Impact of HR practices on the Performance of Call Centre Agents

7/30/2019 Impact of HR practices on the Performance of Call Centre Agents

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Impacts of HR Practices on Agents’

Performance at Call Centres

Submitted by MURTAZA MOIZ FAROOQUI

Bearing Student ID S P 1 1 - M M - 0 0 0 2

Submitted to MR. RANA TARIQUE MAHMOOD

Course Instructor, Marketing Research

Mohammad Ali Jinnah University, Karachi

Date Submitted 8t May, 2013



i

Abstract

This research paper is generally about impact of HR practices at Call Centres, and since it has to be noted

that the major difficulty Call Centre Management has is of high number of employee turnover ratio, since

because of ambiguity and variable turnout ratio, management can’t incorporate constant and consistent

formulation of managerial policies.

In introduction, I defined the misconceptions about call centres and the names it has been called, than I

emphasized on the significance and the importance of call centres to the organization since it allows you to

interact and communicate with your consumers and give them after sales service, than I discussed the factors

which influences, like less job motivation, working hours, and last but not the least is the salary factor which

literally demotivates the employees.

In the computation sections, I went through to the comparative analysis of both dependent and

independent variables and formulated an average mean of where in which direction our research is going on.

According to my research, my research is going on at salary and working environment which influences a lot

and demotivates them to shift their jobs, second highest weight-age was on the Performance Management and

last but not the least was training and development.

Therefore on the basis of which I can safely assume that the rate of Employee Turnover Ratio is on the

high when it coincides with Salary and Performance Management since these two factors demotivates

employees a lot and makes them change their jobs because of boredom and inequality in appraising their

performance.

Last but not the least I gave following suggestions;

NK They should go for continuous employee feedback periodically, apart from a regular Performance

Appraisal.

OK They should give more cushion to the employees (agents) and let them part of their decision

making, so that it could be implemented not imposed.

PK They should go for CSR and create awareness in masses regarding what call centres actually do

since majority of us don’t know the significance and productivity of call centres.QK Proper maintenance of a Human Balance Sheet so that we can have a clear note of monetary

benefit an agent has bought to the organization so that he could be benefitted with bonuses apart

from salary so that employees get motivated.

RK They should incorporate one-on-one meeting with aggrieved employee(s) so that we could know

what is or has been the problem because of which he has been underperforming.

SK Overstaying/Overtime should be avoided and employees should be getting time for their leisure

and social activities as well.



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Table of Contents

ABSTRACT ................................................................................................................................................... I

TABLE OF CONTENTS .............................................................................................................................. II

1 INTRODUCTION ............................................................................................................................ 1-1

1.1 HUMAN RESOURCES MANAGEMENT IN CALL CENTRES ........................................................................ 1-1

1.2 SIGNIFICANCE OF HRM IN A CALL CENTRE............................................................................................. 1-2

1.3 RESEARCH OBJECTIVE............................................................................................................................... 1-2

1.4 RESEARCH QUESTION ................................................................................................................................ 1-4

2 THE LITERATURE REVIEW ........................................................................................................ 2-4

2.1 REGIONAL VIEW......................................................................................................................................... 2-4

2.2 INTERNATIONAL ISSUES............................................................................................................................ 2-6

3 METHODOLOGY ......................................................................................................................... 3-10

3.1 PRIMARY ................................................................................................................................................... 3-10

3.2 SECONDARY ............................................................................................................................................. 3-10

3.3 POPULATION SAMPLE .............................................................................................................................. 3-11

3.4 CONCEPTUAL FRAMEWORK.................................................................................................................... 3-11

3.5 HYPOTHESIS ............................................................................................................................................. 3-12

4 DATA ANALYSIS ........................................................................................................................ 4-14

4.1 INDEPENDENT VARIABLES...................................................................................................................... 4-14

5 CONCLUSION .............................................................................................................................. 5-31

6 SUGGESTIONS/RECOMMENDATIONS ................................................................................... 6-32

7 REFERENCES ............................................................................................................................... 7-33

8 KEY TERMS USED ...................................................................................................................... 8-35

9 APPENDICES ................................................................................................................................ 9-36

9.1 INSTRUMENT ITEMS................................................................................................................................. 9-36

Figure 1 Dependency of Dependent Variable over Independent Variables ............................................. 3-11

Table 1 Statistics for Salary as Independent Variable ............................................................................. 4-14

Table 2 Individual question statistics for Salary question 1 .................................................................... 4-14

Table 3 Relation of Salary package with Agents' Interest ....................................................................... 4-15

Table 4 Relationship between Performance and Recognition of Employees' achievements ................... 4-15



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Table 5 Relationship between Handsome Salaries with Competitive Environment ................................ 4-15

Table 6 showing descriptive analysis of Salary Correlation .................................................................... 4-16

Table 7 Correlation of Salary Statistics ................................................................................................... 4-16

Table 8 showing salary regression summary ........................................................................................... 4-17

Table 9 Regression Analysis of Salary .................................................................................................... 4-17

Table 10 Comparative analysis of all Working Environment Variable questions ................................... 4-18

Table 11 showing the outcome analysis of impact on performance with regards to benefits in lieu

competitive working environment .................................................................................................................. 4-18

Table 12 showing impact of facilities like hygiene, canteen and similar on the performance of employees

........................................................................................................................................................................ 4-18

Table 13 showing the impact of strong command and control over their performances ......................... 4-19

Table 14 shows the impact of polishing of current skills with respect to competitive working environment

........................................................................................................................................................................ 4-19

Table 15 showing the correlation in working environment ..................................................................... 4-20

Table 16 showing Analysis of Variance between the Working Environment and Injustice in Performance

Appraisal ........................................................................................................................................................ 4-20

Table 17 shows the coefficient view of impact of independent variables over dependent variable ........ 4-21

Table 18 showing overall summary of queries answered in Training & Development part.................... 4-21

Table 19 showing the comparison between impacts of training with employee's satisfaction ................ 4-22

Table 20 showing how much employees give importance to training sessions ....................................... 4-22

Table 21 showing the consent of employees whether they feel their training sessions give some worth to

their work. ...................................................................................................................................................... 4-22

Table 22 showing how much employees think their organizations work on them .................................. 4-23

Table 23 showing correlations of variables in Training & Development ................................................ 4-23

Table 24 showing an overall summary of the Regression studies applied on Training & Development 4-24

Table 25 showing Analysis of variance for Training & Development on Employee's Turnover Ratio .. 4-24

Table 26 showing regression studies for Training & Development and Employee's Turnover Ratio ..... 4-24

Table 27 showing an overall frequency distribution for the Variable Performance Management .......... 4-25

Table 28 showing the amount of trust employees are having on their employers ................................... 4-25

Table 29 showing employee's review regarding their employers ............................................................ 4-26

Table 30 showing the level of impact in future performances ................................................................. 4-26

Table 31 showing the impact of how much employees want a human balance sheet to be constructed. 4-26

Table 32 showing correlations between Performance Management process ........................................... 4-27

Table 33 showing the regression values of Performance Management variables .................................... 4-27

Table 34 showing the analysis of variance of Performance Management impacts ................................. 4-27

Table 35 showing the relational coefficients between independent and dependent variables ................. 4-28

Table 36 showing overall statistics of Employee Turnover Ratio ........................................................... 4-28

Table 37 showing impact of injustice in performance appraisal .............................................................. 4-29

Table 38 showing impact of training and development ........................................................................... 4-29



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Table 39 showing impacts of clubs and remunerations for employees.................................................... 4-29

Table 40 showing how much employees favour application of R&D ..................................................... 4-30

Table 41 showing correlations between variables under Employee Turnover Ratio ............................... 4-30

Table 42 showing overall Summary of Regression Equation .................................................................. 4-31

Table 43 showing impact of injustice in performance appraisal over employee turnover ratio .............. 4-31

Table 44 showing coefficient of regression which impacts employee turnover ratio .............................. 4-31



1-1

RESEARCH PAPER ON EFFECTS OF HR PRACTICES ON AGENTS’ PERFORMANCE

AT CALL CENTRES

1 Introduction

The topic which I am writing this report is on Impact of HR Practices on Performance of Call Centre

agents in Pakistan particular in Karachi, where my major respondents were 50 due to limitations in time,

and due to the fact that city situation weren’t allow me to conduct my research very comprehensively,

therefore having a contingency plan, I opt for a LinkedIn survey method, which were generally belonging

from TRG to be specific. Moreover there can be varying answers if someone else conducts the same using

diversified mean to information gathering. The main aim of this research is to find especially in Karachi why

employees (the call centre agents) are not satisfied with their jobs. For which I conducted research

Call Centres have been an integral part for any organization to have its boom, since by the means of Call

Centres, we can have effective communication with our consumers and as well our customers and similarly

with our potential consumers/customers, therefore hiring/recruiting of agents who can affectively handle the

pressure and intuitive qualities are generally preferred, but it has been a dilemma of this sector that there has

not been ample opportunities here, because call centre agents are not fully satisfied with their jobs because of

inflexibility of timings and as well as the perks and remunerations they are getting in return. The growth in

this industry is because of the fact that it has been benefitting the organization, since they improve customer

service facilities, and secondly they can provide opportunities with spotlighting the newer avenues of revenue

generation just like exploiting customer databases for direct selling.

Though they possess these advantages but still they have been referred as “electronic sweatshops”,

“electronic panopticans”, and the “dark satanic mills of the twenty first century” (Fernie and Metcalf, 1998;

Garson, 1988; IDS, 1997).

1.1 Human Resources Management in Call Centres

Call Centres are called as above pronouncements because of the perception that customer service work in

call centres were supposed to boring, monotone, hectic, demanding and stressful. But it should also be noted

down that hardly any empirical research on work environment at call centres have been conducted so as to

have in depth analysis of current scenarios. The previous most obvious research on stress management call

centres were conducted by Holman, (2002, 2003); Holmen et al., (2002); Holmen and Wall; (2002); Holmen

and Wood, (2002); Totterdell and Holmen, (2001)

1.1.1 DETERMINATION OF THE PERSONALITY TYPE

The basic problem for a HR Manager within a Call Centre is to define a personality type for being

employed at a Call Centre, other than that to keep note of their basic requirements and needs so that their

interests do not vague, since employee turnover rate in Call Centres has been a permanent problem for Call

Centres since their employees are always looking for a better opportunity since they are not getting their



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desired benefits they require nor they are getting their both ends meet, other than that stress level in their work

areas is also a major factor or hurdle for their employee retention.

1.1.2 MOTIVATION ASPECTS AND THE TRAINING NEEDS ASSESSMENTSThen another problem which is a big hurdle for any HR Manager is setting codes for Training Needs

Assessments, like what, when, who, how, where to train because it is a tough ask to determine the needs for

training, since in a society like Pakistan where many elderly experienced personnel have an ego and resist the

most for the training sessions, therefore it is a challenging aspect for a HR Manager to get them motivated to

incorporate training sessions, since the societal aspects also impacts the responsibilities of a HR Manager to

cope with these scenarios, and according to which they have to mould themselves.

1.1.3 REMUNERATIONS, BENEFITS AND INCENTIVES

HR Managers also have to decide the level of benefits given to their employees in order to motivate themto that extent in increasing their level of performance, because the level of motivation is directly related to the

level of performance, therefore a HR manager also have to look into this aspect as well.

1.1.4 QUALITY OF SERVICE

Quality of service is essential for customer satisfaction (Cronin and Taylor, 1992; McAlexander et al.,

1994), repeat purchases (Schneider and Bowen, 1995), winning customer loyalty (Zeithaml et al., 1990), and

customer retention (Zeithaml et al., 1996). It also affects companies’ market share, and thus profitability

(Schneider and Bowen, 1995). Owing to the characteristics of services, the quality of services is a more

complex issue than the quality of goods, where the technical aspects of quality predominate. Moreover, the

quality of the service provider cannot be separated from the service offered as easily as in the case of goods

(Lewis, 1989). All these make the measurement of service quality a challenging issue.

1.2 Significance of HRM in a Call Centre

This study exhibits the important effects of service ambiance in general, and HRM in particular, on

frontline employees in call centres. Managers should gain from noting the links and the likely service quality

outcome for customers and for their employees by application of KAIZEN theory, which requires continuous

improvement, and emphasizes on Research & Development (R&D) as its core dimension.

1.3 Research Objective

Following are my objectives which I expect to achieve from the outcome of this research;

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1.3.1 THE FACTORS

The factors can easily be further categorized into following in accordance with their level and intensity of

importance for formulation of strategies;

1.3.1.1 The internal factors

Those factors which constant impacts which exists within an organization and which can be controllable

is generally referred to as the internal factors.

The internal factors may/can but not limited to following aspects which can have an effect on the

performance of agents;

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1.3.1.2 The external factors

Those factors which an organization has to take great note of it since these are uncontrollable aspects, and

the organization can’t do anything for it except moulding your strategies and policies accordingly, these are

more important than the internal factors since you can’t predict external factors, and its aftermaths.

