BUSINESS PROCESS OUTSOURCING PRACTICES AND PERFORMANCE OF THE AIRLINE INDUSTRY IN KENYA

Abstract

This study sought to establish the effect of business process outsourcing and performance of the airline industry in Kenya. Specifically, the study sought to establish the effect of information technology processes outsourcing on performance of airline industry in Kenya, and to find out the effect of marketing processes outsourcing on performance of airline industry in Kenya. The study adopted cross-sectional survey research design. The typical organizational structure of an airline includes operations, maintenance, marketing, and finance divisions; heads of these departments formed the unit of observation. The unit of analysis was therefore 14 aviation companies while the unit of observation was the four heads of departments. The target population was therefore 112 respondents from the departments. Census method was adopted in this study since the target population is small. This study utilized the use primary data collected using questionnaires. Data was analyzed using qualitative and quantitative techniques using SPSS version 28. Pearson R correlation was used to measure strength and the direction of linear relationship between variables. Regression was carried out to estimate a model to examine business process outsourcing and organizational performance in the airline industry in Kenya. The study results were presented through use of tables and figures. The study concludes that information technology processes outsourcing has a significant effect on performance of airline industry in Kenya. In addition, the study concludes that market process outsourcing has a significant effect on performance of airline industry in Kenya. Based on the Findings, this study recommends that the companies in the airline industry should continue embracing technology processes outsourcing to enhance performance.[1]

[1] Muyesu, G. K., & Kimaku, P., (2023). Business Process Outsourcing Practices and Performance of The Airline Industry in Kenya. International Journal of Management and Business Research, 5(1), 195-204