Outsourcing Performance in Hotels: Evaluating Partnership Quality
Abstract
:1. Introduction
- -
- Analyze the impact of the recognition of the strategic benefits of outsourcing and the level of perceived outsourcing on the partnership quality (pre-implementation factors).
- -
- Analyze how the impact of partnership quality influences the outsourcing performance (post-implementation factors).
2. Theoretical Review and Research Model
3. Methodology
3.1. Population and Sample
3.2. Measurement of the Variables
4. Analysis and Results
Measurement Model
5. Discussion
- Hypothesis 1
- Hypothesis 2
- Hypothesis 3
5.1. Academic and Practical Implications
5.2. Limitations and Future Studies
Author Contributions
Funding
Conflicts of Interest
Appendix A
Strategic benefits of outsourcing |
B1. Thanks to outsourcing, we have more time to perform our tasks. |
B2. We perform our tasks better thanks to outsourcing. |
B3. The fact that this hotel outsources allows our personnel to do more things. |
B4. Outsourcing helps us to focus on the hotel’s key activities. |
B5. With outsourcing, we get more work done with less effort. |
B6. Outsourcing contributes qualifications and experience to the daily work. |
B7. Outsourcing allows us free time to use on other tasks. |
B8. Outsourcing makes it possible to increase the quality of the hotel’s services. |
Level of outsourcing |
N1. A large part of this hotel’s personnel come from contracted services. |
N2. Many departments in my hotel depend on external companies. |
N3. The volume of services that this hotel has outsourced is high. |
N4. A large number of my co-workers are subcontracted workers. |
N5. A high percentage of staff members are external workers. |
Partnership quality |
C1. We and our service providers make beneficial decisions for both in any situation. |
C2. We and our service providers understand the business objectives of each party. |
C3. We and our service providers share the benefits and risks that can arise from our relationship together. |
C4. We and our external service providers have compatible policies and cultures when doing business. |
C5. We and our outsourced service providers fulfill our pre-established agreements and our promises. |
Outsourcing performance |
Financial performance |
F1. Outsourcing has meant we haven’t had to make investments in that activity. |
F2. Services outsourcing has allowed us to reduce costs. |
F3. An important increase in the financial results and sales of hotel rooms can be attributed to the outsourcing of services. |
Strategic performance |
E1. Services outsourcing has made it possible for our hotel to access new skills and capabilities. |
E2. Services outsourcing has increased the operative flexibility of the hotel. |
E3. External service providers have allowed us to have more free time to focus on basic activities. |
Overall satisfaction |
S1. Service providers are good companies to do business with. |
S2. I would recommend that other hotels do business with suppliers of outsourced activities. |
S3. The service providers give us satisfactory service to carry out the hotel’s operations. |
S4. In general, we are satisfied with the results obtained from outsourcing services. |
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Factors | Factor Loadings | t | Composite Reliability | Extracted Variance AVE | Alpha |
---|---|---|---|---|---|
Perceived outsourcing benefits | |||||
B1 | 0.709 | 6.147 | 0.943 | 0.677 | 0.932 |
B2 | 0.836 | 9.920 | |||
B3 | 0.817 | 9.462 | |||
B4 | 0.846 | 9.986 | |||
B5 | 0.874 | 11.111 | |||
B6 | 0.792 | 11.191 | |||
B7 | 0.882 | 11.420 | |||
B8 | 0.812 | 11.657 | |||
Level of outsourcing | |||||
E1 | 0.837 | 6.414 | 0.907 | 0.662 | 0.871 |
E2 | 0.708 | 5.256 | |||
E3 | 0.784 | 6.541 | |||
E4 | 0.874 | 5.651 | |||
E5 | 0.855 | 5.512 | |||
Partnership quality | |||||
C1 | 0.811 | 16.647 | 0.900 | 0.644 | 0.861 |
C2 | 0.840 | 18.603 | |||
C3 | 0.844 | 17.299 | |||
C4 | 0.777 | 10.529 | |||
C5 | 0.733 | 8.114 | |||
Financial performance | |||||
F1 | 0.676 | 4.667 | 0.813 | 0.594 | 0.693 |
F2 | 0.885 | 15.877 | |||
F3 | 0.736 | 6.854 | |||
Strategic performance | |||||
E1 | 0.889 | 26.397 | 0.917 | 0.787 | 0.865 |
E2 | 0.881 | 17.947 | |||
E3 | 0.893 | 25.871 | |||
Overall satisfaction | |||||
S1 | 0.789 | 14.079 | 0.909 | 0.715 | 0.867 |
S2 | 0.850 | 11.635 | |||
S3 | 0.896 | 29.139 | |||
S4 | 0.845 | 19.369 |
Variables | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
---|---|---|---|---|---|---|---|
1. Strategic benefits of outsourcing | (0.823) | ||||||
2. Level of outsourcing | 0.242 | (0.814) | |||||
3. Partnership quality | 0.319 | 0.245 | (0.802) | ||||
4. Strategic outsourcing performance | 0.670 | 0.244 | 0.451 | (0.887) | |||
5. Financial outsourcing performance | 0.498 | 0.427 | 0.420 | 0.704 | (0.771) | ||
6. Overall satisfaction | 0.527 | 0.135 | 0.541 | 0.556 | 0.488 | (0.846) | |
7. Hotel size | 0.048 | 0.176 | 0.049 | −0.031 | 0.172 | 0.141 | n.a. |
Hypothesis | Structural Model | ||
---|---|---|---|
Standardized Coefficients | t-Value | (R2; Q2) | |
Strategic benefits of outsourcing → Partnership quality Hotel size → Partnership quality | 0.276 ** 0.04 | 2.853 0.073 | (13.2%;0.041) |
Degree of outsourcing → Partnership quality | 0.178 * | 1.863 | |
Partnership quality → Financial outsourcing performance Hotel size → Financial outsourcing performance | 0.420 *** 0.155 | 4.545 1.550 | (20.2%;0.090) |
Partnership quality → Strategic outsourcing performance Hotel size → Strategic outsourcing performance | 0.453 *** −0.054 | 4.892 0.739 | (20.6%;0.161) |
Partnership quality → Overall satisfaction Hotel size → Overall satisfaction | 0.540 *** 0.150 | 5.725 1.140 | (30.5%;0.209) |
GoF (Goodness-of-fit criterion) | 0.377 |
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Espino-Rodríguez, T.F.; Ramírez-Fierro, J.C. Outsourcing Performance in Hotels: Evaluating Partnership Quality. Sustainability 2018, 10, 2766. https://doi.org/10.3390/su10082766
Espino-Rodríguez TF, Ramírez-Fierro JC. Outsourcing Performance in Hotels: Evaluating Partnership Quality. Sustainability. 2018; 10(8):2766. https://doi.org/10.3390/su10082766
Chicago/Turabian StyleEspino-Rodríguez, Tomás F., and Juan Carlos Ramírez-Fierro. 2018. "Outsourcing Performance in Hotels: Evaluating Partnership Quality" Sustainability 10, no. 8: 2766. https://doi.org/10.3390/su10082766