1、 1 外文题目： Outsourcing Practices of The KENYAN Banking Sector 出 处： Afrian Journal of Accounting,Economics,Finance and Banking Research 作 者： Dulacha Barako,Peter Gatere Outsourcing Practices of The KENYAN Banking Sector IV. RESULTS 4.1 Descriptive analysis Table 1, presents information relating to pers
2、onal attributes of the respondents. The respondents are well educated with 89% holding at least a first degree and all the respondents occupying management positions. This suggests that all the respondents were well versed with the policies and operations of the bank, and involve in outsourcing deci
3、sions. Thus, the survey response can be relied upon to the extent that all respondent are bank managers with majority (78%) in senior management positions. Only 28% of the respondents were female, an indication of low female representation in the banking sector. Table 2 shows the level of outsourcin
4、g for each function. The level of 2 outsourcing was captured using for constructs, dependent uopn whether the bank； already outsource the function, is under consideration, has decided against or reintegrate a particular function with others. Analysis of the section on the level of outsourcing indica
5、tes that ATM function is the most outsourced in the banking sector in Kenya with 67% of the respondents indicating that their banks have already outsourced the function. The high rate of outsourcing of the function may be explained by high costs of maintaining ATMs and also, the emergence of private
6、 companies offering the services on sharing basis. Card processing is the second highly outsourced function with 58% of the respondents confirming that their banks have already outsourced the function. Customer account processing is the least outsourced function with none of the respondents indicati
7、ng that their banks are outsourcing the function. This is probably explained by the seriousness the banks attach to the principle of confidentiality and is consistent with global concerns about money laundering where know your customer is the starting point to combat this vice. Internal audit was ci
8、ted by 16% of the respondents as one of the function that banks have at one point considered to integrate with other core functions. This may be explained by critical role the internal audit function plays in the whole business process. It also indicates concerns about service quality of third party
9、 in effectively undertaking such an important internal governance responsibility. 3 The results of the questionnaire responses on perceived benefits of outsourcing are shown in on Table 3. The respondents are generally in agreement that outsourcing process brings benefits to a bank. Focus on the cor
10、e business was cited by all the respondents as one of the benefits derived from outsourcing arrangement. Freeing of resources to other functions of the bank, was rated lowest with only 45% of the respondents citing it as one of the benefits that is derived from outsourcing function. Access to specia
11、lized vendors was also positively identified as the benefit that accrues to a bank. This is especially true in IT field where the banks would prefer to outsource due to rapid changes in technology. Table 4 presents findings on risks associated with outsourcing. Banks cite reputational risk, strategi
12、c risk, operational risk and contractual risk as the most likely risks in outsourcing, with 79%, 53%, 58% and 53% respectively of the respondents ranking the risks as very high or high. Reputational risk is perceived as high or very high given the fact the quality of service being offered by the contracted third party may not meet banks expectations, thereby damaging the reputation of the bank. Country risk is not considered as a high risk in outsourcing with 89% of the respondents ranking the risk neutral and below and only 11% of the respondents perceive the risk as high.
