Key Features:
- No of Pages: 85
- No of Chapters: 05
Introduction:
Abstract
The abstract of this research is only available in the paid version.
Table of Content
Content Page
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Declaration v
Abstract vi
Table of Content
vii
Chapter One: Introduction
1.1 Background of the study
1.2 Statement of the Research Problem
1.3 Objectives of the study
1.4 Research Hypothesis
1.5 Scope and Limitations
1.6 Significance of the Research Findings
Chapter Two: Literature Review
2.1 Introduction
2.2 Historical Background of facilities management outsourcing
2.3 FM in context
2.4 Classification of FM works
2.5 FM functions
2.6 Underpinning the selection of outsourcing or in- house FM approach
2.7 What is Outsourcing?
2.8 Concept of outsourcing of facilities management
2.9 FM functions suitable for outsourcing
2.10 Advantages and disadvantages of outsourcing
2.11 Potential negative outcomes of outsourcing
2.12 Outsource risk analysis
2.13 outsource risk management
2.14 When is risk assessment needed?
2.15 The FM value proposition
2.16 FM outsource risk explored
2.17 Risk management
2.18 Outsource risk management framework
2.19 Implementing risk management
Chapter Three: Research methodology
3.1 Introduction
3.2 Research methods
3.2.1 Descriptive research
3.3 Population of the study
3.4 Sample or sampling design
3.5 Sources of data
3.5.1 The primary sources of data
3.5.2 The secondary sources of data
3.6 Methods of data collection
3.6.1 Interview
3.6.2 Questionnaire
3.6.3 Observation
3.7.1 The chi – square (x2) test
3.7.1.1Cross tabulation or contingency table
3.7.2 Percentage
3.8 Justification of the techniques
3.9 Summary
Chapter Four: Data Presentation and Analysis
4.1 Overview
4.2 Test of hypotheses
4.3.1 Decision rule
4.4 Discussions of findings
4.5 Summary
Chapter Five: Conclusions and Recommendation
5.1 Conclusions
5.2 Implications of the findings to FM industry practice
5.3 Recommendations for further study
5.4 Reference
Introduction
Facilities management (FM) adds value to organizations in a variety of ways. For instance, FM offers an integrated approach to maintaining, improving and adapting the buildings and other infrastructure of an organization in order to create an environment that strongly supports the primary objectives of the organization (SFMS, 2006). Cotts and Lee (1992) describe FM as an essential business function affecting not only revenues and costs but production, quality of life for employees, health and safety, the work environment, and increasingly, the ability to recruit and retain employees. In addition, Connors (2003) observes that when FM is practiced properly, the following benefits accrue to the company:-
1. Facility strategic plans match corporate strategic plans, ensuring the use of FM initiatives to achieve corporate objectives
2. Space is available when and where needed
3. Capital expenditures are planned and controlled
4. Costs are minimized, and sometimes avoided.
Three approaches exist for the provision of part or whole of FM services: out-sourced, in-house or a hybrid of both: Atkin and Brooks (2005) argue that the approach taken depends on the priority set by the organization for the services to be provided. In lending further support, Barrett (1995) opines that some organizations favour a totally in-house option, while others literally contract out every service possible, yet others use a combination of both.
From a contractual perspective, outsourcing is a service commissioned from an external supply orqanization.. particularly on the basis of a formal contractual arrangement based upon the terms and conditions derived from a service-level agreement (Barrett and Baldry, 2003). Hiemstra and Van Tilburg (1993) add to this view by opining that outsourcing is the subcontracting of custom-made articles and construction, such as components, sub-assemblies, final products, adaptations and or services to another company.
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