The external factors may/can but not limited to following aspects which can have an effect on the

performance of agents;

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1.3.2 THE VARIABLES

Variables are those vary impacting aspects which exists within an organization and vary with employee to

employee and doesn’t fall into each and every individual at the organization instead some particular

employees fall into following but not limited to;

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1.4 Research Question

The main query which encircles my research is “What are the factors which allows agents to look for a

job change”

Because the main problem for call centres is that they are not able to have an optimum level of employee

retention ratio, so such issues which employees do experience in their job tenure must be addressed and my

research basically swivels around this question.

2 The Literature Review

For sake of conduction of this research paper, I went through following literatures available to me to have

a floodlit effect on this research paper which compliances to the international levels, since literature review

enables you to have your problem synchronizes with the international issues in order to understand the

intensity of the current problems being faced. Therefore on this problem I went through following literatures

citing similar problems.

2.1 Regional view

I started with the regional aspect since we have almost similar work-environment prevailing on both ends

of the border, therefore it’d be much convenient to elaborate the motivation levels of agents, and due to

similar workloads and pressure tactics, we can easily understand the situation especially at Karachi.

According to Neeru Malhotra and Avinandan Mukherjee in their research paper “Influence on service

quality in banking call centres”, elaborated that most of the research exploring such relationships has been

conducted among customer-contact employees involved in face-to-face encounters with customers, such as in

hotels, branches of retail banks, insurance selling agents, etc. (e.g. Boshoff and Tait, 1996; Iverson et al.,

1996; Hartline and Ferrell, 1996; MacKenzie et al., 1998; Boshoff and Allen, 2000). Few studies are available

that explore such relationships in telephone encounters in a call centre environment (Sergeant and Frenkel,

2000). It would be useful to explore these relationships among customer contact employees in the call centre

of a retail bank (phone encounter), as they aid and support employees functioning at the branch level and are

as important as frontline (face-to-face) employees for maintaining the quality of services delivered to the

customers.

In face-to-face encounters, tangible issues like employee appearance and dress are important determinants

of service quality. People can create quality perceptions which are related to the physical characteristics of the

contact employee and the environment where the service takes place (Burgers et al., 2000). On the other hand,

in phone encounters, issues such as tangibles do not count and service quality is judged purely according to

the “intrinsic dimensions” (reliability, responsiveness, assurance and empathy) of service quality (Boshoff et

al., 1994; Boshoff and Mels, 1995). In this context it is argued that these dimensions can be influenced



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AT CALL CENTRES

directly by customer-contact employees (Zeithaml and Bitner, 2000). “Interaction by telephone restricts the

evaluation of the service delivery to such an extent that consumers will have to base their perceptions solely

on the interpersonal traits of the contact employee” (Burgers et al., 2000, p. 143).

In face-to-face encounters, the customer also plays a role in creating quality service through his/her own

behaviour during the interaction (Zeithaml and Bitner, 2000). In contrast, the customer’s role in influencing

service quality during telephone service encounters is limited, and therefore the customer-contact employee

plays a major role in delivering a quality service to the customer.

It should also be noted that the majority of studies in marketing involving organisational commitment

have identified the construct in its affective conceptualisation only (Jaworski and Kohli, 1993; Boshoff and

Mels, 1995; Sergeant and Frenkel, 2000). Affective commitment has been discussed more extensively in the

services marketing literature as compared to the other two components, i.e. normative and continuance

(Caruana and Calleya, 1998).

Although commitment is negatively related with employee turnover, it is important to understand the

nature of commitment experienced by the employee. “Meyer and Allen (1991) caution that not all forms of

commitment are alike and that organisations concerned with keeping employees by strengthening their

commitment should carefully consider the nature of the commitment they instill” (Meyer et al., 1993, p. 539).

Where the benefits of reduced turnover are obtained at the cost of poor performance, service quality suffers,

since not all forms of commitment can be associated with high job performance (Meyer and Allen, 1991; Iles

et al., 1996). Hence, it is the nature of commitment that counts in the commitment-performance relationship

(Meyer et al., 1989). In this study, we explore an important question of how different forms of commitment

influence the willingness of customer-contact employees to engage in discretionary efforts, which, in turn, is

reflected in their level of service quality.

Also, it is argued that it is not only the nature of commitment that counts, but also the nature of

performance (Angle and Lawson, 1994; Suliman and Iles, 2000). To the best of the our knowledge, the three-

component model of commitment has not been studied with service quality, though affective commitment has

been studied with service quality (Boshoff and Mels, 1995; Boshoff and Tait, 1996). In this study, for the first

time, we attempt to test the relationship between the three components of commitment and the service quality

of customer-contact employees. The relative importance of the three components of commitment and job

satisfaction in determining service quality are also tested.

Service quality of service is essential for customer satisfaction (Cronin and Taylor, 1992; McAlexander et

al., 1994), repeat purchases (Schneider and Bowen, 1995), winning customer loyalty (Zeithaml et al., 1990),

and customer retention (Zeithaml et al., 1996). It also affects companies’ market share, and thus profitability

(Schneider and Bowen, 1995).



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Owing to the characteristics of services, the quality of services is a more complex issue than the quality of

goods, where the technical aspects of quality predominate. Moreover, the quality of the service provider

cannot be separated from the service offered as easily as in the case of goods (Lewis, 1989). All these make

the measurement of service quality a challenging issue.

The SERVQUAL model (Parasuraman et al.,1988), also known as the Gaps model, defines quality as the

difference between customers’ expectation and their perception of the service delivered. It provides a method

of measuring service quality known as the SERVQUAL instrument/scale. It is the most frequently used

measure of service quality (Mattson, 1994) and is based on five service quality dimensions (tangibles,

reliability, responsiveness, assurance and empathy). Over the years, it has been adapted and applied in various

contexts.

The Gaps model examines service quality in terms of five gaps between expectation and perception on thepart of management, employees and customers. The difference between customers’ expectation of a service

and their perception of the service actually delivered is known as the “service quality gap”, and is a function

of four other internal gaps (gaps 1-4).

Gap 3 is the “service performance gap”, which refers to the difference between actual service delivery and

a firm’s service quality specifications. It has significant effects on the “service quality gap” as service

performance is directly correlated to service quality (Chenet et al., 2000). Since we are looking at the service

quality of the employees only, and not that of the organisation, it is the service performance gap that this study

considers.

Because service delivery occurs through human interaction, the customer-contact employees during the

service encounter largely determine the level of service quality delivered to customers. Also, in many service

firms it is the customer contact employees, and not the services themselves, who provide a source of

differentiation and create competitive advantage (Burgers et al., 2000).

2.2 International issues

Furthermore, while reviewing foreign issues I found that according to Alison J Widdup, of a`rete´

business services ltd, believes that “The UK will soon have more than a million people in front-line positions

in call centres –that’s a huge number of people to be exposed to an increased risk in mental-health problems,”

Alison Widdup commented. “If absenteeism stays at 35 percent, then based on a full-time working week of

five days with 22 days of annual leave and eight bank holidays, plus an annual salary of £10,000, that equates

to some 52.3 million ‘person days’ or a salary cost of almost £2.3 billion to the industry each year – as well as

the cost to the National Health Service.”

Further, they claim that Stress and boredom are among the main reasons for high staff turnover in call

centers. Recruitment is therefore a major expense, with experts estimating the cost of hiring one agent at up to



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£4,500, plus training. “If you consider 650,000 front-line positions, with a turnover of 25 percent, that equates

to an annual recruitment and training cost to the call-center industry of over £570 million,” Alison Widdup

continued.

“Not only that, but this volume of call-handling staff might deal with some eight billion calls each year.

When you think that in many call centers as many as 50 percent of calls coming in might have been prevented

– because they have come about due to the company not doing something for the customer or doing

something wrong – that’s an awful lot of unhappy customers, too.”

An a`rete´ business services survey showed huge customer dissatisfaction with UK call centers in general.

“Most customers found that they needed to make repeat calls to get things finalized,” said Alison Widdup.

“They were annoyed by inordinate queuing and holding, unnecessary call-routing mechanisms and scripting

or standardizing of calls.”

They also felt that the target-driven approach to call-center management was inappropriate and they

preferred staff to take as long as was needed to deal with their call so everything could be completed correctly

the first time.

Take the customer’s perspective

Alison Widdup explains: “It’s madness that call centers have become so internally focussed that they have

forgotten the customers they exist to serve. Companies need to learn to look at themselves from the

customers’ perspective and design their services against customer needs and wants. The typical approach to

call-center management is mass production, with managers focussing internally on productivity measures and

service levels. They monitor and control individual staff members, forgetting the customers. These measures

provide data for management of resources based on volume of demand. In fact, it can be argued that managers

choose the level of customer service because they determine how long customers will have to wait before they

speak to staff, how long staff should spend dealing with a customer and how long staff should spend finishing

off after the customer has gone off the line. Yet they fail to address why customers are contacting the

operation and the effectiveness of the organization in responding to these calls. Similarly, they don’t recognize

that all customers are not the same and neither are their demands, so it is impossible to define exactly how

quickly one call can be dealt with.You end up with staff trying to get off the phone in order to survive the

system, yet they cannot finish the job adequately and they are unable to ring the customer back. Employees

are often allowed a certain number of minutes to go to the toilet or get some water, and if they exceed that

they are penalized.”

The a`rete´ call center eschews monitoring systems that do not add value and serve only to demotivate

staff. “The manager should be there to remove blockages and facilitate progress rather than monitor

employees and put further pressure on them,” said Alison Widdup.



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“Having big screens in the call-center office with the number of calls waiting is also distracting for agents

whose attention is taken away from the customer.”

Nor does the a`rete´ call center use competitions to “motivate” staff. “Since meeting targets is largelyoutside staff members’ control, winning such a contest becomes more of a lottery.”

Collaboration and mutual support

“At a`rete´ we try to create an environment that is one of collaboration and mutual support. Many

potential employees have approached us because they like the way we do things and are keen to be part of the

team. I think good staff should be recruited and then trusted and empowered to take the time to do the job

properly. Customers then do not have to make repeat phone calls or write to us to chase us to get things done.

Staff therefore do not have to deal with complaints about poor service and morale is boosted.”

The a`rete´ call center is devoid of “motivational” posters. Instead, it has slogans based on its operating

principles. These include:

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Alison Widdup, who also teaches marketing part-time at Bradford University School of Management, is

influenced by, and draws heavily on, W. Edwards Deming’s view of the management of people, when it

comes to running her call-center business. He makes the point that goals and objectives should be compatible,

otherwise they will cause conflict and competition and ultimately demoralization, and he suggests a new role

for managers of people around a number of key areas including:

• ìåÇÉêëí~åÇáåÖ=íÜÉ=ëóëíÉã=~åÇ=áíë=~áãëI=~åÇ=ëÜ~êáåÖ=íÜÉëÉ=ïáíÜ=íÜÉ=ÖêçìéX=

• çéíáãáòáåÖ=íÜÉ=ÖêçìéÛë=ÉÑÑçêíë=íç=~ÅÜáÉîÉ=íÜÉ=~áãë=ïÜáäÉ=êÉÅçÖåáòáåÖ=~åÇ=~ääçïáåÖ=Ñçê=áåÇáîáÇì~ä=

ÇáÑÑÉêÉåÅÉëI=ëíêÉåÖíÜë=~åÇ=áåíÉêÉëíëX=

• ìåÇÉêëí~åÇáåÖ=íÜÉ=ÄÉåÉÑáíë=çÑ=ÅçJçéÉê~íáçå=~åÇ=äçëëÉë=çÑ=ÅçãéÉíáíáçåX=

• ~äï~óë=äÉ~êåáåÖ=~åÇ=ÉåÅçìê~ÖáåÖLÑ~Åáäáí~íáåÖ=äÉ~êåáåÖ=~åÇ=Ñçêã~ä=ëíìÇóX=

• ~ÅíáåÖ=~ë=~=Åç~ÅÜ=çê=ãÉåíçêI=ê~íÜÉê=íÜ~å=~=àìÇÖÉX=

• ìåÇÉêëí~åÇáåÖ= ~= ëí~ÄäÉ= ëóëíÉã= ~åÇ= î~êá~íáçåI= ~åÇ= íÜÉ= äáãáíë= çÑ= ëâáää= íê~áåáåÖ= íç= áãéêçîÉ=

éÉêÑçêã~åÅÉX=

• Ü~îáåÖ=íÜêÉÉ=ëçìêÅÉë=çÑ=éçïÉê=Ó=~ìíÜçêáíóI=âåçïäÉÇÖÉI=~åÇ=éÉêëçå~äáíó=~åÇ=éÉêëì~ëáîÉ=éçïÉêX=



2-9


AT CALL CENTRES

• ~å~äóòáåÖ=êÉëìäíë=íç=áãéêçîÉ=éÉêÑçêã~åÅÉ=áå=éÉçéäÉ=ã~å~ÖÉãÉåíX=

• áÇÉåíáÑóáåÖ=éÉçéäÉ=ïÜç=åÉÉÇ=ëéÉÅá~ä=ÜÉäéX=

• ÅêÉ~íáåÖ=íêìëí=~åÇ=~å=ÉåîáêçåãÉåí=áå=ïÜáÅÜ=ÑêÉÉÇçã=~åÇ=áååçî~íáçå=ÑäçìêáëÜX==

• åçí=é~ëëáåÖ=àìÇÖãÉåíI=Äìí=ëáãéäó=äáëíÉåáåÖ=~åÇ=äÉ~êåáåÖX=~åÇ==

• ÜçäÇáåÖ=ëéçåí~åÉçìëI= áåÑçêã~äI=ìåÜìêêáÉÇ=ÅçåîÉêë~íáçåë=ïáíÜ=ÉîÉêóçåÉ=~í= äÉ~ëí= ~ååì~ääóI=åçí=íç=

àìÇÖÉ=Äìí=àìëí=íç=äáëíÉåI=áå=çêÇÉê=íç=ÇÉîÉäçé=ìåÇÉêëí~åÇáåÖ=çÑ=éÉçéäÉI=íÜÉáê=~áãëI=ÜçéÉë=~åÇ=ÑÉ~êëK=

Alison Widdup explained: “Instead of hard-selling to customers, we want to engage them in a dialog that

is about relationship building. It also enables the customer to provide feedback. I feel that ethical selling is

about allowing somebody to buy. A positive result of a call would include the customer asking to be placed on

a mailing list, because you have raised awareness of your services. This works especially well when selling

business-to-business, because people will buy from someone that they trust – it is not always down to thecheapest price.”

