Earth, Energy & Environment
Received: 13 May 2018 , Published: 19 May 2018
Views: 107 , Download: 67
|1||Habiba Saidu Haruna|
|2||Jambil Suyudi Zubairu|
Outsourcing has become one of the most researched areas in facilities management studies due to its rising profile as a management strategy for improving service delivery. It is a strategy that is gaining popularity among both private and public buildings particularly in Nigeria as a way of improving value for money in providing service delivery. Facilities Management, whether in-housed or outsourced, has the complete responsibility for facilitating the core business of an organization. Facilities Management places the non-core business at the service of the core business in such a way as to protect an organization’s capital investment in real estate and helps turn a cost item into one of added value. On the other hand, In-house facilities management approach is essentially referred to as a service that is provided by a dedicated resource directly employed by the client organization, where monitoring and control of performance is normally conducted under the terms of conventional employer/employee relationship; although internal service-level agreements may be employed as a regulating mechanism. The in-house FM has the advantage of retaining ownership of the works as such they are likely to perform better than when outsourced. The benefits of outsourcing facilities management services comprises: reduced cost, outsourcing often comes with lower cost provided the service is of the required quality. This research work adopted quantitative approach in obtaining data from the respondents, seventy (100) questionnaires were distributed but only sixty five (70) were duly completed and returned. The analysis in the research shows that majority of the services is been outsourced with only communication and contractual obligations were left in-house. Furthermore, it was recommended that user satisfaction should be the key behind every FM practice; an evaluation should be conducted at intervals to assess the user satisfaction on FM service provision in the study area.
Amaratunga, D., and Baldly, D., (2000) Assessment of facilities Management Performance.
Property Management, 18(4), pp.258-266
Ancarani, A. & Capaldo, G. (2005), Supporting decision-making process in facilities
management services procurement: A methodological approach, Journal of purchasing and supply management, 11(2005), pp. 232-241
Atkin, B. & Brooks, A. (2003) “Contracting-out or managing services in-house”, Nordic journal of surveying and real estate research, (1)1, pp. 18-33
Atkin, B. & Brooks, A. (2005) Total Facilities Management, 2nd ed, Oxford: Blackwell Publishing ltd.
Atkin, B. & Brooks, A. (2009) Total Facilities Management, 3rd ed, New York, NY: Wiley Blackwell Publishers.
Hinson, R., Amidu, M. & Ensah, R. (2000) Determinants of Ghanian Bank Service Quality
in a Universal Banking Dispensation. Banks and Bank Systems, 1(2), pp. 69-81
Lam, T. Y. M. (2008) The Impact of Management Measures on Performance of Outsourced
Professional Housing Maintenance Services. Property Management, 26(2), pp.111-124
Wagenberg, A. F. (2003), “Facilities Management in Dutch municipalities”, Nordic Journal
of Surveying and Real Estate Research, 1, pp. 89-97
Wise, D. (2007), Agility spotlighting and leadership in project management. Project
management institute (PMI), pp. 60-61