|
Out Sourcing N=23 |
Not Outsourcing N=9 |
Odds Ratio | P | |
|---|---|---|---|---|
| Agree/Strongly agree (n, %) | Agree/Strongly agree (n, %) | |||
| Opinion and knowledge about out sourcing | ||||
| Outsourcing is one approach that can be used by hospital management to improve performance (n=32) | 22 (96%) | 8 (89%) | 0.3636 | 0.4173 |
| Know at least one hospital that is currently outsourcing one or more of the services it requires (n=29) | 20 (100%) | 8 (89%) | 0.0000 | 0.3103 |
| The Public Procurement and Disposal Acts (2003) and the MOH Public Private Partnership (PPP) policy 2009, can be used as a basis by hospitals to outsource (n=25) | 16 (100%) | 8 (89%) | 0.0000 | 0.3600 |
| Perception about out sourcing benefits | ||||
| Out sourcing can be used by a hospital to achieve cost saving and to control costs (n=27) | 16 (89%) | 8 (89%) | 1.0000 | 0.4708 |
| Outsourcing enables the hospital to convert fixed costs to variable costs linked with predefined outputs by the contractor (n=23) | 16 (94%) | 6 (100%) | ----a | 0.7391 |
| Outsourcing can be used by a hospital to achieve improvement in productivity of its operations (n=27) | 18 (100%) | 9 (100%) | ||
| Out sourcing enables hospital Management to focus resources on the core business of looking after patients (n=30) | 19 (89%) | 8 (90%) | 0.8421 | 0.4655 |
| Outsourcing can be used by a hospital to be able to deliver improved service to the patients (n=28) | 19 (95%) | 9 (100%) | ----a | 0.7143 |
| Outsourcing can enable the hospital to improve its internal process through restructuring, re-engineering, standardization of processes service (n=26) | 17 (94%) | 8 (100%) | ----a | 0.6923 |
| Outsourcing provides hospital management with flexibity and convenience for scaling up services reducing risk of poor service and limited or over capacity (n=25) | 17 (94%) | 7 (100%) | ----a | 0.7200 |
| Outsourcing enables the hospital to gain quick and continuous access to the latest technological developments e.g. equipment (n=28) | 19 (95%) | 8 (100%) | ----a | 0.7143 |
| Outsourcing can be used by the hospital to be innovative, expand service and rapidly develop new ways of delivering services (n=27) | 17 (89%) | 8 (100%) | ----a | 0.4872 |
| Out sourcing allows the hospital to bring in vendors with newer capabilities and knowledge which can provide competitive advantage over other hospitals (n=27) | 19 (95%) | 7 (100%) | ----a | 0.7407 |
| Perception about out sourcing risks | ||||
| Outsourcing could lead to regulatory violations (e.g. violation of procurement act, corruption) and creation of legal obligations which may not be favorable to the hospital (n=30) | 21 (95%) | 6 (75%) | 0.1429 | 0.1517 |
| Out sourcing by the hospital can lead to over reliance on vendors which may be risky to the hospital in case the vendor performs poorly (n=29) | 20 (95%) | 6 (75%) | 0.1500 | 0.1609 |
| Out sourcing can lead to loss of confidentiality and possible breach of privacy since the contractor gets to know the internal operations of the hospital (n=27) | 16 (89%) | 6 (67%) | 0.2500 | 0.1592 |
| Outsourcing by the hospital creates complexity in vendor relationship management (n=25) | 10 (56%) | 3 (43%) | 0.6000 | 0.2945 |
| Out sourcing by the hospital leads to increased management complexities since it requires special skills to successfully outsource and manage the vendor (n=27) | 11(61%) | 6 (67%) | 1.2727 | 0.3169 |
| Sometimes outsourcing by the hospital may not lead to the expected deliverables/benefits (n=31) | 19 (86%) | 7 (78%) | 0.5526 | 0.3263 |
| ----a Odds Ratios can’t be calculated due to small numbers | ||||