Jennifer Wilson, an a`rete´ employee, commented: “I have worked in the call-center environment for

some six years. My main frustration was being scolded for building a relationship with my customer, but

a`rete´ is different. I enjoy talking to my customers and providing the best service I can. With all the

constraints in a normal call-center, this was a soul-destroying task. At a`rete´ this is what I am expected to do.

I now work for a`rete´ business services. My input is valued. I am encouraged actively to look for ways to

improve our process, always from our customers’ point of view . . . Because my role is varied (and I have high

job control) and the environment I work in is based on value, empowerment and the customer, I am

intrinsically motivated to do my job the best I can. I look forward to work. What can I find out new today?

How can we make that better? I have real value.”

Dealing courteously, flexibly and efficiently with customers’ problems

Professor Arthur Francis, dean of Bradford University School of Management, said that the skills of the

city’s people are the reason why companies should locate their call centers in Bradford – even though labor

costs are around ten times those in Bangalore: “Better training can make agents more able to deal courteously,

flexibly and efficiently with customers’ problems in a single call, especially when dealing with complicated

enquiries. This not only saves the client company money but also boosts customer satisfaction – a vital

ingredient for success in today’s service economy.”

Charles O’Donnell, director of Yorkshire & Humber Contact Centre Network, commented:

“I am delighted to see a`rete´ ’s leading-edge concepts and thinking being brought to Yorkshire. The

contact-center industry here can only benefit from this – giving it, I hope, an edge over the rest of the

competition.”



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AT CALL CENTRES

3 Methodology

The aim of the current research was to explore the extent to which line managers may have an impact onthe HRM-performance link within a call centre context. This context provided a fertile ground for the current

research as Line Managers/Team Leaders in call centres often act as the first line of management control;

monitoring employee performance and communicating both company and individual performance targets to

employees (Batt, 2002; Batt and Moniyhan, 2002). In order to answer the main research question, a number of

sub objectives were delineated based upon the four pillars of Purcell’s “People-Performance Model”, namely:

• íç=áåîÉëíáÖ~íÉ=íÜÉ=eoj=éçäáÅáÉë=~ÇçéíÉÇ=Äó=íÜÉ=Å~ää=ÅÉåíêÉ=Emáää~ê=NFX=

• íç=Éñ~ãáåÉ=íÜÉ=áãé~Åí=çÑ=ëìÅÜ=éçäáÅáÉë=çå=äáåÉ=ã~å~ÖÉêÛë=~ÄáäáíóI=ãçíáî~íáçå=~åÇ=çééçêíìåáíó=íç=

éÉêÑçêã=Emáää~ê=OFX=

• íç=ÇÉíÉêãáåÉ=íÜÉ=ã~å~ÖÉãÉåí=ëíóäÉ=ÑçëíÉêÉÇ=Äó=äáåÉ=ã~å~ÖÉêë=Emáää~ê=PFX=~åÇ=

• íç=Éñ~ãáåÉ=íÜÉ=áãé~Åí=çå=ÉãéäçóÉÉ=çìíÅçãÉë=Emáää~ê=QFK=

The next link in the chain is to design effective HR interventions that ensure high degrees of these

identified KSA. Finally, these interventions should be implemented efficiently. Discussing and explicating

this three-step value-added chain can help organizations to clarify the strategic goals for and implementation

of:

• eo=áåíÉêîÉåíáçåë=íÜÉãëÉäîÉëX=

• íÜÉ=Éî~äì~íáçå=çÑ=íÜÉëÉ=áåíÉêîÉåíáçåëX=~åÇ=

• íÜÉ=ìíáäáíó=~å~äóëáëK=

3.1 Primary

For a period of around a month i.e. between March and April 2013, I conducted a survey on LinkedIn

regarding my questionnaires. I selected LinkedIn as my primary stop for conducting this activity was it’s

easier to find out the related personnel in the a limited and short span of time.

I conducted tests on 75 people upon which final 50 I got were relevant, rest were irrelevant, therefore

omitted and the main reason why I never included them in this research paper.

3.2 Secondary

I took assistance from different case studies regarding the same topic on their ( the call centre agents)

psyche, nature of work, work tension, health issues, their requirements etc, so as to have first hand relevant

questions included in my research paper and to know the exact relation between the dependent and the

independent variable.



RESEARCH PAPER ON EFF

3.3 Population Sample

My population sample consisted

Centre industry, of which the ages rang

3.4 Conceptual Framewor

Figure 1 Dependency of Dependent Vari

My research primarily is consistin

prior to their importance and implicatio

3.4.1 INDEPENDENT VARIABLE

There are several independent vari

limited myself to following of these

employee performance and the level of

3.4.1.1 Salary

This is the major factor which in

Maslow’s Need Hierarchy, this is the

Physiological Needs, since for most of

me, salary is the major factor which infl

3.4.1.2 Working environment

Working environment is the seco

options since flexibility to work and ha

their own ways is the importance of t

which advocates the authoritative or o

they have to do according to the head,

would rate this factor second important

Sal

CTS OF HR PRACTICES ON AGENTS’ PERFO

AT CALL CENTRES

f 50 respondents, which were related directly/ind

d between 28-41, where 37% were in the age group

k

ble over Independent Variables

of following sets of variables which are inter-relat

s.

bles which interfere with the performance of the e

factors which I assume would have long-lasting

retention to the organization.

luences the agents to think about job change sinc

major factor which impacts the initial phase of

the physiological needs are fulfilled by means of s

uences agents a lot.

d most impacted factor which influences agents

e the cushion to share their own ideas, or to accom

is factor, since if we void this factor and incorpo

e man-management system where employee’s fee

hey (the employees) do not have any say in these

which influences the agents to look for a job change

EmployeeTurnover

Ratio

ry

WorkingEnvironment

Training &Development

PerformanceManagement

3-11

MANCE

irectly to the Call

of 30-35.

ed with each other

ployee but I have

interference to the

e according to the

the hierarchy i.e.

alary, therefore for

o look for further

lish the given task

rate the Theory X,

back is nil and all

atters. Therefore I

.



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AT CALL CENTRES

3.4.1.3 Training & development

These are the two factors which impacts the motivation level of employees, since first two factors

influences incentives, these factors are timely analyzed and is the phase where we polish our workforce to

cater the future challenges. I rate this factor a lot since when an employee not able to perform significantly, it

is the responsibility of the HR Manager to have timely Training Sessions, because it relates to the satisfaction

of the employee which enables the organization to achieve its goals significantly.

3.4.1.4 Performance management

Performance management is the overall cycle which includes performance appraisal which is the

evaluation of overall performance of a unit, sub-unit, and/or an individual. I have rated this factor since

ambiguity and/or biasness in evaluation demotivates employees in further performing for future, and further

results in increase in turnover ratio with bad word-of-mouth for the organization.

3.4.2 DEPENDENT VARIABLE

There are many dependent variables which can influence the organization but I have taken only one

variable as dependent because of many limitations from my end.

3.4.2.1 Employee turnover ratio

There are many dependent variables which are dependent upon the above mentioned independent

variables but I have limited myself to one dependent variable which is employee turnover ratio, where with

effect of above variables, the employee turnover ratio varies. While incorporating effective research &

development and controlling above mentioned independent variables, we can counter those challenges andlimit their aftershocks.

3.5 Hypothesis

Hypothesis is supposed to be the test of our perception regarding something, similarly my test of

hypothesis encircles around Call Centre Agents and their retention to the organization, since I would like to

test the retention of Agents within a Call Centre since on the surface it looks that most of their agents aren’t

satisfied with their jobs and if given opportunity, they would opt for an opportunity other than a call centre,

my purpose is to determine the reasons and justifications of WHY THEY DON’T RETAIN THEIR

CURRENT JOBS

3.5.1 ALTERNATIVE HYPOTHESIS H1

First, we test the relationship between global service climate and employee commitment. As stated

previously, Schneider et al. (1998) describe service climate in terms of employees’ perceptions of the

practices, procedures and behaviours that are expected, supported and rewarded with respect to customer

service and service quality. That is, the service climate communicates a message to employees about what is

valued by the organisation, and the attitudes and behaviours that are desired and will be rewarded. Thus,

service climate can influence employee attitudes, and some scholars have suggested that businesses must be



3-13


AT CALL CENTRES

concerned with improving employees’ perceptions of service climate because those perceptions help to define

employee attitudes (Lux et al., 1996). It is proposed that employee commitment is one such attitude. However,

few studies have examined organizational commitment in relation to employee perceptions of organizational

climate for service (Lux et al., 1996).

Therefore, on the basis of studies mentioned above, I elaborate H1 (Alternative Hypothesis) as

“ Independent variables do influence the end performance of the call centre agent.” Since I feel that the

independent variables I incorporated into my research do influence the end performance and can influence

either motivation or demotivation factor in them.

3.5.2 NULL HYPOTHESIS HO

The null hypothesis i.e. Ho conforms that Independent Variables do not influence to that extent, since the

employee only requires a good salary, series of remunerations, perks, benefits etc.

Therefore, it could be computed as;

Ho: Independent Variables DO NOT influence the overall performance of the employees (the agents)

HI: Independent Variables DO influence the overall performance of the employees (the agents)



4-14


AT CALL CENTRES

4 Data Analysis

The outcome of my results basically comprises only of 50 respondents due to uncertainty of city situationand limitation in time duration for conduction of this research.

4.1 Independent Variables

Following are the summary for my Independent Variable studies

4.1.1 SALARY

pí~íáëíáÅë=

= =

p~ä~êó=äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK=

p~ä~êó=é~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=

~ÖÉåíëK=

oÉÅçÖåáíáçå=~äçåÖ=ïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=~ÖÉåíëK=

e~åÇëçãÉ=ë~ä~êó=

ïáíÜ=ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=

äÉ~Ç=íç=çêÖ~åáò~íáçå=ÇÉîÉäçéãÉåíK=

k= s~äáÇ= RM= RM= RM= RM=

jáëëáåÖ= M= M= M= M=

jÉ~å= SKMU= RKRU= RKMU= RKPQ=

jáåáãìã= Q= N= N= N=

j~ñáãìã= T= T= T= T=

Table 1 Statistics for Salary as Independent Variable

This statistics clearly show that the mean of all four questions lies in Agree region, where question 1

average lies at Slightly Agree, question 2 at Agreement, question 3 also lies in the same region and same is the

case for question 4.

