Implications of HR Outsourcing for HR Practitioners Work Behaviors: Evidence from the Mobile Telecommunication Industry in Ghana

Samuel Howard Quartey

Abstract


This study examined the implications of Human Resource outsourcing for Human Resource Practitioners work behaviors in the mobile telecommunication industry in Ghana. The assumptions of the resource-based theory served as a lens for providing an understanding into the implications of Human Resource outsourcing for Human Resource Practitioners work behaviors. This study was a descriptive study design which sought to investigate the implications of Human Resource outsourcing for Human Resource Practitioners’ work behaviors. The mobile telecommunication industry in Ghana was purposively chosen for its socioeconomic relevance to the Ghanaian economy. Twelve Human Resource Practitioners’ consisting of Human Resource Officers and Human Resource Managers from the six mobile telecommunication industry were selected to participate in this study. The results from the descriptive analysis indicated that Human Resource Management functions such as recruitment, employee training, employee health and safety management and human resource information system and activities (such as payroll administration and social security) were more likely to be outsourced. The results further showed that Human Resource outsourcing activities had insignificant effect on Human Resource Practitioners’ work behaviors such as job satisfaction, organisational commitment and turnover intentions. Therefore Human Resource outsourcing practices do not have significant implications for Human Resource Practitioners work behaviors. Although Human Resource outsourcing has insignificant effects on Human Resource Practitioners work behaviors, it is highly recommended that managements in the mobile telecommunication industry must reduce their overdependence on financial rewards and rather implement job enrichment and enlargement strategies in making their employees committed, satisfied and stay.


Full Text: PDF DOI: 10.5539/ibr.v6n11p178

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This work is licensed under a Creative Commons Attribution 3.0 License.

International Business Research  ISSN 1913-9004 (Print), ISSN 1913-9012 (Online)

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