Professional Documents
Culture Documents
1
distribution system. This is close, but it is really much more
than that. Call centres can be any of the following,Huge
telemarketing centres,Fund-raising and collections
organizations, Help desks, both internal and
external,Outsourcers (better known as service bureaus) that
use their large capacity to serve lots of companies,Reservation
centres for airlines and hotels,Catalogue retailers,"E-tailing"
centres and e-commerce transaction centres that don't handle
calls so much as automated customer interactions.
2
technology solutions, etc. The areas, which are addressed by
call centres, include sales support, airline/hotel reservations,
technical queries, bank accounts, client services, receivables,
tele-marketing, market research, etc.
The Background
Banks have also used them since the 1970s at least, and
later in that decade, with the rise of the catalogue shopping
movement and outbound telemarketing, call centres became a
staple within many industries. Each industry, however, had its
own way of operating centres, its own standards for quality,
and its own preferred technologies. This trend persisted until
early in the 1990s, when call centre managers became more
4
recognized as having a consistent set of skills and an
operational knowledge.
6
Inbound is the biggest component of call centre traffic these
days, though perversely, outbound represents the area of
largest projected growth in the next few years. In truth, the
majority of centres contain some element of both inbound and
outbound.
7
such as production losses, reduced profits, and changes in work
schedule, under utilization of plant capacity, increase in wage
rate, loss of man power, financial losses etc.. The success of
management is managing manpower fully by making vital
steps to minimize employee’s dissatisfaction. The present
study is a humble attempt to analyze employee job satisfaction
in call centers.
8
Thus there lies the need for us to evaluate the reasons or
factors which are causing dissatisfaction to these employees
and thereby increasing the labor turnover rate.
Primary objective:
9
Secondary objectives:
RESEARCH METHODOLOGY
Research design
This topic comes under descriptive research as it includes
surveys and involves the description of the state of affairs
as it exists in the present.
10
Sampling design
The universe is somewhat finite with regard to call centre
employees’ population in the city chosen for the study i.e.
Bangalore. There are around 109,500 employees in
Bangalore working in call centres.
Sampling technique
The sampling technique used for this study is convenience
sampling.
Sampling size
The sample size chosen for this study is 100 respondents.
11
Limitations
• The study was restricted to Bangalore city due to time constraints and
13
Introduction: In the best of worlds, employees would love their
jobs, like their coworkers, work hard for their employers, get
paid well for their work, have ample chances for advancement,
and flexible schedules so they could attend to personal or
family needs when necessary. And never leave.
But then there's the real world. And in the real world,
employees, do leave, either because they want more money,
hate the working conditions, hate their coworkers, want a
change, or because their spouse gets a dream job in another
state. So, what does all that turnover cost? And what
employees are likely to have the highest turnover? Who is likely
to stay the longest?
Background of article
The much hyped "work for fun" tag normally associated with
the industry has in fact backfired, as many individuals (mostly
fresh graduates), take it as a pas-time job. Once they join the
sector and understand its requirements, they are taken aback
by the long working hours and later monotony of the job starts
setting in. This is the reason for the high attrition rate as many
individuals are not able to take the pressures of work.
15
If a person leaves after the training it costs the company about
Rs 60,000. For a 300-seater call centre facing the normal 30
percent attrition, this translates into Rs 60 lakh per annum.
Many experts are of believe that all these challenges can turn
out to be a real dampener in the growth of this industry. This
only raises the responsibility of "finding the right candidate"
and building a "conducive work environment", which will be
beneficial for the organization. The need is for those individuals
who can make a career out of this.
Attrition rates
US 42%
Australia 29%
Europe 24%
India 18%
17
now reach 80%. This is an extreme figure but the average
attrition rates in Indian call centers are up around 30-40%.
The issue is not with the quality or education of the staff - and
still less with the investment in technology. It is simply attrition
- people do not stay long enough to be taught or to learn the
job. The staff may be cheaper but if they cannot do the job,
what's the point? Managing attrition is not just a 'nice thing to
do' in Indian call centres. It is the route to their survival.
