ISSN 2348-3156 (Print) International Journal of Social Science and Humanities Research ISSN 2348-3164 (online) Vol. 6, Issue 4, pp: (1259-1267), Month: October - December 2018, Available at: www.researchpublish.com Page | 1259 Research Publish Journals ASSESSING THE IMPACT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE: A CASE OF VODAFONE GHANA Dr. Boison, David King 1 , Amedi, Emmanuel Senyo 2 , Addison Linda 3 , Dr. Esther Asiedu 4 1,4 Ghana Technology University College, 2 CASS Europe Luxemburg, Accra-Ghana and 3 Coventry University, UK Abstract: The purpose of this paper is to assess the impact of outsourcing on the organizational performance of Vodafone Ghana. Both leading (quality of service and knowledge development) and lagging (financial) indicators of performance were selected to obtain a balanced view of the firm. The quantitative approach to research was chosen with a descriptive research design. The research revealed a moderately positive relationship between outsourcing and quality of service. Similar results were obtained between outsourcing and knowledge development. The study however found no significant relationship between outsourcing and financial performance. This paper finally advises the case study organization to take corrective action against undesirable outcomes of the relationship between outsourcing and financial performance, which is key. It also recommends that management –should as a measure to mitigate the risk of outsourcing–, undertake a thorough check on all potential vendors and ensure their expertise and resources are sufficient to deliver customer-centric services. The paper further suggests that Vodafone Ghana should invest considerably in the development of intellectual skills and capabilities of its workforce in order to improve on the positive knowledge development effect outsourcing has on the firm. Keywords: Outsourcing, Organisational, Performance, Quality of Service. I. INTRODUCTION In the last century, the global economic climate has been characterized by a myriad of threats. These include: falling demand for commodities hurting emerging market commodity producers; see-saw financial markets dampening investment; political turbulence driving away investors; cut-throat global competition accelerating bankruptcy; disintegration of regional blocks creating widespread uncertainty; and dwindling productivity growth rates responsible for the high levels of unemployment. Reference can be made to the ten-year great depression of 1929, the OPEC oil price shock of 1973 and the US subprime mortgage crisis of 2008. These recessions have coerced firms of all sizes to seek for new ways of doing business profitably, amidst the growing challenges. A survey conducted by McKinsey at the time indicated that 79% of companies, activated cost cutting in response to this economic slowdown [5]. One flourishing trend in business today (to attain this cost reduction) is the shifting of jobs originally handled in-house to external partners in low-cost labour centers overseas. Motorola Solutions, Flextronics and Hewlett Packard (HP) are few global brands that have trimmed their operations by outsourcing some sections to India, Mexico and Canada [6] . This situation is worse when critical KPI’s like Quality of Service (QoS) and Mean Time to Repair (MTR) are measured in case of major breakdowns on the network. The quest to make return on investments in the short term, has drifted attention from the quality of experience delivered to the reduction in operational expenditure. Vodafone Ghana is likely to see subscriber numbers dwindling if a systems thinking approach is not adopted to resolve the complaints. The emergence and adoption of 4G technology in the mobile landscape will further quicken the occurrence of this projection [7]. Since a huge part of