourcing in the public sector.
Data collected as shown in table 3 was analysed to determine whether outsourcing is beneficial to the
public sector in terms of cost. The Paired samples statistics in tables 3a -3c show that the mean outsourcing cost
for all the organisations is N92,228,321.32 on all the items while that of internal cost is N62,875,146. However,
the difference noticed between outsourcing cost and internal cost (as shown by the mean values in the paired
samples statistics table), is not significant. The result where tcal (2.641) < tcritical (2.776), and p > 0.05, confirms
8. Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
DOI: 10.9790/487X-171224052 www.iosrjournals.org 47 | Page
this. Hence, outsourcing of services/functions does not significantly reduce cost of operations of the Nigerian
Public Sector.
Ho4 Vendor selection is not mostly influenced by quality of work to be offered compared with the
vendor’s price quoted and the budgeted cost of the service by the organization.
Out of the three alternative factors for vendors’ selection, 41% of the respondents indicated that quality
of work to be offered by the vendors is given uppermost consideration. Price quoted by the vendors has 32%
while the budgeted cost by the organization attracted 27%.
ANOVA and Scheffe Test were used in analyzing the responses. The result is as presented in tables 4a
– 4c.
One way ANOVA was used to analyze the responses together to ascertain the mean response of the
three options that is significantly higher. The result of the analysis gave an f value of 7.675, and a significant
value of 0.001 which shows that the ANOVA result is significant at P ≤ 0.01.
Further analysis was carried out to find where the significance lies using the Scheffe test (table 8) and
the result shows that “Quality of service offered by the vendor” was preferred above “Cost quoted by the
vendor” and “budgeted cost by the organization” with the mean value of 3.58, against 3.41, and 3.27
respectively.
IV. Results and Discussion
The result of this study revealed that service delivery, efficiency and effectiveness have significantly
improved in the Nigerian public sector. This was in line with the empirical work conducted by Hart (2007)
which signified that through outsourcing, public sector delivery of goods and services can be improved. Also
dramatic improvements in the public sector performance can occur (Hunter and Healy, 2002). This justifies the
government reform initiative to engage in support staff outsourcing (SSO) services for lack of seriousness,
dedication to duty, efficiency and effectiveness, and poor performance by the government staff that previously
performed the functions. The improvement in service delivery may be attributed to improved efficiency even
though efficiency is a difficult attribute to measure (Jenson and Stonecash, 2004). The efficiency measurement
in this work was by people’s opinion through questionnaire which may give a biased result.
Transparency and accountability objectives have not been significantly achieved through outsourcing
in the Nigeria public sector. This signifies that contracts are not well specified in terms of responsibilities
between government and suppliers (Garriffith and Figgis, 1998).
There is no evidence of cost reduction even though it was envisaged that outsourcing would drastically
reduce cost of running government. The government claim of cost saving from the reform programmes of
monetization and outsourcing actually resulted through the use of Integrated Payroll and the Personnel
Information System (IPPIS). The system helped the Government to save over N500million from monthly
salaries by eliminating ghost workers (Matankari, 2008).
In any case, many authors on the subject of outsourcing have emphasized that even though cost saving
is important but the value for money should receive first consideration. Thornton (2014) states that the purpose
of changing the way services are delivered in the public sector is not only to save cost but also to provide high
quality service to meet the demands of the public. However some Governments considered cost saving as the
most common and high profile driver for outsourcing services in the current economic climate. This makes the
criteria for vendor selection to be weighed towards cost forgetting the quality of service, the transformation and
innovative practice which were at the core of the reform initiative (Macfarlane, 2012).
Consideration of quality of service to be rendered in vendor selection actually yielded some benefits of
improved service delivery, efficiency and effectiveness in government operations. With these benefits the
Nigeria public sector outsourcing achieved value-for-money concept. A study carried out on managers of
contract service providers revealed that the most important single factor for the public sector in the selection of a
service provider was the value for money (VFM) (Roger & Martins, 2007).