18
I request HR professionals not to drive their own formulas to
calculate attrition rate. In terms of numbers, attrition rate
means:
Calculate the cost of the person(s) who fills in while the position
is vacant. Calculate the cost of lost productivity at a minimum
of 50% of the person's compensation and benefits cost for each
week the position is vacant, even if there are people performing
the work. Calculate the lost productivity at 100% if the position
is completely vacant for any period of time.
Subtract the cost of the person who is leaving for the amount of
time the position is vacant.
Recruitment Costs
20
Calculate the cost of various training materials needed
including company or product manuals, computer or other
technology equipment used in the delivery of training.
21
Lost Sales Costs
What does this mean? Well it means that if a company has 100
people doing a certain job paid 25,000 and that turnover or
attrition is running at 10%, the cost of attrition is:
22
Source: http://www.bpoindia.org/research/attrition-rate-big-
challenge.shtml
Table-01
Respondent’s gender
S No. Of Percentage of
.No. Respondents respondents
1. Male 83 83
2. Female 17 17
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that The maximum
number of respondents are male 83%
23
24
Table-02
Interpretation—
It is inferred from the above table that 59% of
respondents were above or equal to 22 years of age and
49% were below 22 years
25
Table-03
26
Respondent’s Marital status
S No. Of Percentage of
.No. Respondents respondents
1. Single 89 89
2. Married 11 11
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 89% of
respondents marital status was single
27
Table-04
28
Respondents educational qualification
S No. Of Percentage of
.No. Respondents respondents
1. High School 2 2
2. UG 89 89
3. PG 9 9
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 89% of
respondents educational qualification was ug
29
Table-05
Interpretation—
30
It is inferred from the above table that 77% of
respondents earn between 1-lakh to2-lakh
31
Table-06
Interpretation—
It is inferred from the above table that 42% are
satisfied with their salary
32
Table-07
33
Respondents work experience
S No. Of Percentage of
.No. Respondents respondents
1. 0-6 Months 62 62
2. 6 Months - 1 Year 25 25
3. 1 - 2 Year 11 11
4. 2 - 3 Year 2 2
5. 3 Years and Above 0 0
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 62% of
respondents have work experience between 0-6months
34
Table-08
35
Respondents Feeling of security towards the current job
S No. Of Percentage of
.No. Respondents respondents
1. Very Secure 28 28
2. Secure 51 51
3. Neutral 15 15
4. Insecure 3 3
5. Very Insecure 3 3
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 51% fell
secure about the current job
36
Table-09
1. Work 12 12
Dissatisfaction
2. Less Salary 5 5
3. Work Culture 8 8
4. Stress 58 58
5. Work Load 17 17
100 100
Source: Primary data
37
Interpretation—
It is inferred from the above table that 58% of
respondents fe4ll t6hgat stress will be the factor if they
will be quitting now
38
Table-10
Interpretation—
It is inferred from the above table that 76% feel that
their salary is based on their performance
39
CHART 10
40
Table-11
Interpretation—
It is inferred from the above table that 59% agree
that their performance is being valued
CHART 11
41
Table-12
42
Respondents Agreeability level toward feeling relieved if
quitting from the current job now
S No. Of Percentage
.No Respondents of
. respondents
1. Strongly Agree 4 4
2. Agree 14 14
3. Neutral 60 60
4. Disagree 19 19
5. Strongly Disagree 3 3
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 60% are
neutral towards feeling relieved upon quitting from their
job now
CHART 12
43
Table-13
44
Respondents Agreeability level toward stress during work
1. Strongly 26 26
Agree
2. Agree 63 63
3. Neutral 9 9
4. Disagree 0 0
5. Strongly 2 2
Disagree
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 63% agree to
stress in the job
CHART 13
45
Table-14
46
Respondents Agreeability level toward the company being
only bothered about the output/results
S No. Of Percentage
.No Respondents of
. respondents
1. Strongly Agree 36 36
2. Agree 45 45
3. Neutral 14 14
4. Disagree 3 3
5. Strongly Disagree 2 2
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 45% agree
that company is bothered only about the employees
output/result.
