Outsourcing human resources affects manufacturing

<p><em>Due to the emergence of globalisation the outsourcing has become one of</em></p><p><em>the widely accepted business strategies (Felix & Shale 2016). In the recent past</em></p><p><em>most of the firms have outsourced its diversified business operations with the</em></p><p><em>ultimate aim of enhancing their service and product quality to reduce production</em></p><p><em>cycle time lag and reduction of costs (Cooke et. al. 2005). The outsourcing also</em></p><p><em>facilitates to focus on the core competencies of a firm which also highly influence</em></p><p><em>on the organisational effectiveness. Thus firms can be focused on the set of limited</em></p><p><em>functions and outsource other business activities to outsiders who are specialists in</em></p><p><em>the respective field (Delmotte & Sels 2008). This strategy paves the way to focus</em></p><p><em>on the core business activities for attaining competitive advantage and outsourcing</em></p><p><em>of low-value-added activities to other firms (Hirschhorn & Gilmore 1992;</em></p><p><em>Ulrich et al. 2008).</em></p>