However, the improved operation and efficiency should have resulted into cost redaction (Thornton,
2014). For this not being the case in the Nigeria public sector outsourcing indicates that the process of vendor
selection has problems. The contract according to the procurement guidelines is awarded to the lowest evaluated
responsive bid with regards to specification and standard (Bureau of Public Procurement, 2007). For this not
resulting into cost reduction means that the guideline for selection of vendors are not followed. The
procurement process plays a very important role. Non strict adherence to the process can contribute to the
unsuccessful or wrong appointment of supplier. We, therefore, conclude that basing selection of vendors on only
the quality of services to be rendered can only result into improved service delivery, efficiency and effectiveness
and not cost reduction, transparency and accountability.
9. Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
DOI: 10.9790/487X-171224052 www.iosrjournals.org 48 | Page
V. Conclusion
Outsourcing has been adopted in many countries of the world as a means of public expenditure
management. Some countries have reported tremendous benefits while some others have failed in their
outsourcing endeavor. Available evidence shows that countries that have tested the benefits of outsourcing have
always planned to spend more on it in their budget. For instance, the UK public sector in 2007 planned to
further outsource services worth £20bn reported to represent a growth of 50% over 3years (Kebleresearch,
2007). The Nigerian public sector outsourcing has proved to be one sure way of improving public service
delivery, increasing effectiveness and efficiency. This can be attributed to selection of vendors based essentially
on quality of service to be supplied. It has not significantly helped the government in cost reduction and
transparency/accountability. Some of the key reform thrusts of the Federal Government are to reduce the cost of
operation, improve service delivery, efficiency, effectiveness, and accountability in government expenditure,
and ensure transparency in government operations. Successful achievement of the existing unattained
outsourcing objectives depends on the extent to which these recommendations are adhered to. The paper
therefore recommends that outsourcing project in the Nigerian public sector be reviewed in order to achieve
success in cost reduction, transparency and accountability in government financial management as experienced
by many other countries of the world. Public sector managers should appreciate the government’s objective of
outsourcing and consider it above personal interest. There must be regular monitoring and evaluation of
vendor’s performance to ensure that the standard continues to improve, and performance criteria must be
properly specified.
There should be adequate and proper sensitization of some key public officers because they are the key
drivers of government outsourcing initiatives for achievement of objectives. They should be enlightened on the
need for transparency and accountability in public service. There should also be continuous public enlightened
by the Bureau of Public Sector Reform through its publications on government reforms and outsourcing. The
criteria for vendor selection as set out in the public procurement handbook must be strictly followed to ensure
the transparency of operations. Any room for cost saving should not be neglected.
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List of Tables
Table 1. Assessing the Achievement of Organizations’ Objectives of Outsourcing
Objectives of Outsourcing Frequency Percent
Reduced Cost 45 16.48%
Improved service delivery 76 27.84%
Increased Efficiency 60 21.98%
Transparency/ Accountability 32 11.72%
Increased Effectiveness 60 21.98%
Others - 0.00%
Total 273 100.00%
11. Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
DOI: 10.9790/487X-171224052 www.iosrjournals.org 50 | Page
No response 9 -
Source: Questionnaire Analysis 2015
Table 1a.
Factor Analysis
Rotated Component Matrix of Organisation’s Objective of Outsourcing
Variables Component 1 Component 2 Communalities
Reduced Cost 0.563 0.765 0.901
‘Improved Service Delivery’ 0.896 0.274 0.879
‘Increased Efficiency’ 0.869 0.928 0.962
Transparency/ Accountability 0.298 0.454 0.950
‘Increased Effectiveness’ 0.869 0.928 0.962
Eigen values 4.113 0.541
Percentage variance explained 82.252 10.826
Cumulative percentage 82.252 93.078
Kaiser Normalisation (Varimax) 781 624
Source: Statistical Computation (2015)
Table 2: Improvement in Quality of Services Contracted out.