47
CHART 14
48
Table-15
S No. Of Percentage
.No Respondents of
. respondents
1. Strongly Agree 2 2
2. Agree 7 7
3. Neutral 59 59
4. Disagree 23 23
5. Strongly Disagree 9 9
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 59% are
neutral towards feeling unsecure working in the present
job
49
CHART 15
50
Table-16
S No. Of Percentage
.No Respondents of
. respondents
1. Yes 7 7
2. No 82 82
3. Can't Say 11 11
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 82% say they
are not getting enough rest.
51
Table-17
52
Respondents Agreeability level toward the job being based on
qualification and skill
S No. Of Percentage
.No Respondents of
. respondents
1. Strongly Agree 2 2
2. Agree 7 7
3. Neutral 59 59
4. Disagree 23 23
5. Strongly Disagree 9 9
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 59% are
neutral towards the fact that job is based on qualification
and skill
53
Table-18
54
Respondents whether the work is recognized by the superiors
S No. Of Percentage
.No Respondents of
. respondents
1. Always 7 7
2. Often 0 0
3. Sometimes 11 11
4. Rare 0 0
5. Not at All 82 82
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 82% feel that
their work is
55
Table-19
S No. Of Percentage
.No Respondents of
. respondents
1. Yes (Casual leave) 11 11
2. No (Casual Leave) 89 89
Interpretation—
It is inferred from the above table that 89% do not
get casual leave and 86% get medical leave.
56
Table-20
57
Respondents whether will recommend the job to someone
else
Interpretation—
It is inferred from the above table that 84% say that
will recommend their job to someone else
58
59
Table-21
S No. Of Percentage
.No Respondents of
. respondents
1. Highly Satisfied 11 11
2. Satisfied 48 48
3. Neutral 36 36
4. Dissatisfied 4 4
5. Highly Dissatisfied 1 1
100 100
Source: Primary data
Interpretation—
It is inferred from the above table that 48% are
overall satisfied towards the job
60
61
Comparison between Gender and
satisfaction towards Salary
Null hypothesis
Alternate hypothesis
Count
Satisfaction towards salary
1 2 3 4 Total
GENDER 1 27 36 19 1 83
2 7 6 4 17
Total 34 42 23 1 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between gender and satisfaction towards salary
62
Comparison between Gender and level
of Stress
Null hypothesis
Alternate hypothesis
GENDER * STRESS
Count
Stress
1 2 3 5 Total
GENDER 1 18 57 7 1 83
2 8 6 2 1 17
Total 26 63 9 2 100
Result—
Null hypothesis is accepted and alternate
hypothesis is rejected and indicates there is no significant
relationship between gender and stress
63
Comparison between Gender and
Overall job Satisfaction
Null hypothesis
Alternate hypothesis
Count
Overall job satisfaction
1 2 3 4 5 Total
GENDER 1 8 40 31 3 1 83
2 3 8 5 1 17
Total 11 48 36 4 1 100
Result—
Null hypothesis is accepted and alternate
hypothesis is rejected and indicates there is no significant
relationship between gender and overall job satisfaction
64
Comparison between Age group and
Satisfaction towards Salary
Null hypothesis
Alternate hypothesis
Count
Satisfaction towards salary
1 2 3 4 Total
AGE `GROUP 1 15 18 8 41
2 19 24 15 1 59
Total 34 42 23 1 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between age group and satisfaction towards salary
65
Comparison between Age Group and
Stress Level
Null hypothesis
Alternate hypothesis
Count
Stress level
1 2 3 5 Total
AGEGROUP 1 13 24 4 41
2 13 39 5 2 59
Total 26 63 9 2 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between age group and stress level
66
Comparison between Age Group and
Overall Work Satisfaction
Null hypothesis
Alternate hypothesis
Count
Overall job satisfaction
1 2 3 4 5 Total
AGEGROUP 1 3 25 12 1 41
2 8 23 24 3 1 59
Total 11 48 36 4 1 100
Result—
Null hypothesis is accepted and alternate
hypothesis is rejected and indicates there is no significant
relationship between age group and overall work satisfaction
67
Comparison between Marital Status
and Satisfaction toward Salary
Null hypothesis
Alternate hypothesis
Count
Satisfaction towards salary
1 2 3 4 Total
MARITAL 1 31 35 22 1 89
2 3 7 1 11
Total 34 42 23 1 100
Result—
Null hypothesis is accepted and alternate hypothesis is
rejected and indicates there is no significant relationship
between marital status and satisfaction toward salary
68
Comparison between Marital Status
and Level of Stress
Null hypothesis
Alternate hypothesis
Count
Level of stress
1 2 3 5 Total
MARITAL 1 23 60 5 1 89
2 3 3 4 1 11
Total 26 63 9 2 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between marital status and level of stress.
