Designing outsourcing pattern in the Ministry of Education(A new approach in Lorestan Department of Education)

Subject Areas : Education

Parastoo Godarzi ¹ (Department of Educational Sciences, Islamic Azad University, Khorramabad Branch, Lorestan, Iran)
Naser Javaherizadeh ² (Department of Educational Sciences, Borujerd branch, Islamic Azad university, Borujerd, Iran.)
Hossein Mehrdad ³ (Department of Educational Sciences, Khorramabad branch, Islamic Azad university, Khorramabad, Iran.)

Received: 2020-06-26 Accepted : 2021-08-13 Published : 2021-08-23

Keywords: Theme Analysis, Ministry of Education, Outsourcing,

Abstract :

Abstract Introduction: Outsourcing is a new and creative approach to managing organizations. The aim of the present research was to design an outsourcing pattern in Lorestan department of Education.  Methods: The research method was two stage qualities analysis (manual and software MAXQDA) along with research data alignment with indigenous background and documentation. Class sampling method was used and 152 people were chosen as the sampling volume .Half structured interview with 14 experts and key informants (university professors, staff experts, conservatory directors and non- governmental school) continued to avoid the intensity of votes to saturate theoretical data. Data narration (data accuracy) and data reliability (credit, reliability aspect, variability, and provability) of the questions were determined before the interview. Systematic recording and writing process was used to increase the credit of the data.  Results: After reviewing and analysis of the  data and based on the  inclusive theme,5 organizing themes under the titles of (training, human resource, sites and equipment’s, inner processes and financial affair) and 48 basic themes were recognized. Conclusion: The findings showed the outsourcing can have a positive effect on providing support and services needs and reducing costs along with specialized personnel recruitment and creating the field for entrepreneurship while meeting the domestic and technological needs in addition to reducing liquidity problems in equipping the schools. Of course during the interviews with experts shortcomings as reduction of monitoring and control, weakening employee morale, loss of competitive advantages and lack of social trust in outsourcing were mentioned. But all in all the benefits obtained in comparison to the disadvantages make the implementation of outsourcing valuable for the Ministry of Education.

References:

• AbdulHalim, H. A; Ahmad, N. H; Ramayah, T; Hanifah, H. (2014). Human Resource Outsourcing Success: Leveraging on Partnershipand Service Quality. Journal of Small Business and Entrepreneurship Development. Vol 2, No 1, PP 107-125.


• Agnieszka Bates, T. C; Yong, K. (2019).Outsourcing education services in South Korea, England and Hong Kong: a discursive institutionalist analysis,JournalofComparativeandInternationalEducation, DOI.10.1080/03057925.2019.1614431,


• Ahmadi, E; Ali Wasati, M. (2016). Identification and ranking of IT outsourcing factors in universities using AHP technique. First National Conference on Engineering Management, Astaneh Ashrafieh, Mehr Institute of Higher Education, Gilan Province, PP 127-141. [in Persian]


• Akbari, H; Nikzad, S. (2010). Practical management tools in Iranian organizations. Tadbir Monthly. 217, PP 24-38. [in Persian]


• Alipour, K; Imani Galeh Pardesari, M. N; Zolfaghari Zafarani, R. (2019). providing a model for improving the productivity of human resource education in Islamic Azad University. Journal of New Approach in Educational Management. Vol 10, No 38, PP 179-208. [in Persian]


• Asadi, H; Farziani, F; Farahani, A; Yousefi, H. A. (2015). Effects of outsourcing on the management of sports venues from the perspective of sports managers. Studies on Organizational Behavior Management in Sports. Vol 2, No 5, PP 47-55. [in Persian]


• Avani, A; Shahab, M. R; Daniel, A. (2017). Identifying and ranking the factors affecting the agility of the organization based on outsourcing (Case study: Semnan Gas Company). Quarterly Journal of Human Resource Management in the Oil Industry. Vol 9, No 34. [in Persian]


• Bagherzadeh, M. R; Yousefnejad, S; Taghavi, S. Z. (2015). Relationship of outsourcing with organizational agility in Mazandaran University of Medical Sciences and Health Services. Annual Conference on Business Management and Economics, electronically, Idea Managers Institute. [in Persian]


• Becker, M. C; Zirpoli, F. (2017). How avoid innovation competence loss in outsourcing. California Management Review.  Vol 59, No 2, PP 24-44.


• Bowen, C; Bowen, W. M. (2008). Content Analysis; Handbook of research methods in public administration. New York: Taylor & Francis.


• Choi, B. C; Chung, K. (2016). Min max regret version of a scheduling problem with outsourcing decisions under processing time uncertainty. European Journal of Operational Research, Vol 252, No 2, PP 367-375.


• Dastyari, A; Mohammadi, M; Ardestani, H. (2014). Outsourcing in Human Resource Management. First International Conference on Economics, Management, Accounting and Social Sciences, Rasht, Anzali Free Zone Academic Entrepreneurs Company. [in Persian]


• Ghadaksazadeh, M; Momeni, M. (2015). The effect of human resource outsourcing on the agility of the organization with variable modifier of human resource strategies with the help of structural equation modeling (SEM). 2nd National Conference and 2nd International Conference on Management and Accounting, Hamedan, Permanent Secretariat of the Conference. [in Persian]


• Gilbert Silvius, A. J; Turkiewicz, J; Keratsinov, A; Spoor, H. (2013). The relationship between it outsourcing and business and it alignment: An explorative study. Computer Science and Information Systems. Vol 10, No 3, PP 973-998.