4.1.1.1 Details of Salary Questions


= =cêÉèìÉåÅó= mÉêÅÉåí= s~äáÇ=mÉêÅÉåí=

`ìãìä~íáîÉ=mÉêÅÉåí=

s~äáÇ= kÉìíê~ä= T= NQKM= NQKM= NQKM=

^ÖêÉÉ= U= NSKM= NSKM= PMKM=

päáÖÜí=^ÖêÉÉ= V= NUKM= NUKM= QUKM=

fåíÉåëÉäó=^ÖêÉÉ= OS= ROKM= ROKM= NMMKM=

qçí~ä= RM= NMMKM= NMMKM= =

Table 2 Individual question statistics for Salary question 1



4-15


AT CALL CENTRES

p~ä~êó=é~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=~ÖÉåíëK=



s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= O= QKM= QKM= QKM=

päáÖÜí=aáë~ÖêÉÉ= N= OKM= OKM= SKM=

kÉìíê~ä= P= SKM= SKM= NOKM=

^ÖêÉÉ= NO= OQKM= OQKM= PSKM=

päáÖÜí=^ÖêÉÉ= ON= QOKM= QOKM= TUKM=

fåíÉåëÉäó=^ÖêÉÉ= NN= OOKM= OOKM= NMMKM=


Table 3 Relation of Salary package with Agents' Interest

It clearly shows that majority of respondents slightly agreed i.e. 42% with the question and the outcome is

tilted at Agree zone.

oÉÅçÖåáíáçå=~äçåÖ=ïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=~ÖÉåíëK=



s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= N= OKM= OKM= OKM=

päáÖÜí=aáë~ÖêÉÉ= R= NMKM= NMKM= NOKM=

aáë~ÖêÉÉ= O= QKM= QKM= NSKM=

kÉìíê~ä= V= NUKM= NUKM= PQKM=

^ÖêÉÉ= S= NOKM= NOKM= QSKM=

päáÖÜí=^ÖêÉÉ= NU= PSKM= PSKM= UOKM=

fåíÉåëÉäó=^ÖêÉÉ= V= NUKM= NUKM= NMMKM=


Table 4 Relationship between Performance and Recognition of Employees' achievements

e~åÇëçãÉ=ë~ä~êó=ïáíÜ=ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=äÉ~Ç=íç=çêÖ~åáò~íáçå=ÇÉîÉäçéãÉåíK=




aáë~ÖêÉÉ= R= NMKM= NMKM= NOKM=

kÉìíê~ä= T= NQKM= NQKM= OSKM=

^ÖêÉÉ= NT= PQKM= PQKM= SMKM=

päáÖÜí=^ÖêÉÉ= O= QKM= QKM= SQKM=

fåíÉåëÉäó=^ÖêÉÉ= NU= PSKM= PSKM= NMMKM=


Table 5 Relationship between Handsome Salaries with Competitive Environment



4-16


AT CALL CENTRES

4.1.1.2 Regression and Correlation of Salary

4.1.1.2.1 Correlation

aÉëÅêáéíáîÉ=pí~íáëíáÅë=

= jÉ~å= píÇK=aÉîá~íáçå= k=

p~ä~êó=äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK= SKMU= NKNOO= RM=


RKRU= NKPTO= RM=

oÉÅçÖåáíáçå=~äçåÖ=ïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=

~ÖÉåíëK=RKMU= NKSPV= RM=

e~åÇëçãÉ=ë~ä~êó=ïáíÜ=ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=


RKPQ= NKRMT= RM=

Table 6 showing descriptive analysis of Salary Correlation

`çêêÉä~íáçåë=

= =


p~ä~êó=é~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=

~ÖÉåíëK=

oÉÅçÖåáíáçå=~äçåÖïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=

~ÖÉåíëK=



p~ä~êó=äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK= mÉ~êëçå=`çêêÉä~íáçå= NKMMM= KPVQGG= JKPUNGG= KOVTG=

páÖK=EOJí~áäÉÇF= = KMMR= KMMS= KMPS=

k= RMKMMM= RM= RM= RM=


mÉ~êëçå=`çêêÉä~íáçå= KPVQGG= NKMMM= JKOMP= KNRM=

páÖK=EOJí~áäÉÇF= KMMR= = KNRU= KPMM=

k= RM= RMKMMM= RM= RM=


~ÖÉåíëK=

mÉ~êëçå=`çêêÉä~íáçå= JKPUNGG= JKOMP= NKMMM= JKOUQG=

páÖK=EOJí~áäÉÇF= KMMS= KNRU= = KMQS=

k= RM= RM= RMKMMM= RM=


äÉ~Ç=íç=çêÖ~åáò~íáçå=

ÇÉîÉäçéãÉåíK=

mÉ~êëçå=`çêêÉä~íáçå= KOVTG= KNRM= JKOUQG= NKMMM=

páÖK=EOJí~áäÉÇF= KMPS= KPMM= KMQS= =

k= RM= RM= RM= RMKMMM=

GGK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMN=äÉîÉä=EOJí~áäÉÇFK= = = =

GK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMR=äÉîÉä=EOJí~áäÉÇFK= = = =

Table 7 Correlation of Salary Statistics

This table clearly states that out of the 50 respondents, the standard deviation for question 1 lies at 1.122,

question 2 at 1.372, question 3 at 1.639 and question 4 at 1.507 of the overall population.



4-17


AT CALL CENTRES

4.1.1.2.2 Regression

jçÇÉä=pìãã~êó=

jçÇÉä= o= o=pèì~êÉ= ^ÇàìëíÉÇ=o=pèì~êÉ=

píÇK=bêêçê=çÑ=íÜÉ=

bëíáã~íÉ=

N= KRNU~= KOSU= KOMP= KVVU=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=e~åÇëçãÉ=ë~ä~êó=ïáíÜ=ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=äÉ~Ç=íç=çêÖ~åáò~íáçå=ÇÉîÉäçéãÉåíKI=p~ä~êó=é~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=~ÖÉåíëKI=oÉÅçÖåáíáçå=

~äçåÖ=ïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=~ÖÉåíëKI=p~ä~êó=äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK=

Table 8 showing salary regression summary

^kls^Ä=

jçÇÉä= pìã=çÑ=pèì~êÉë= ÇÑ= jÉ~å=pèì~êÉ= c= páÖK=

N= oÉÖêÉëëáçå= NSKQMV= Q= QKNMO= QKNOM= KMMS~=

oÉëáÇì~ä= QQKUNN= QR= KVVS= = =

qçí~ä= SNKOOM= QV= = = =

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=e~åÇëçãÉ=ë~ä~êó=ïáíÜ=ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=äÉ~Ç=íç=çêÖ~åáò~íáçå=ÇÉîÉäçéãÉåíKI=p~ä~êó=é~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=~ÖÉåíëKI=oÉÅçÖåáíáçå=~äçåÖ=ïáíÜ=ë~ä~êó=Å~å=Äççëí=íÜÉ=ãçê~äÉ=çÑ=íÜÉ=~ÖÉåíëKI=p~ä~êó=

äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK=

ÄK=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä==

= =

`çÉÑÑáÅáÉåíë~=

jçÇÉä=

råëí~åÇ~êÇáòÉÇ=`çÉÑÑáÅáÉåíë=pí~åÇ~êÇáòÉÇ=`çÉÑÑáÅáÉåíë=

í= páÖK=_= píÇK=bêêçê= _Éí~=

N= E`çåëí~åíF= KTOQ= NKORO= = KRTU= KRSS=

p~ä~êó=äÉ~Çë=íç=àçÄ=ë~íáëÑ~ÅíáçåK= KMMR= KNQV= KMMR= KMPO= KVTR=


KOUV= KNNP= KPRR= OKRRM= KMNQ=


~ÖÉåíëK=KNTR= KMVS= KORS= NKUON= KMTR=

e~åÇëçãÉ=ë~ä~êó=ïáíÜ=

ÅçãéÉíáíáîÉ=ÉåîáêçåãÉåí=ïáää=äÉ~Ç=íç=çêÖ~åáò~íáçå=ÇÉîÉäçéãÉåíK=

KOSP= KNMN= KPRR= OKSMT= KMNO=

~K=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä= = = =

Table 9 Regression Analysis of Salary

These statistics clearly state that there is a standard error prevailing at question 1 which is 0.149 which

means that the regression is close to positive.



4-18


AT CALL CENTRES

4.1.2 WORKING ENVIRONMENT

pí~íáëíáÅë=

= = qçìÖÜ=ïçêâáåÖ=

ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

eóÖáÉåÉI=Å~åíÉÉåë=

~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=ÉãéäçóÉÉëK=

píêçåÖ=Åçãã~åÇ=~åÇ=ãçåáíçêáåÖ=äÉ~Çë=íç=éÉêÑÉÅí=

ïçêâáåÖ=ÉåîáêçåãÉåíK=

qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=éçäáëÜÉë=óçìê=ÅìêêÉåí=ëâáääëK=



jÉ~å= RKNS= QKSU= PKVQ= PKUU=

jáåáãìã= P= P= N= N=

j~ñáãìã= T= T= T= S=

Table 10 Comparative analysis of all Working Environment Variable questions

qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=



s~äáÇ= aáë~ÖêÉÉ= NM= OMKM= OMKM= OMKM=

kÉìíê~ä= O= QKM= QKM= OQKM=

^ÖêÉÉ= OM= QMKM= QMKM= SQKM=

päáÖÜí=^ÖêÉÉ= S= NOKM= NOKM= TSKM=

fåíÉåëÉäó=^ÖêÉÉ= NO= OQKM= OQKM= NMMKM=


Table 11 showing the outcome analysis of impact on performance with regards to benefits in lieu competitive working

environment

eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=ÉãéäçóÉÉëK=



s~äáÇ= aáë~ÖêÉÉ= NT= PQKM= PQKM= PQKM=

kÉìíê~ä= N= OKM= OKM= PSKM=

^ÖêÉÉ= NR= PMKM= PMKM= SSKM=

päáÖÜí=^ÖêÉÉ= NR= PMKM= PMKM= VSKM=

fåíÉåëÉäó=^ÖêÉÉ= O= QKM= QKM= NMMKM=


Table 12 showing impact of facilities like hygiene, canteen and similar on the performance of employees

This statistics clearly elaborates that 17 out of 50 or 34% of the respondents feel that hygiene and similar

sort of facilities are of secondary importance.



4-19


AT CALL CENTRES

píêçåÖ=Åçãã~åÇ=~åÇ=ãçåáíçêáåÖ=äÉ~Çë=íç=éÉêÑÉÅí=ïçêâáåÖ=ÉåîáêçåãÉåíK=



s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= R= NMKM= NMKM= NMKM=

päáÖÜí=aáë~ÖêÉÉ= R= NMKM= NMKM= OMKM=

aáë~ÖêÉÉ= Q= UKM= UKM= OUKM=

kÉìíê~ä= OM= QMKM= QMKM= SUKM=

^ÖêÉÉ= NM= OMKM= OMKM= UUKM=

päáÖÜí=^ÖêÉÉ= O= QKM= QKM= VOKM=

fåíÉåëÉäó=^ÖêÉÉ= Q= UKM= UKM= NMMKM=


Table 13 showing the impact of strong command and control over their performances

This statistics exhibits that 40% of the respondents i.e. 20 out of 50 respondents felt that strong command

and controlling tactics is required for creating efficiency in the working environment. If we accumulate the

frequency of “Neutral” and “Agree”, we have the 60% majority, which favours incorporation of Strong

command and monitoring mechanism.




s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= R= NMKM= NMKM= NMKM=

päáÖÜí=aáë~ÖêÉÉ= NM= OMKM= OMKM= PMKM=

aáë~ÖêÉÉ= O= QKM= QKM= PQKM=

kÉìíê~ä= NN= OOKM= OOKM= RSKM=

^ÖêÉÉ= NP= OSKM= OSKM= UOKM=

päáÖÜí=^ÖêÉÉ= V= NUKM= NUKM= NMMKM=


Table 14 shows the impact of polishing of current skills with respect to competitive working environment

This statistics shows majority of respondents i.e. 13 out of 50 or 26% do agree with the question that

competitive working environment do polishes your current skills.



4-20


AT CALL CENTRES

4.1.2.1 Regression and Correlation of Working Environment


`çêêÉä~íáçåë== = qçìÖÜ=ïçêâáåÖ=

ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=

äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=

ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=

ÉãéäçóÉÉëK=




qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

mÉ~êëçå=`çêêÉä~íáçå= NKMMM= KNSN= KNVM= KTTTGG=

páÖK=EOJí~áäÉÇF= = KOSS= KNUT= KMMM=


eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=

ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=

ÉãéäçóÉÉëK=

mÉ~êëçå=`çêêÉä~íáçå= KNSN= NKMMM= JKRNPGG= JKNUQ=

páÖK=EOJí~áäÉÇF= KOSS= = KMMM= KOMN=




mÉ~êëçå=`çêêÉä~íáçå= KNVM= JKRNPGG= NKMMM= KOVOG=

páÖK=EOJí~áäÉÇF= KNUT= KMMM= = KMQM=



mÉ~êëçå=`çêêÉä~íáçå= KTTTGG= JKNUQ= KOVOG= NKMMM=

páÖK=EOJí~áäÉÇF= KMMM= KOMN= KMQM= =


GGK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMN=äÉîÉä=EOJí~áäÉÇFK= = = =

GK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMR=äÉîÉä=EOJí~áäÉÇFK= = = =

Table 15 showing the correlation in working environment



jçÇÉä= o= o=pèì~êÉ= ^ÇàìëíÉÇ=o=pèì~êÉ=píÇK=bêêçê=çÑ=íÜÉ=

bëíáã~íÉ=

N= KPQQ~= KNNU= KMQM= NKMVR=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=éçäáëÜÉë=óçìê=ÅìêêÉåí=ëâáääëKI=eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=

çÑ=íÜÉ=ÉãéäçóÉÉëKI=píêçåÖ=Åçãã~åÇ=~åÇ=ãçåáíçêáåÖ=äÉ~Çë=íç=éÉêÑÉÅí=ïçêâáåÖ=ÉåîáêçåãÉåíKI=qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=

äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

Table 16 showing regression of the working environment

^kls^Ä=jçÇÉä= pìã=çÑ=pèì~êÉë= ÇÑ= jÉ~å=pèì~êÉ= c= páÖK=

N= oÉÖêÉëëáçå= TKOOU= Q= NKUMT= NKRMS= KONS~=

oÉëáÇì~ä= RPKVVO= QR= NKOMM= = =


~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=éçäáëÜÉë=óçìê=ÅìêêÉåí=ëâáääëKI=eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=ÉãéäçóÉÉëKI=píêçåÖ=Åçãã~åÇ=~åÇ=ãçåáíçêáåÖ=äÉ~Çë=íç=

éÉêÑÉÅí=ïçêâáåÖ=ÉåîáêçåãÉåíKI=qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=ÇçïåÖê~ÇÉ=íÜÉ=äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

ÄK=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä= = =

Table 17 showing Analysis of Variance between the Working Environment and Injustice in Performance Appraisal



4-21


AT CALL CENTRES

ANOVA clearly states that Degree of Significance of current test lies around 0.216:1, so it solely relates

with the mentioned test.