69
Comparison between Marital Status
and Overall Job Satisfaction
Null hypothesis
Alternate hypothesis
Count
Overall job satisfaction
1 2 3 4 5 Total
MARITAL 1 11 45 31 1 1 89
2 3 5 3 11
Total 11 48 36 4 1 100
Result—
Alternate hypothesis is accepted and Null hypothesis
is rejected and indicates there is significant relationship
between marital status and overall job satisfaction
70
Comparison between Educational Level
and Satisfaction towards Salary
Null hypothesis
Alternate hypothesis
Count
Satisfaction towards salary
1 2 3 4 Total
1 1 1 2
EDUCATIONAL
LEVEL 2 31 39 18 1 89
3 3 2 4 9
Total 34 42 23 1 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between educational level and satisfaction towards salary
71
Comparison between Educational Level
and Level of Stress
Null hypothesis
Alternate hypothesis
Count
Level Of Stress
1 2 3 5 Total
EDUCATIONAL 1 2 2
LEVEL 2 20 62 7 89
3 4 1 2 2 9
Total 26 63 9 2 100
Result—
Alternate hypothesis is accepted and Null hypothesis
is rejected and indicates there is significant relationship
between educational level and level of stress
72
Comparison between Educational Level
and Overall Job Satisfaction
Null hypothesis
Alternate hypothesis
Count
Overall job satisfaction
1 2 3 4 5 Total
EDUCATIONAL 1 1 1 2
LEVEL 2 9 47 31 1 1 89
3 2 1 4 2 9
Total 11 48 36 4 1 100
Result—
Alternate hypothesis is accepted and Null hypothesis
is rejected and indicates there is significant relationship
between educational level and overall job satisfaction
73
Comparison between Income and
Satisfaction towards Salary
Null hypothesis
Alternate hypothesis
Count
Satisfaction towards salary
1 2 3 4 Total
INCOME 1 3 5 5 13
2 26 36 14 1 77
3 5 1 4 10
Total 34 42 23 1 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between income and satisfaction towards salary
74
Comparison between Income and Level
of Stress
Null hypothesis
Alternate hypothesis
Count
Level of stress
1 2 3 5 Total
INCOME 1 7 4 1 1 13
2 17 53 7 77
3 2 6 1 1 10
Total 26 63 9 2 100
Result—
Null hypothesis is accepted and alternate hypothesis
is rejected and indicates there is no significant relationship
between income and level of stress.
75
Comparison between Income and
Overall Job Satisfaction
Null hypothesis
Alternate hypothesis
Count
Overall job satisfaction
1 2 3 4 5 Total
INCOME 1 1 2 8 2 13
2 6 44 24 2 1 77
3 4 2 4 10
Total 11 48 36 4 1 100
Result—
Alternate hypothesis is accepted and Null hypothesis
is rejected and indicates there is no significant relationship
between income and overall job satisfaction
Findings
76
The maximum number of respondents were male
83%
78
Suggestions
The company should see that all the employees should work as a
team.
The Superiors in the company should not harass the employees for
achieving targets.
achieve.
in night shifts.
The company should see that there are no constant changes in work
Conclusion
that the employees faced some problems like stress and job
80
Bibliography
www.en.wikipedia.org/wiki/Call_centre
www.callcentersindia.com
www.bpoindia.org
www.callcentercafe.com
www.go4callcenter.com
www.bpoindia.org/research/attrition-rate-big-
challenge.shtml
81
www.beagleresearch.typepad.com/beagle_research/2007/
06/call_center_att.html
Research methodology-C.R.Kothari
82