Developing Corporate Culture in a Training Department: Outsourcing Decision

Identify a real-life outsourcing decision that has been made. Identify the specific reasons for the outsourcing. If information is available, discuss the results of the outsourcing decision (jobs lost, cost savings, etc.). the attachment (DEVELOPING CORPORATE CULTURE IN A TRAINING DEPARTMENT: A QUALITATIVE CASESTUDY OF INTERNAL AND OUTSOURCED STAFF) is the Only reference that can be used for citation.

DEVELOPING CORPORATE CULTURE IN A TRAINING DEPARTMENT: A QUALITATIVE CASE STUDY OF INTERNAL AND OUTSOURCED STAFF Querubin S. Yap, University of Phoenix Jon K. Webber, University of Phoenix ABSTRACT This qualitative case study was conducted to investigate and analyze the perceptions and lived experiences of 20 training department staff at a New York-based early childhood multi-service healthcare company. The study was used to discover the leadership practices involved in creating a positive corporate culture in a work environment with outsourced and internal employees working concurrently together. There were six emergent themes that resulted from the study. It was discovered in the study that leaders who do the following activities continually engage the employees, whether they are internal or outsourced: (1) lead to the specific needs of each staff, whether internal or external, (2) create an environment of “fun”, (3) create an environment that purports familial ties with all team members, (4) ensure that learning exists continually, (5) honor the employees who have worked in the industry the longest, and most importantly, (6) lead as a socially and emotionally intelligent leader. JEL: L2, M1 KEYWORDS: Outsourcing, Training, Internal Employees, Outsourced Employees