`çÉÑÑáÅáÉåíë

~

=

jçÇÉä=



N= E`çåëí~åíF= SKNTU= NKMNQ= = SKMVO= KMMM=

qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÜìÖÉ=ÄçåìëÉë=ïáää=

ÇçïåÖê~ÇÉ=íÜÉ=äÉîÉä=çÑ=?ÄÉáåÖ=áÇäÉ?=Ñ~ÅíçêK=

KMVU= KONN= KNOO= KQSR= KSQQ=

eóÖáÉåÉI=Å~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=

íÜÉ=ÉãéäçóÉÉëK=

JKPQM= KNSN= JKQMS= JOKNNM= KMQM=


ïçêâáåÖ=ÉåîáêçåãÉåíK=JKMQS= KNOO= JKMSR= JKPTT= KTMU=


JKMSQ= KNTP= JKMVS= JKPTP= KTNN=

~K=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä= = = =

Table 18 shows the coefficient view of impact of independent variables over dependent variable

The above statistics clearly states that Hygiene and similar factors are less concerned with injustice in

performance appraisal whereas tough working environment polishing our current skills is significant factor

directly coinciding with injustice in performance appraisals.

4.1.3 TRAINING & DEVELOPMENT

pí~íáëíáÅë=

= =

qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=íÜÉ=

áåÇìëíêóK=

qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=~ÅíáîáíáÉëK=

qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=

çìíÅçãÉë=çÑ=íÜÉ=íê~áåáåÖ=ëÉëëáçåëK=

jçëí=Å~ää=ÅÉåíêÉë=ÇÉéÉåÇ=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=ÖêççãáåÖ=ê~ï=í~äÉåí=áåíç=íÜÉ=ÑáåáëÜÉÇ=çåÉK=



jÉ~å= PKPU= RKOM= QKNS= QKSU=

píÇK=aÉîá~íáçå= NKUMS= NKNMT= NKNPN= NKOPS=

s~êá~åÅÉ= PKOSN= NKOOQ= NKOUM= NKROU=

jáåáãìã= N= Q= O= N=

j~ñáãìã= T= T= T= T=

Table 19 showing overall summary of queries answered in Training & Development part

This statistic clearly show that the amount of variance in answering is very high in question 1 of this part

and similarly the only question with high standard deviation i.e. 1.906:1 means its curve lies in the right end

side of the bell curve for standard deviation.



4-22


AT CALL CENTRES

qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=íÜÉ=áåÇìëíêóK=



s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= NQ= OUKM= OUKM= OUKM=

aáë~ÖêÉÉ= V= NUKM= NUKM= QSKM=

kÉìíê~ä= NR= PMKM= PMKM= TSKM=

^ÖêÉÉ= U= NSKM= NSKM= VOKM=



Table 20 showing the comparison between impacts of training with employee's satisfaction

This statistic states that majority of respondents are being neutral with selecting “Neutral” as their choice

i.e. 30% of the respondents or 15 out of 50 respondents.

qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=~ÅíáîáíáÉëK=



s~äáÇ= kÉìíê~ä= NU= PSKM= PSKM= PSKM=

^ÖêÉÉ= NO= OQKM= OQKM= SMKM=

päáÖÜí=^ÖêÉÉ= NO= OQKM= OQKM= UQKM=

fåíÉåëÉäó=^ÖêÉÉ= U= NSKM= NSKM= NMMKM=


Table 21 showing how much employees give importance to training sessions

Here, majority of respondents i.e. 19 out of 50 or 36% feel that training sessions are not more importantthan their experiences since they feel whatever they learn from the training sessions, cannot directly

incorporate them into their daily practices, therefore in a nutshell I assume that employees don’t give that

much importance to training sessions.

qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=çìíÅçãÉë=çÑ=íÜÉ=íê~áåáåÖ=ëÉëëáçåëK=



s~äáÇ= päáÖÜí=aáë~ÖêÉÉ= N= OKM= OKM= OKM=

aáë~ÖêÉÉ= NP= OSKM= OSKM= OUKM=

kÉìíê~ä= ON= QOKM= QOKM= TMKM=

^ÖêÉÉ= NN= OOKM= OOKM= VOKM=



Table 22 showing the consent of employees whether they feel their training sessions give some worth to their work.

Here majority of respondents i.e. 21 out of 50 or 42% claimed that they feel training sessions bought some

goods to their performances.



4-23


AT CALL CENTRES


cêÉèìÉåÅó= mÉêÅÉåí= s~äáÇ=mÉêÅÉåí=



päáÖÜí=aáë~ÖêÉÉ= P= SKM= SKM= UKM=

kÉìíê~ä= NU= PSKM= PSKM= QQKM=

^ÖêÉÉ= NR= PMKM= PMKM= TQKM=

päáÖÜí=^ÖêÉÉ= NN= OOKM= OOKM= VSKM=


qçí~ä= RM= NMMKM= NMMKM=

Table 23 showing how much employees think their organizations work on them

About 36% of respondents or 19 out of 50 respondents feel that some of them do groom their employees

whereas 15 out of 50 or 30% of the respondents agreed with the statement and showed their grievances that

employers attitude is one of the factor which makes them dishearten from their current jobs.

4.1.3.1 Correlation and Regression of Training & Development

4.1.3.1.1 Correlations


qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=íÜÉ=

áåÇìëíêóK=

qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=

áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=

~ÅíáîáíáÉëK=

qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=

çìíÅçãÉë=çÑ=íÜÉ=íê~áåáåÖ=ëÉëëáçåëK=



mÉ~êëçå=`çêêÉä~íáçå= NKMMM= JKQQTGG

= KQTVGG

= JKPNMG

=

páÖK=EOJí~áäÉÇF= KMMN= KMMM= KMOU=


qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=

Ç~áäó=~ÅíáîáíáÉëK=

mÉ~êëçå=`çêêÉä~íáçå= JKQQTGG= NKMMM= JKORQ= KOOT=

páÖK=EOJí~áäÉÇF= KMMN= KMTR= KNNP=


qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=çìíÅçãÉë=çÑ=íÜÉ=

íê~áåáåÖ=ëÉëëáçåëK=

mÉ~êëçå=`çêêÉä~íáçå= KQTVGG= JKORQ= NKMMM= JKQRV

GG=

páÖK=EOJí~áäÉÇF= KMMM= KMTR= KMMN=


jçëí=Å~ää=ÅÉåíêÉë=ÇÉéÉåÇ=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=

ÖêççãáåÖ=ê~ï=í~äÉåí=áåíç=íÜÉ=ÑáåáëÜÉÇ=çåÉK=

mÉ~êëçå=`çêêÉä~íáçå= JKPNMG= KOOT= JKQRV

GG= NKMMM=

páÖK=EOJí~áäÉÇF= KMOU= KNNP= KMMN= k= RM= RM= RM= RMKMMM=

GGK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMN=äÉîÉä=EOJí~áäÉÇFK=

GK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMR=äÉîÉä=EOJí~áäÉÇFK=

Table 24 showing correlations of variables in Training & Development

This statistics showing that question 1 is related to question 2 by -0.447, to question 3 by 0.479 and

question 4 by -0.310, therefore I can easily say that these curves lie at corners not that the centre itself,

because the centre of the curve value is 1, similarly for question 2 question 1 and 3 lie at the left hand side of

the curve and question 4 at right hand side, as far as question 3 is concerned question 1 lies at the right, and



4-24


AT CALL CENTRES

question 2 and 3 lies at left hand side, whereas for question 4, question 1 and 3 lies at the left hand side and

question 2 lies at the right hand side of the bell curve.

4.1.3.1.2 RegressionjçÇÉä=pìãã~êó=


bëíáã~íÉ=

N= KQTR~= KOOS= KNRT= NKMOS=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=jçëí=Å~ää=ÅÉåíêÉë=ÇÉéÉåÇ=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=ÖêççãáåÖ=ê~ï=í~äÉåí=áåíç=íÜÉ=ÑáåáëÜÉÇ=çåÉKI=qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=

áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=~ÅíáîáíáÉëKI=qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=çìíÅçãÉë=çÑ=íÜÉ=íê~áåáåÖ=ëÉëëáçåëKI=qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=

íÜÉ=áåÇìëíêóK=

Table 25 showing an overall summary of the Regression studies applied on Training & Development

^kls^Ä=


N= oÉÖêÉëëáçå= NPKUOV= Q= PKQRT= PKOUP= KMNV~=

oÉëáÇì~ä= QTKPVN= QR= NKMRP=

qçí~ä= SNKOOM= QV=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=jçëí=Å~ää=ÅÉåíêÉë=ÇÉéÉåÇ=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=ÖêççãáåÖ=ê~ï=í~äÉåí=áåíç=íÜÉ=ÑáåáëÜÉÇ=çåÉKI=qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=~ÅíáîáíáÉëKI=qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=

íÜÉ=çìíÅçãÉë=çÑ=íÜÉ=íê~áåáåÖ=ëÉëëáçåëKI=qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=íÜÉ=áåÇìëíêóK=

ÄK=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä=

Table 26 showing Analysis of variance for Training & Development on Employee's Turnover Ratio


jçÇÉä=



N= E`çåëí~åíF= KPOR= NKPST= KOPT= KUNP=


KMNN= KNMM= KMNU= KNNM= KVNP=

qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=

Ç~áäó=~ÅíáîáíáÉëK=KNNT= KNQV= KNNS= KTUU= KQPR=

qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=çìíÅçãÉë=çÑ=íÜÉ=

íê~áåáåÖ=ëÉëëáçåëK=KQNT= KNRV= KQOO= OKSON= KMNO=

jçëí=Å~ää=ÅÉåíêÉë=ÇÉéÉåÇ=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=ÖêççãáåÖ=ê~ï=í~äÉåí=áåíç=íÜÉ=

ÑáåáëÜÉÇ=çåÉK=

KQNT= KNPR= KQSO= PKMVQ= KMMP=

~K=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä=

Table 27 showing regression studies for Training & Development and Employee's Turnover Ratio

This study exhibits that Training & Development relates with each other by having margin of significance

of 0.913, 0.435, 0.012, and 0.003 for questions 1 to 4 respectively.



4-25


AT CALL CENTRES

4.1.4 PERFORMANCE MANAGEMENT

pí~íáëíáÅë=

mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=

éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=

~ÖÉåíK=

^ÖÉåíë=ã~àçêäó=ë~íáëÑáÉÇI=íÜÉ=ï~ó=íÜÉó=~êÉ=~å~äóòÉÇK=

qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=

éÉêÑçêã~åÅÉ=~ééê~áë~ä=

áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=

éÉêÑçêã~åÅÉ=çÑ=íÜÉ=~ÖÉåíëK=

qÜÉ=eìã~å=_~ä~åÅÉ=pÜÉÉí=ëÜçìäÇ=ÄÉ=ã~áåí~áåÉÇ=êÉÖìä~êäóK=



jÉ~å= RKOS= PKQS= QKTU= QKSM=

píÇK=aÉîá~íáçå= NKORV= KVVQ= NKQMQ= NKNOR=

s~êá~åÅÉ= NKRUQ= KVUU= NKVTN= NKOSR=

jáåáãìã= P= N= O= O=

j~ñáãìã= T= R= T= S=

Table 28 showing an overall frequency distribution for the Variable Performance Management

The statistics mention here that the level of deviation in question 1 is 1.259:1, question 2 is 0.994:1,

question 3 is 1.404:1 and question 4 is 1.125:1, therefore it clearly states that question 1, 3 and 4 are above the

level of deviation and question 2 is slightly lower than the level of significance i.e. 1.000.