• Gonzalez, R; Gasco, J; Llopis, J. (2009). Information Systems Outsourcing Reasons and Risks: a New Assessment. Industrial Management & Data Systems. Vol 110, No 2, PP 284-303


• Haj Alian, F. (2011). Decision Model of Outstanding Activities in the Human Resources Management Department of the Oil Industry. PhD Thesis, Tehran, Allameh Tabatabai University. [in Persian]


• Hale, A. (2006). Outsourcing Training andDevelopment, Factors for Success; John Wiley and Sons. Pfeiffer.


• Heikkonen, M. (2012). The rationale and effectiveness of recruitment outsourcing. Master’s thesis. Management and International Business, Aalto University, School of Economics.pp 86-98.


• Heydari, B; Emamgholi, S; Khani, A. (2015). Study of Strategic Benefits and Disadvantages of Outsourcing in Education. First Scientific Research Conference on New Findings in Management Sciences, pp 81-92. [in Persian]


• Holloway, I; Wheeler, S. (2010). Qualitative research in nursing and healthcare. Oxford, UK: Blackwell.


• Kamali, N; Molahasani, F. (2016). Study of the challenges of public school outsourcing plan and its effectiveness in school management in Alborz province (a case study of Savojbolagh city). Congress of Educational Sciences and Social Studies, Islamic Azad University, Zanjan Branch. [in Persian]


• Kamuriwo, D. S; BadenFuller, C. (2016). Knowledgeintegration using product R&; D outsourcing in biotechnology. Research Policy. Vol 45, No 5, PP 1031-1045.


• Khaleghian, H. (2016). Identifying the factors affecting the success of outsourcing in government organizations, the second International Conference on New Paradigms of Management, Innovation and Entrepreneurship, Tehran, Shahid Beheshti University, PP 71-90. [in Persian]


• Khorasani, A; Ghahremani, M; Mirahmadi, Kh. (2014). Challenges of training outsourcing to training providers from the perspective of managers and training experts. Journal of Human Resources Education and Development. No 1, PP 1-29. [in Persian]

25-              Kurilova, A; Lysenko, E; Pronkin, N; Mukhin, K; Syromyatnikov, D. (2019). The impact of strategic outsourcing on the interaction market in entrepreneurship education. Journal of Entrepreneurship Education; Arden. Vol 4, No 22, PP 1-11.

• Legget, C. (2007). From industrial relations to manpower planning: the transformations of Singapores industrial relations. Human resource management. 642-664.


• Marcom, S; Bartlett, K. R. (2014). The Relationship between Training Outsourcing and Employee Commitment to Organization. Human Resource Development International. Vol 17, No 2, PP 145-163.


• Mehregan, M. R; Salami, H; Khajeh, M. (2011). Presenting a Multi-Characteristic Decision Modeling Model for Outsourcing Business Processes Using Network Analysis Process Technique. Journal of Development and Transformation Management. No 6, PP 13-27 .[in Persian]


• Mohammadi, Z; Rzqhi Shir Savar, H; Ziaei, M. S; Hashemnia, S. (2018). Identifying the components of in-service training and determining their relationship with improving employee performance (Case: Forensic Medicine Organization). Journal of New Approach in Educational Management. Vol 10, No37, PP 311-334. [in Persian]


• Mohammadpoor, A. (2013). Qualitative research method, anti-method. Tehran: Jame-e-shenasan .[in Persian]


• Movahedi, M. M; Saeedi, N. (2016). Outsourcing in rail transport using data envelopment analysis. Quarterly Journal of Industrial Management, Faculty of Humanities, Islamic Azad University. No 37, PP 11-34. [in Persian]


• Ordanini, A; Silvestri, G. (2008). Recruitment and selection services: Efficiency and competitive reasons in the outsourcing of HR practices. The International Journal of Human Resource Management. Vol 19, No 2, PP 372-391.


• Pouya, A; Zoaram, A. (2015). Problem solution of supplier selection using combinedmodel of fuzzy delphy analytical hierarchy- Vicor. Human resource management researches. Vol 4, No 4, PP 23-48.


• Romero, M; Sandefur, J; Sandholtz, W. A. (2020).Outsourcing Education: Experimental Evidence from Liberia.American Economic Review. Vol 110, No 2, PP 364-400.


• Saeidpour, J; Faridfar, N; Ghazi Asgari, Mahsa. (2019). Effective factors of outsourcing in hospitals from the perspective of managers in Tehran University of Medical Sciences. Journal of Tehran University of Medical Sciences (Payavard Salamat). Vol 13, No 2, PP 142-150 .[in Persian]


• Sandhu, M. A; Shamsuzzoha, A; Helo, P. (2018). Does outsourcing always work? A critical evaluation for project business success. Benchmarking: An Internayional Journal. Vole 25, No 7, PP 2198-2215.


• Shelgren, D. (2004). Why HR outsourcing continues to expand. Employment Relations Today. Vol 31, No 2, PP 47-53.


• Shokouhi, M. (2016). Feasibility study of in-service training of Nowshahr education staff. International Congress of Humanities and Cultural Studies. [in Persian]


• Stroke, L. D; Treehuboff, D. (2003). Outsourcing HR Functions: When and When Not to Gooutside? Journal of Leadership and Organizational Studies. Vole 10, No 1, PP 19-28.


• Tajlil, S; Yektaei, M. H. (2016). Identification of the most important factors affecting the outsourcing of information technology in education. Second International Conference on Accounting and Management in the third millennium .[in Persian]


• Vol 18, No 4, PP 642-664.


• YazdanPanah, B; Momeni Mohmoei, H. (2017). Study of the levels of education outsourcing from the perspective of education experts in the South Khorasan Public Administration. Quarterly Journal of Human Resources Education and Development. No 13, PP 121-140 .[in Persian]

Zamani, A. (2019). The effect of strategic human resource management on the financial performance of university campuses in the higher education system. Journal of New Approach in Educational Management. Vol 10, No 40, PP 85-107 .[in Persian]