Item Frequency Percent
They are more efficient 85 40.3%
They are more experienced 26 12.3%
They are more qualified 16 7.6%
They are more hard working 82 38.9%
No response 2 0.9%
Total Response 211 100.0%
Source: Questionnaire Analysis 2015
Table 2a: Determining quality of security and cleaning service
76543210-1-2
99.9
99
95
90
80
70
60
50
40
30
20
10
5
1
0.1
C6
Percent
Mean 2.479
StDev 1.378
N 211
AD 22.150
P-Value <0.005
Probability Plot of Quality of Outsourced Services
Normal
Table 3 Outsourcing and In-house costs of various services in the Nigeria public sector
Items PS 1 PS 2 PS 3 Total
Outsou
rcing
Costs
Interna
lCosts
Outsou
rcing
Costs
Interna
lCosts
Outsou
rcing
Costs
Interna
lCosts
Outsou
rcing
Costs
Interna
lCosts
Security Services
26,334,
650
16,800,
790
100,08
0,000
60,048,
000
-
-
126,41
4,650
76,848,
790
Cleaning and Fumigation
21,876,3
12
17,501,0
49
81,840,0
00
57,288,0
00
99,445,9
40
69,612,1
58
203,162,
251.6
144,401,
207
12. Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
DOI: 10.9790/487X-171224052 www.iosrjournals.org 51 | Page
Laundry Services
7,535,
000
7,384,
300
76,28
4,996
48,82
2,397
-
-
83,81
9,996
56,20
6,697
Maintenance of Flowers, Road
& Trees
4,000,00
0
3,500,00
0
-
-
-
-
4,000,00
0
3,500,00
0
Catering & Consumables
21,673,80
5
19,072,94
8
22,070,90
4
14,346,08
8
-
-
43,744,70
9
33,419,03
6
Source: Some Nigerian Federal Parastatals, 2015
* PS represents Public Sector
Table 3a
Paired Samples Statistics
Mean N Std. Deviation Std. Error Mean
P
ai
r
1
outsourcing cost 92228321.3200 5 76942574.75094 34409765.50139
internal cost 62875146.0000 5 53102024.30165 23747947.21627
Table 3b
Paired Samples Correlations
N Correlation Sig.
Pair 1 outsourcing cost & internal cost 5 .994 .001
Table 3c
ired Samples Test
Paired Differences t df Sig.
(2-
tailed)
Mean Std.
Deviation
Std. Error
Mean
95% Confidence
Interval of the
Difference
Lower Upper
Pa
ir
1
outsourcing
cost -
internal cost
2935317
5.32
24854346.3
8929
11115201.
61256
-
1507571.7
9047
60213922.
43047
2.6
41
4 .058
Table 4: Factors that mostly influence vendors’ selection
Disagree
Strongly
Disagree Agree
Strongly
Agree
Total
Quality of service to be offered
by vendor
10
4.7%
1
0.5%
66
31.3%
109
51.7%
186
88.2%
No Response 25 11.8%
Price quoted by vendor 6
2.8%
2
0.9%
90
42.7%
86
40.8%
184
87.2%
No Response 27 12.8%
Budgeted Cost of service 19
9.0%
7
3.3%
75
35.5%
83
39.3%
184
87.2%
No Response 27 12.8%
Source: Questionnaire Analysis 2015
Table 4a: Factors that mostly influence vendors’ selection
N Mean Std. Deviation Std Error 95%confidece Interval for
Mean
Minimum Maximu
Lower
Bound
Uper
Bound
Quality of service
Price quoted by
vendor Budgeted
cost
Total
186
184
184
554
3.58
3.41
3.27
3.42
.810
.612
.798
.755
.059
.045
.059
.032
3.46
3.32
3.16
3.36
3.69
3.50
3.39
3.48
2
1
1
1
11
4
4
11
Source: Analysis of field data 2015
13. Public Sector Reforms and Outsourcing Services in Nigeria: An Empirical Evaluation
DOI: 10.9790/487X-171224052 www.iosrjournals.org 52 | Page
Table 4b: ANOVA
Source: Analysis of field data 2015
Table 4c
Homogeneous Subsets
Code N
Subset of alpha = .05
1 2
Cost to be saved
Price by vendor
Quality of service
Sig
184
184
186
3.27
3.41
.192
3.41
3.58
.114
Source: Analysis of field data 2015
Sum of
Squares
Df Mean Square F Sig
Between Groups
Within Groups
Total
8.537
306.468
315.005
2
551
553
4.269
.556
7.675 .001