4.1.4.1 Details of Performance Management queries

mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=~ÖÉåíK=



s~äáÇ= aáë~ÖêÉÉ= S= NOKM= NOKM= NOKM=

kÉìíê~ä= S= NOKM= NOKM= OQKM=

^ÖêÉÉ= NT= PQKM= PQKM= RUKM=

päáÖÜí=^ÖêÉÉ= NN= OOKM= OOKM= UMKM=

fåíÉåëÉäó=^ÖêÉÉ= NM= OMKM= OMKM= NMMKM=


Table 29 showing the amount of trust employees are having on their employers

These statistics mention that 17 out of 50 or 34% of the respondents are just satisfied with their employers

and feel satisfied with their jobs, whereas 11 out of 50 or 22% of the respondents claim that they are

somewhat or to some extent satisfied with their employers and can claim that they somewhat are satisfied with

their jobs, whereas 10 out of 50 or 20% of the respondents dearly agree with the statement and are fully

satisfied with their ongoing jobs.



4-26


AT CALL CENTRES





päáÖÜí=aáë~ÖêÉÉ= O= QKM= QKM= UKM=

aáë~ÖêÉÉ= OT= RQKM= RQKM= SOKM=

kÉìíê~ä= V= NUKM= NUKM= UMKM=

^ÖêÉÉ= NM= OMKM= OMKM= NMMKM=


Table 30 showing employee's review regarding their employers

This exhibit clearly mentions i.e. 27 out of 50 or 54% feel that sycophancy is required in order to have

good appraisal and that is the only way one can promote themselves to the upper levels.

qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=éÉêÑçêã~åÅÉ=~ééê~áë~ä=áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=~ÖÉåíëK=

cêÉèìÉåÅó= mÉêÅÉåí= s~äáÇ=mÉêÅÉåí=`ìãìä~íáîÉ=mÉêÅÉåí=

s~äáÇ= päáÖÜí=aáë~ÖêÉÉ= O= QKM= QKM= QKM=

aáë~ÖêÉÉ= NM= OMKM= OMKM= OQKM=

kÉìíê~ä= V= NUKM= NUKM= QOKM=

^ÖêÉÉ= V= NUKM= NUKM= SMKM=

päáÖÜí=^ÖêÉÉ= NS= POKM= POKM= VOKM=



Table 31 showing the level of impact in future performances

This exhibit shows that 16 out of 50 or 32% of the respondents feel that employees performance slightly

degrades if employer appraises his/her performance slightly lower than the employee expected. This is a

major sign that employees have grievances in them with the employer.




s~äáÇ= päáÖÜí=aáë~ÖêÉÉ= N= OKM= OKM= OKM=

aáë~ÖêÉÉ= V= NUKM= NUKM= OMKM=

kÉìíê~ä= NO= OQKM= OQKM= QQKM=

^ÖêÉÉ= NR= PMKM= PMKM= TQKM=

päáÖÜí=^ÖêÉÉ= NP= OSKM= OSKM= NMMKM=


Table 32 showing the impact of how much employees want a human balance sheet to be constructed.

This exhibit elaborates that majority of respondents’ i.e. 15 out of 50 or 30% of the overall sample

population agree with the query since it helps them having a first hand information about their employees’

performance and the monetary benefit it bought to them.



4-27


AT CALL CENTRES

4.1.4.2 Correlation and Regression



mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=

éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=

~ÖÉåíK=


qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=

éÉêÑçêã~åÅÉ=~ééê~áë~ä=

áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=éÉêÑçêã~åÅÉ=

çÑ=íÜÉ=~ÖÉåíëK=


mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=

~å=~ÖÉåíK=

mÉ~êëçå=`çêêÉä~íáçå= NKMMM= KMVU= KPOOG= KPOM

G=

páÖK=EOJí~áäÉÇF= KQVT= KMOP= KMOP=



mÉ~êëçå=`çêêÉä~íáçå= KMVU= NKMMM= KNVN= KRPPGG=

páÖK=EOJí~áäÉÇF= KQVT= KNUQ= KMMM=


qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=éÉêÑçêã~åÅÉ=~ééê~áë~ä=áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=

~ÖÉåíëK=

mÉ~êëçå=`çêêÉä~íáçå= KPOOG= KNVN= NKMMM= KPVR

GG=

páÖK=EOJí~áäÉÇF= KMOP= KNUQ= KMMQ=



mÉ~êëçå=`çêêÉä~íáçå= KPOMG= KRPP

GG= KPVR

GG= NKMMM=

páÖK=EOJí~áäÉÇF= KMOP= KMMM= KMMQ=


GK=`çêêÉä~íáçå=áë=ëáÖåáÑáÅ~åí=~í=íÜÉ=MKMR=äÉîÉä=EOJí~áäÉÇFK=


Table 33 showing correlations between Performance Management process




bëíáã~íÉ=

N= KOQT~= KMSN= JKMOP= NKNPM=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=qÜÉ=eìã~å=_~ä~åÅÉ=pÜÉÉí=ëÜçìäÇ=ÄÉ=ã~áåí~áåÉÇ=êÉÖìä~êäóKI=mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=~ÖÉåíKI=qÜÉ=

çìíÅçãÉ=çÑ=ÅìêêÉåí=éÉêÑçêã~åÅÉ=~ééê~áë~ä=áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=~ÖÉåíëKI=^ÖÉåíë=ã~àçêäó=ë~íáëÑáÉÇI=íÜÉ=ï~ó=íÜÉó=~êÉ=~å~äóòÉÇK=

Table 34 showing the regression values of Performance Management variables

^kls^Ä=


N= oÉÖêÉëëáçå= PKTOV= Q= KVPO= KTPM= KRTS~=

oÉëáÇì~ä= RTKQVN= QR= NKOTU=

qçí~ä= SNKOOM= QV=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=qÜÉ=eìã~å=_~ä~åÅÉ=pÜÉÉí=ëÜçìäÇ=ÄÉ=ã~áåí~áåÉÇ=êÉÖìä~êäóKI=mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=~ÖÉåíKI=qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=éÉêÑçêã~åÅÉ=~ééê~áë~ä=áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=

éÉêÑçêã~åÅÉ=çÑ=íÜÉ=~ÖÉåíëKI=^ÖÉåíë=ã~àçêäó=ë~íáëÑáÉÇI=íÜÉ=ï~ó=íÜÉó=~êÉ=~å~äóòÉÇK=

ÄK=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä=

Table 35 showing the analysis of variance of Performance Management impacts



4-28


AT CALL CENTRES


jçÇÉä=


í= páÖK=

_= píÇK=bêêçê= _Éí~=N= E`çåëí~åíF= QKRUV= KVNO= RKMPN= KMMM=

mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=

~å=~ÖÉåíK=JKMTQ= KNPV= JKMUQ= JKRPQ= KRVS=


KPMM= KNVP= KOSS= NKRRQ= KNOT=

qÜÉ=çìíÅçãÉ=çÑ=ÅìêêÉåí=éÉêÑçêã~åÅÉ=~ééê~áë~ä=áåÑäìÉåÅÉë=íÜÉ=ÑìíìêÉ=

éÉêÑçêã~åÅÉ=çÑ=íÜÉ=~ÖÉåíëK=

KMPR= KNOU= KMQP= KOSV= KTUV=

qÜÉ=eìã~å=_~ä~åÅÉ=pÜÉÉí=ëÜçìäÇ=ÄÉ=ã~áåí~áåÉÇ=êÉÖìä~êäóK= JKNSM= KNUT= JKNSN= JKUSM= KPVQ=


Table 36 showing the relational coefficients between independent and dependent variables

This statistics is showing that all of the variable’s significant tests, lies at the right hand side of the curve

and therefore it can be said the result is positive and it has affect on the dependent variable.

4.2 The Dependent Variable

4.2.1 EMPLOYEE TURNOVER RATIO

pí~íáëíáÅë=

fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä=

bÑÑÉÅíáîÉ=íê~áåáåÖ=~åÇ=ÇÉîÉäçéãÉåí=

`äìÄë=~åÇ=ëáãáä~ê=êÉãìåÉê~íáçåë=

mêçéÉê=~ééäáÅ~íáçå=oCa=



jÉ~å= QKSS= PKMS= RKNS= PKVM=

píÇK=aÉîá~íáçå= NKNNU= NKSON= NKQTS= NKQQS=

s~êá~åÅÉ= NKOQV= OKSOV= OKNTU= OKMVO=

jáåáãìã= N= N= N= N=

j~ñáãìã= T= S= T= T=

Table 37 showing overall statistics of Employee Turnover Ratio

The questions which were asked from the respondents were answered in the manner mentioned above, the

mean lied for question 1 at 4.66 meaning just around Neutral, whereas for question 2, it lied at 3.06 meaning

at disagreement range, question 3 at 5.16 means at agreement, and question 4 lied at 3.90 means just touching

neutrality within disagreement.



4-29


AT CALL CENTRES

4.2.1.1 Overall Summary of Questions





päáÖÜí=aáë~ÖêÉÉ= N= OKM= OKM= QKM=

aáë~ÖêÉÉ= O= QKM= QKM= UKM=

kÉìíê~ä= NT= PQKM= PQKM= QOKM=

^ÖêÉÉ= ON= QOKM= QOKM= UQKM=

päáÖÜí=^ÖêÉÉ= R= NMKM= NMKM= VQKM=

fåíÉåëÉäó=^ÖêÉÉ= P= SKM= SKM= NMMKM=


Table 38 showing impact of injustice in performance appraisal

21 out of 50 or 42% of the respondents agreed that injustice in performance appraisal yields to

demotivation among the employees and ends up in dissatisfaction with the job.




s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= NN= OOKM= OOKM= OOKM=

päáÖÜí=aáë~ÖêÉÉ= NO= OQKM= OQKM= QSKM=

aáë~ÖêÉÉ= S= NOKM= NOKM= RUKM=

kÉìíê~ä= T= NQKM= NQKM= TOKM=

^ÖêÉÉ= NO= OQKM= OQKM= VSKM=päáÖÜí=^ÖêÉÉ= O= QKM= QKM= NMMKM=


Table 39 showing impact of training and development

Trainings help us in improving our overall setup of our processes but still according to the study, it can be

noted that there is resistance against organizing of training sessions.





päáÖÜí=aáë~ÖêÉÉ= N= OKM= OKM= SKM=

aáë~ÖêÉÉ= O= QKM= QKM= NMKM=

kÉìíê~ä= V= NUKM= NUKM= OUKM=

^ÖêÉÉ= NP= OSKM= OSKM= RQKM=

päáÖÜí=^ÖêÉÉ= NQ= OUKM= OUKM= UOKM=

fåíÉåëÉäó=^ÖêÉÉ= V= NUKM= NUKM= NMMKM=


Table 40 showing impacts of clubs and remunerations for employees



4-30


AT CALL CENTRES

We can motivate by giving them benefits like Club Membership which is not that much expensive and

brings employee loyalty to the organization as elaborated by stats which confirms that 14 out of 50 and 13 out

of 50 or 29% and 26% respectively supported this suggestion.




s~äáÇ= fåíÉåëÉäó=aáë~ÖêÉÉ= Q= UKM= UKM= UKM=

päáÖÜí=aáë~ÖêÉÉ= R= NMKM= NMKM= NUKM=

aáë~ÖêÉÉ= R= NMKM= NMKM= OUKM=

kÉìíê~ä= OO= QQKM= QQKM= TOKM=

^ÖêÉÉ= U= NSKM= NSKM= UUKM=

päáÖÜí=^ÖêÉÉ= Q= UKM= UKM= VSKM=



Table 41 showing how much employees favour application of R&D

Respondents showed favourable consent by putting weightage positively for incorporation of R&D since

22 out of 50 or 44 percent gave a neutral instance, means they lack knowledge regarding proper implication of

R&D.

4.2.1.2 Correlation and Regression








mÉ~êëçå=`çêêÉä~íáçå= NKMMM= JKMQR= KRMQGG= JKNNM=

páÖK=EOJí~áäÉÇF= KTRT= KMMM= KQQU=



mÉ~êëçå=`çêêÉä~íáçå= JKMQR= NKMMM= KNTR= KQOVGG=

páÖK=EOJí~áäÉÇF= KTRT= KOOQ= KMMO=


`äìÄë=~åÇ=ëáãáä~ê=êÉãìåÉê~íáçåë= mÉ~êëçå=`çêêÉä~íáçå= KRMQGG= KNTR= NKMMM= JKMTU=

páÖK=EOJí~áäÉÇF= KMMM= KOOQ= KRUU=


mêçéÉê=~ééäáÅ~íáçå=oCa= mÉ~êëçå=`çêêÉä~íáçå= JKNNM= KQOVGG= JKMTU= NKMMM=

páÖK=EOJí~áäÉÇF= KQQU= KMMO= KRUU=



Table 42 showing correlations between variables under Employee Turnover Ratio

Showing impacts of correlation like in the first place, the injustice in performance appraisal is impacted

by research and development and training & development.



5-31


AT CALL CENTRES




bëíáã~íÉ=

N= KROO~= KOTO= KOOR= KVUQ=

~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=mêçéÉê=~ééäáÅ~íáçå=oCaI=`äìÄë=~åÇ=ëáãáä~ê=êÉãìåÉê~íáçåëI=bÑÑÉÅíáîÉ=íê~áåáåÖ=~åÇ=ÇÉîÉäçéãÉåí=

Table 43 showing overall Summary of Regression Equation

^kls^Ä=


N= oÉÖêÉëëáçå= NSKSSN= P= RKRRQ= RKTPP= KMMO~=

oÉëáÇì~ä= QQKRRV= QS= KVSV= = =


~K=mêÉÇáÅíçêëW=E`çåëí~åíFI=mêçéÉê=~ééäáÅ~íáçå=oCaI=`äìÄë=~åÇ=ëáãáä~ê=êÉãìåÉê~íáçåëI=bÑÑÉÅíáîÉ=íê~áåáåÖ=~åÇ=

ÇÉîÉäçéãÉåí=ÄK=aÉéÉåÇÉåí=s~êá~ÄäÉW=fåàìëíáÅÉ=áå=éÉêÑçêã~åÅÉ=~ééê~áë~ä= = =

Table 44 showing impact of injustice in performance appraisal over employee turnover ratio

Analysis of Variance is showing that the significant figure lies at 0.002


jçÇÉä=



N= E`çåëí~åíF= OKVNV= KSSN= QKQNU= KMMM=

bÑÑÉÅíáîÉ=íê~áåáåÖ=~åÇ=ÇÉîÉäçéãÉåí= JKMVN= KMVV= JKNPO= JKVOM= KPSP=

`äìÄë=~åÇ=ëáãáä~ê=êÉãìåÉê~íáçåë= KPVU= KMVU= KROS= QKMRQ= KMMM=

mêçéÉê=~ééäáÅ~íáçå=oCa= JKMMV= KNMV= JKMNO= JKMUS= KVPO=


Table 45 showing coefficient of regression which impacts employee turnover ratio

Coefficients of regression shows that R&D is directly related by injustice since it requires formulation of

future tactics and injustice means that in future your employee is going to be dishearted because of his current

appraisal.

5 Conclusion

From above, the alternative hypothesis has been proved and hence the Alternative Hypothesis (HI) that

claimed external variables DO exert their effect on the performance of an employee, which leads to job

dissatisfaction on the whole therefore Ho, is not accepted, since the study revealed that respondents do take

note of independent factors/variables which are simultaneous and spontaneous package with performance of

the employee like performance management, and working environment etc.



6-32


AT CALL CENTRES

6 Suggestions/Recommendations

In light of the above mentioned standard deviations, I would suggest that;

NK They should go for continuous employee feedback periodically, apart from a regular Performance

Appraisal.

OK They should give more cushion to the employees (agents) and let them part of their decision

making, so that it could be implemented not imposed.

PK They should go for CSR and create awareness in masses regarding what call centres actually do

since majority of us don’t know the significance and productivity of call centres.

QK Proper maintenance of a Human Balance Sheet so that we can have a clear note of monetary

benefit an agent has bought to the organization so that he could be benefitted with bonuses apart

from salary so that employees get motivated.

RK They should incorporate one-on-one meeting with aggrieved employee(s) so that we could know

what is or has been the problem because of which he has been underperforming.

SK Overstaying/Overtime should be avoided and employees should be getting time for their leisure

and social activities as well.

TK A Psychometric Test should be made mandatory for hiring purposes so that we can have the right

personality type for our organization since it’s the basic definition of HR that to hire the right

person for the right position.

UK Organization Development should be formulated on the scientific manner.

VK Periodically written and oral assessments should be incorporate so as to assess the level of our

employees.

NMK There should be synergy among the employees and the employers.

NNK We should take note of the regional changes and in case; we should incorporate them according to

our needs.



7-33


AT CALL CENTRES

7 References

•

^åÖäÉI=eKiK= ~åÇ=i~ïëçåI=jK_K=ENVVQFI=lêÖ~åáò~íáçå~ä= ÅçããáíãÉåí=~åÇ=ÉãéäçóÉÉëÛ=éÉêÑçêã~åÅÉ=ê~íáåÖëW=ÄçíÜ=íóéÉë=çÑ= ÅçããáíãÉåí=~åÇ=éÉêÑçêã~åÅÉ=ÅçìåíÒI=mëóÅÜçäçÖáÅ~ä=oÉéçêíëI=sçäK=TRI=ééK=

NRPVJRNK=

• _çëÜçÑÑI= `K= ~åÇ= ^ääÉåI= gK= EOMMMFI= qÜÉ= áåÑäìÉåÅÉ= çÑ= ëÉäÉÅíÉÇ= ~åíÉÅÉÇÉåíë= çå= ÑêçåíäáåÉ= ëí~ÑÑÛë=

éÉêÅÉéíáçåë= çÑ= ëÉêîáÅÉ= êÉÅçîÉêó= éÉêÑçêã~åÅÉÒI= fåíÉêå~íáçå~ä= gçìêå~ä= çÑ= pÉêîáÅÉ= fåÇìëíêó=

j~å~ÖÉãÉåíI=sçäK=NN=kçK=NI=ééK=SPJVMK=

• _çëÜçÑÑI=`K=~åÇ=jÉäëI=dK=ENVVRFI=^=Å~ìë~ä=ãçÇÉä=íç=Éî~äì~íÉ=íÜÉ=êÉä~íáçåëÜáéë=~ãçåÖ=ëìéÉêîáëáçåI=

êçäÉ= ëíêÉëëI= çêÖ~åáò~íáçå~ä= ÅçããáíãÉåí= ~åÇ= áåíÉêå~ä= ëÉêîáÅÉ= èì~äáíóÒI= qÜÉ= bìêçéÉ~å= gçìêå~ä= çÑ=

j~êâÉíáåÖI=sçäK=OV=kçK=OI=ééK=OPJQOK=• _çëÜçÑÑI=`K=~åÇ=q~áíI=jK=ENVVSFI=nì~äáíó=éÉêÅÉéíáçåë=áå=íÜÉ=Ñáå~åÅá~ä=ëÉêîáÅÉë=ëÉÅíçêW=íÜÉ=éçíÉåíá~ä=

áãé~Åí=çÑ=áåíÉêå~ä=ã~êâÉíáåÖÒI=fåíÉêå~íáçå~ä=gçìêå~ä=çÑ=pÉêîáÅÉ=fåÇìëíêó=j~å~ÖÉãÉåíI=sçäK=NT=kçK=

RI=ééK=RJPNK=

• _çëÜçÑÑI=`KI= jÉäëI= dK= ~åÇ= kÉäI=aK=ENVVQFI= ^= êÉëíêáÅíÉÇ= Ñ~Åíçê= ~å~äóëáë=ãçÇÉä= Ñçê= íÜÉ= pbosnr^i=

áåëíêìãÉåíÒI=é~éÉê=éêÉëÉåíÉÇ=~í=íÜÉ=OQíÜ=bìêçéÉ~å=j~êâÉíáåÖ=^Å~ÇÉãó=`çåÑÉêÉåÅÉI=m~êáëI=NSJNV=

j~óK=

• _ìêÖÉêëI=^KI=ÇÉ=oìóíÉêI=hKI=hÉÉåI=`K=~åÇ=píêÉìâÉåëI=pK=EOMMMFI=`ìëíçãÉê=ÉñéÉÅí~íáçå=ÇáãÉåëáçåë=çÑ=

îçáÅÉJíçJîçáÅÉ= ëÉêîáÅÉ=ÉåÅçìåíÉêëW= ~= ëÅ~äÉJÇÉîÉäçéãÉåí=ëíìÇóÒI= fåíÉêå~íáçå~ä= gçìêå~ä=çÑ=pÉêîáÅÉ=fåÇìëíêó=j~å~ÖÉãÉåíI=sçäK=NN=kçK=OI=ééK=NQOJSNK=

• `~êì~å~I= ^K= ~åÇ= `~ääÉó~I= mK= ENVVUFI= qÜÉ= ÉÑÑÉÅí= çÑ= áåíÉêå~ä= ã~êâÉíáåÖ= çå= çêÖ~åáò~íáçå~ä=

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• `ÜÉåÉíI=mKI=qóå~åI=`K=~åÇ=jçåÉóI=^K=EOMMMFI=qÜÉ=ëÉêîáÅÉ=éÉêÑçêã~åÅÉ=Ö~éW=íÉëíáåÖ=íÜÉ=êÉÇÉîÉäçéÉÇ=

Å~ìë~ä=ãçÇÉäÒI=bìêçéÉ~å=gçìêå~ä=çÑ=j~êâÉíáåÖI=sçäK=PQ=kçK=PLQI=ééK=QTOJVRK=

• `êçåáåI=gKgK=gê=~åÇ=q~óäçêI=pK^K=ENVVOFI=jÉ~ëìêáåÖ=ëÉêîáÅÉ=èì~äáíóW=~=êÉJÉñ~ãáå~íáçå=~åÇ=ÉñíÉåëáçåÒI=

gçìêå~ä=çÑ=j~êâÉíáåÖI=sçäK=RSI=gìäóI=ééK=RRJSUK=

• `êçåáåI=gKgK=gê=~åÇ=q~óäçêI=pK^K=ENVVQFI=pbosmboc=îÉêëìë=pbosnr^iW=êÉÅçåÅáäáåÖ=éÉêÑçêã~åÅÉ=Ä~ëÉÇ=

~åÇ=éÉêÅÉéíáçåëJãáåìë=ÉñéÉÅí~íáçåë=ãÉ~ëìêÉãÉåí=çÑ=ëÉêîáÅÉ=èì~äáíóÒI=gçìêå~ä=çÑ=j~êâÉíáåÖI=sçäK=

RUI=g~åì~êóI=ééK=NORJPNK=

• cÉêåáÉI=pK=~åÇ=jÉíÅ~äÑI=aK=ENVVUFK=‘EkçíF=Ü~åÖáåÖ=çå=íÜÉ=íÉäÉéÜçåÉW=é~óãÉåí=ëóëíÉãë=áå=íÜÉ=åÉï=

ëïÉ~íëÜçéë’K=`ÉåíêÉéáÉÅÉI=PI=TJNNK=

• e~êíäáåÉI=jKaK=~åÇ=cÉêêÉääI=lK`K=ENVVSFI=qÜÉ=ã~å~ÖÉãÉåí=çÑ=ÅìëíçãÉêJÅçåí~Åí=ëÉêîáÅÉ=ÉãéäçóÉÉëW=

~å=ÉãéáêáÅ~ä=áåîÉëíáÖ~íáçåÒI=gçìêå~ä=çÑ=j~êâÉíáåÖI=sçäK=SM=kçK=QI=ééK=ROJSVK=



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AT CALL CENTRES

• eçäã~åI= aKI= `ÜáëëáÅâI= `KI= ~åÇ= qçííÉêÇÉääI= mK= EOMMOFIÛqÜÉ= bÑÑÉÅíë= çÑ= mÉêÑçêã~åÅÉ= jçåáíçêáåÖ= çå=

bãçíáçå~ä=tÉääJ_ÉáåÖ=áå=`~ää=`ÉåíÉêëÛI=jçíáî~íáçå=~åÇ=bãçíáçåI=OSI=RTJUNK=

• fäÉëI=mK^KI=cçêëíÉêI=^K=~åÇ=qáåäáåÉI=dK=ENVVSFI=qÜÉ=ÅÜ~åÖáåÖ=êÉä~íáçåëÜáé=ÄÉíïÉÉå=ïçêâ=ÅçããáíãÉåíI=

éÉêëçå~ä= ÑäÉñáÄáäáíó= ~åÇ= Éãéäçó~ÄáäáíóW= ~å= Éî~äì~íáçå= çÑ= ~= ÑáÉäÇ= ÉñéÉêáãÉåí= áå= ÉñÉÅìíáîÉ=

ÇÉîÉäçéãÉåíÒI=gçìêå~ä=çÑ=j~å~ÖÉêá~ä=mëóÅÜçäçÖóI=sçäK=NNI=ééK=NUJPQK=

• fîÉêëçåI=oKaKI=jÅiÉçÇI=`KpK=~åÇ=bêïáåI=mKgK=ENVVSFI=qÜÉ=êçäÉ=çÑ=ÉãéäçóÉÉ=ÅçããáíãÉåí=~åÇ=íêìëí=áå=

ëÉêîáÅÉ=êÉä~íáçåëÜáéëÒI=j~êâÉíáåÖ=fåíÉääáÖÉåÅÉ=C=mä~ååáåÖI=sçäK=NQ=kçK=PI=ééK=PSJQQK=

• g~ïçêëâáI=_KgK=~åÇ=hçÜäáI=^KhK=ENVVPFI=j~êâÉí=çêáÉåí~íáçåW=~åíÉÅÉÇÉåíë=~åÇ=ÅçåëÉèìÉåÅÉëÒI=gçìêå~ä=

çÑ=j~êâÉíáåÖI=sçäK=RT=kçK=PI=ééK=RPJTMK=

• iìñI= aKI= gÉñI= pK= ~åÇ= e~åëÉåI= `K= ENVVSFI= c~Åíçêë= áåÑäìÉåÅáåÖ= ÉãéäçóÉÉ= éÉêÅÉéíáçåë= çÑ= ÅìëíçãÉê=

ëÉêîáÅÉ=Åäáã~íÉÒI=gçìêå~ä=çÑ=j~êâÉíJcçÅìëÉÇ=j~å~ÖÉãÉåíI=sçäK=N=kçK=NI=ééK=SRJUSK=

• j~ÅhÉåòáÉI= pK_KI= mçÇë~âçÑÑI= mKjK= ~åÇ= ^ÜÉ~êåÉI= jK= ENVVUFI= pçãÉ= éçëëáÄäÉ= ~åíÉÅÉÇÉåíë= ~åÇ=

ÅçåëÉèìÉåÅÉë=çÑ=áåJêçäÉ=~åÇ=Éñíê~JêçäÉ=ë~äÉëéÉêëçå=éÉêÑçêã~åÅÉÒI=gçìêå~ä=çÑ=j~êâÉíáåÖI=sçäK=SOI=

ééK=UTJVTK=

• j~ííëçåI= gK= ENVVQFI= fãéêçîáåÖ= ëÉêîáÅÉ= èì~äáíó= áå= éÉêëçåJíçéÉêëçå= ÉåÅçìåíÉêëÒI= qÜÉ= pÉêîáÅÉ=

fåÇìëíêáÉë=gçìêå~äI=sçäK=NQ=kçK=NI=ééK=QRJSNK=

• jÅ^ä~ñ~åÇÉêI= gK= eKX=h~äÇÉåÄìêÖI= aK= lKX= hçÉåáÖI=eK= cK= ÚpÉêîáÅÉ=nì~äáíó=jÉ~ëìêÉãÉåíÛI= gçìêå~ä=çÑ=

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• jÉóÉêI= gKmK= ~åÇ= ^ääÉåI= kKgK= ENVVNFI= ^= íÜêÉÉJÅçãéçåÉåí= ÅçåÅÉéíì~äáò~íáçå= çÑ= çêÖ~åáò~íáçå~ä=

ÅçããáíãÉåíÒI=eìã~å=oÉëçìêÅÉ=j~å~ÖÉãÉåí=oÉîáÉïI=sçäK=N=kçK=NI=ééK=SNJUVK=• jÉóÉêI= gKmKI= ^ääÉåI=kKgK= ~åÇ=pãáíÜI=`K^K= ENVVPFI= `çããáíãÉåí= íç= çêÖ~åáë~íáçåë= ~åÇ=çÅÅìé~íáçåëW=

ÉñíÉåëáçå=~åÇ=íÉëí=çÑ=~=íÜêÉÉJÅçãéçåÉåí=ÅçåÅÉéíì~äáë~íáçåÒI=gçìêå~ä=çÑ=^ééäáÉÇ=mëóÅÜçäçÖóI=sçäK=

TU=kçK=QI=ééK=RPUJRNK=

• jÉóÉêI= gKmKI= m~ìåçåÉåI= pKsKI= dÉää~íäóI= fKoKI= dçÑÑáåI=oKaK= ~åÇ= g~ÅâëçåI=aKkK= ENVUVFI= lêÖ~åáò~íáçå~ä=

ÅçããáíãÉåí=~åÇ=àçÄ= éÉêÑçêã~åÅÉW= áíÛë= íÜÉ=å~íìêÉ=çÑ=íÜÉ= ÅçããáíãÉåí=íÜ~í=ÅçìåíëÒI=gçìêå~ä= çÑ=

^ééäáÉÇ=mëóÅÜçäçÖóI=sçäK=TQI=ééK=NROJSK=

• m~ê~ëìê~ã~åI= ^KI= wÉáíÜ~ãäI= sK K̂= ~åÇ= _ÉêêóI= iKiK= ENVUUFI= pbosnr^iW= ~= ãìäíáéäÉJáíÉã= ëÅ~äÉ= Ñçê=

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• pÅÜåÉáÇÉêI=_K= ~åÇ=_çïÉåI=aK= ENVVRFI=táååáåÖ=íÜÉ=pÉêîáÅÉ=d~ãÉI=e~êî~êÇ=_ìëáåÉëë= pÅÜççä=mêÉëëI=

_çëíçåI=j^K=

• pÉêÖÉ~åíI=^K=~åÇ=cêÉåâÉäI= pK= EOMMMFI=tÜÉå=Çç=ÅìëíçãÉê= Åçåí~Åí=ÉãéäçóÉÉë=ë~íáëÑó= ÅìëíçãÉêë\ÒI=

gçìêå~ä=çÑ=pÉêîáÅÉ=oÉëÉ~êÅÜI=sçäK=P=kçK=NI=ééK=NUJPQK=

• wÉáíÜ~ãäI=sK^K=~åÇ=_áíåÉêI=jKgK=EOMMMFI=pÉêîáÅÉë=j~êâÉíáåÖW=fåíÉÖê~íáåÖ=`ìëíçãÉê=cçÅìë=~Åêçëë=íÜÉ=

cáêãI=OåÇ=ÉÇKI=jÅdê~ïJeáääI=kÉï=vçêâI=kvK=



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AT CALL CENTRES

8 Key terms used

• Employee Retention Ratio The ratio of retaining of our employees,

• Employee Turnover Ratio The ratio of employees leaving their jobs,

• Employees Call Centre Agents (in this report),

• ETR Employee Turnover Ratio,

• Experimentation Starting a new idea from scratch,

• HRD Human Resource Department,

• Indigenous Native/Original,

• KAIZEN Continuous improvement (Japanese Word),

• PM Performance Management,

• Remuneration Benefits/Reimbursement,

• TnD Training and Development,

• WE Working Environment,



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AT CALL CENTRES

9 Appendices

9.1 Instrumental Items

9.1.1 INDEPENDENT VARIABLES

9.1.1.1 Salary

p~ä~êóN= p~ä~êó=äÉ~Çë=íç=íÜÉ=àçÄ=ë~íáëÑ~Åíáçå=

p~ä~êóO= p~ä~êó=m~Åâ~ÖÉ=ã~áå=~ííê~Åíáçå=Ñçê=~ÖÉåíë=

p~ä~êóP= oÉÅçÖåáíáçå=~äçåÖ=ïáíÜ=ë~ä~êó=Äççëíë=ãçê~äÉ=çÑ=íÜÉ=~ÖÉåíë=

p~ä~êóQ= e~åÇëçãÉ= ë~ä~êó= ïáíÜ= ÅçãéÉíáíáîÉ= ïçêâáåÖ= ÉåîáêçåãÉåí= ïáää= äÉ~Ç= íç= çêÖ~åáò~íáçå=

ÇÉîÉäçéãÉåí=

9.1.1.2 Working Environment

tbN== qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=ïáíÜ=ÄÉåÉÑáíë=ïçìäÇ=êÉÇìÅÉ=íÜÉ=äÉîÉä=çÑ=ÄÉáåÖ=áÇäÉ=Ñ~Åíçê=

tbO= eóÖáÉåÉI=`~åíÉÉåë=~åÇ=ëáãáä~ê=ëçêí=çÑ=Ñ~ÅáäáíáÉë=ïçìäÇ=ÜÉäé=ÄççëíáåÖ=íÜÉ=éÉêÑçêã~åÅÉ=çÑ=íÜÉ=ÉãéäçóÉÉë=

tbP= píêçåÖ=Åçãã~åÇ=~åÇ=ãçåáíçêáåÖ=äÉ~Çë=íç=éÉêÑÉÅí=ïçêâáåÖ=ÉåîáêçåãÉåí=

tbQ= qçìÖÜ=ïçêâáåÖ=ÉåîáêçåãÉåí=éçäáëÜÉë=óçìê=ÅìêêÉåí=ëâáääë=

9.1.1.3 Training & Development

qåaN= qê~áåáåÖ=áë=~=Ä~ëáÅ=åÉÉÇ=Ñçê=~å=~ÖÉåí=íç=ÑäçìêáëÜ=áå=íÜÉ=áåÇìëíêóK=

qåaO= qê~áåáåÖë=~êÉ=ìëÉäÉëë=ïáíÜçìí=áåÅçêéçê~íáåÖ=íÜÉã=áåíç=íÜÉáê=Ç~áäó=~ÅíáîáíáÉë=

qåaP= qÜÉêÉ=~êÉ=ãÉÅÜ~åáëãë=íç=Å~äÅìä~íÉ=íÜÉ=çìíÅçãÉë=çÑ=íê~áåáåÖ=ëÉëëáçåë=

qåaQ= jçëí=`~ää=`ÉåíêÉë=ÇÉéÉåÇë=çå=å~íìê~ä=í~äÉåíë=áåëíÉ~Ç=çÑ=ÖêççãáåÖ=íÜÉ=ê~ï=í~äÉåí=áåíç=ÑáåáëÜÉÇ=

çåÉ=



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AT CALL CENTRES

9.1.1.4 Performance Management

mjN= mÉêëçå~ä=Äá~ëÉë=Å~å=~ÑÑÉÅí=íÜÉ=çîÉê~ää=éÉêÑçêã~åÅÉ=~ééê~áë~ä=çÑ=~å=~ÖÉåí=

mjO= ^ÖÉåíë=ã~àçêäó=ë~íáëÑáÉÇ=íÜÉ=ï~ó=íÜÉó=~êÉ=~å~äóòÉÇ=

mjP= qÜÉ=eìã~å=_~ä~åÅÉ=pÜÉÉí=çÑ=~å=bãéäçóÉÉ=ëÜçìäÇ=ÄÉ=ã~áåí~áåÉÇ=

mjQ= mÉêáçÇáÅ~ä= éÉêÑçêã~åÅÉ= ã~å~ÖÉãÉåí= éêçÅÉëë= ëÜçìäÇ= ÄÉ= áåÅçêéçê~íÉÇ= ~åÇ= ~å= ~îÉê~ÖÉ= çÑ= áí=

ëÜçìäÇ=ÄÉ=~ÖÖêÉÖ~íÉÇ=áåíç=íÜÉ=Ñáå~ä=Åçãéáä~íáçå=çÑ=mÉêÑçêã~åÅÉ=j~å~ÖÉãÉåí=çÑ=~å=bãéäçóÉÉK=

9.1.2 DEPENDENT VARIABLES

9.1.2.1 Employee Turnover Ratio

bqoN== fåàìëíáÅÉ=áå=mÉêÑçêã~åÅÉ=^ééê~áë~äë=ÅêÉ~íÉë=~=ëÉåëÉ=çÑ=áåëÉÅìêáíó=~ãçåÖ=íÜÉ=~ÖÉåíëI=êÉëìäíáåÖ=

áå=ÇÉãçê~äáòÉ=ïáíÜ=íÜÉáê=ïçêâ=~åÇ=ÅêÉ~íáåÖ=~=Ä~Ç=ïçêÇJçÑJãçìíÜK=

bqoO= bÑÑÉÅíáîÉ=qê~áåáåÖ=~åÇ=aÉîÉäçéãÉåí=Å~å=ÜÉäé=êÉÇìÅÉ=bãéäçóÉÉ=qìêåçîÉê=ê~íáç=ã~êÖáå~ääóK=

bqoP= fåÅçêéçê~íáåÖ=í~ÅíáÅë= äáâÉ= çå= ~ééê~áëÉ= çÑ= éÉêÑçêã~åÅÉI=ÖáîáåÖ=çééçêíìåáíáÉë= äáâÉ= çìíáåÖ= íç= ~=

ÅäìÄ= çê= ëáãáä~ê=êÉãìåÉê~íáçå=ïçìäÇ= äÉ~Ç= íç= êÉÇìÅíáçå=çÑ= ÉãéäçóÉÉ= íìêåçîÉê=ê~íáçI= ëáãáä~êäó=

ïçìäÇ=Ü~îÉ=ÖççÇ=ïçêÇJçÑJãçìíÜK=

bqoQ= mêçéÉê=êÉëÉ~êÅÜ=~åÇ=ÇÉîÉäçéãÉåí=ëÜçìäÇ=ÄÉ=áãéäáÉÇ=Ñçê=ÑìêíÜÉê=áåíÉÖê~íáçå=çÑ=ÑáÉäÇë=áåíç=Å~ää=

ÅÉåíêÉë=ëç=íÜ~í=íÜÉêÉ=~êÉ=Å~êÉÉê=Éñé~åëáçå=çéíáçåë=Ñçê=~ÖÉåíëK=

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Impact of HR practices on the Performance of Call Centre Agents

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