Escolar Documentos
Profissional Documentos
Cultura Documentos
ARIF HUSSAIN
SP11-MBA-067
SUPERVISED BY
DR.UMARA NOREEN
SPRING 2014
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ACKNOWLEDGEMENT
First of all we are thankful to Almighty ALLAH for giving us much cooperation and
supporting parents who have given us this opportunity to study in COMSATS. I
would like to thanks to my superevisor DR.UMARA NOREEN for giving us the
confidence and opportunity to prove ourselves. Her direction and bearing helped me
in all the time of investigation and composing of this venture.
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TABLE OF CONTENT
ABSTRACT............................................................................................................. 6
CHAPTER 1..........................................................................................7
1.1 INTRODUCTION................................................................................................8
1.2 THE RESOURCE GROUP (TRG)......................................................................9
1.3 PURPOSE OF RESEARCH AND BACKGROUND..........................................10
1.4 OBJECTIVE......................................................................................................12
1.5 RESEARCH QUESTIONS................................................................................12
CHAPTER 2..................................................................................14
2.1 LITERATURE REVIEW....................................................................................15
2.2 HUMAN RESOURCES MANAGEMENT..........................................................15
2.3 HUMAN RESOURCE MANAGEMENT AND SERVICE INDUSTRY...............16
2.4 PERFORMANCE MANAGEMENT...................................................................17
2.5 PERFORMANCE V/S MOTIVATION...............................................................18
2.6 OBJECTIVE OF PERFORMANCE MANAGEMENT........................................19
2.7 THE PERFORMANCE MANAGEMENT CYCLE..............................................20
2.8 PERFORMANCE AGREEMENT.......................................................................21
2.9 PERSONAL DEVELOPMENT PLAN (PDP).....................................................21
2.10 PERFORMANCE (MONITORING)..................................................................22
2.11 PERFORMANCE REVIEW..............................................................................22
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CHAPTER 3..................................................................................24
3.1 UNDERPINNING THEORIES...........................................................................25
3.2 GOAL THEORY ..............................................................................................25
3.3 GOAL SETTING THEORY FROM EMPLOYEE PROSPECTIVE....................25
.
CHAPTER 4..................................................................................34
4.1 RESEARCH METHODOLOGY........................................................................35
4.2 RESEARCH METHODS..................................................................................36
4.3 TRADITIONAL METHOD................................................................................36
4.4 ACTION RESEARCH .....................................................................................36
4.5 DATA COLLECTION METHODS....................................................................36
4.6 QUESTIONNAIRE SCRIPT.............................................................................37
4.7 DATA COLLECTORS.....................................................................................40
4.8 PROCEDURE..................................................................................................40
4.9 MEASURMENT INSTRUMENT......................................................................40
4.10 ANALYTICAL METHODS.............................................................................40
4.11 LIMITATIONS AND DEFICIENCIES OF RESEARCH METHODOLOGY.....41
4.12 DATA ANALYSIS..........................................................................................41
4.13 RESEARCH FINDINGS (VIA QUESSTIONNAIRES)...................................42
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CHAPTER 5...................................................................................47
5.1 ANALYSIS OF COLLECTED DATA...............................................................48
5.2 CONCLUSION.................................................................................................54
5.3 RECOMMENDATION.......................................................................................54
5.4 REFERENCES.................................................................................................55
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ABSTRACT
This study concerning the call centre businesses in pakistan.With the IT boom where
technology is taking element in every characteristic of human life, management are
also found a approach to outsource their business processes to other companies. In
result a new business model established to provide outsourcing services to the
organisations which are intended to outsource part of their business. Despite of this
development BPO companies especially call centre businesses are suffering with
high employee turnover problem while this industry is completely based on providing
solutions to third parties and other businesses. In order to deliver recommended
quality of customer service call centre management investing huge amount of
resources to maximise the outcomes and performance of their employees. The case
of TRG investigated in this research where identified that employees are not fulfilling
the expectations of company. At the same time mostly employees are not intended
to work for longer period of time for TRG and joined company only for social or
financial needs. While TRG management intended to retain its experienced talent
but failed due to inappropriate approaches. This research also investigated the
differences of employees and employer expectation along with the suggested ways
to overcome those differences. Result of this theory suggested some theories and
tools to TRG management.
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CHAPTER 1
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1.1 INTRODUCTION
In recent years, the call centre industry has witnessed a very huge amount of
increase in the amount of the revenue they generate, and the number of employees.
The key reason to this is the major expansions in the telecommunications sector and
the internet. With the increment in the usage of mobile devices, and the cost to make
calls heavily decreased, this allows for a person to make business more timed and
relevant information passed to customers over a call rather than in person. Because
the time and effort required for a personal one on one meeting is far greater than just
placing a direct call. And so rose group that specialized in handling customer calls
and demands. And came to be called Call Centre Agents.
Now being one of the fastest rising industries all over the world, but also holds the
title of being the most stressful industries as well. This job is very stressful, repetitive
and dull. Chow (2005). Talking about this it is also worth mentioning that these call
centers are also located in different countries and often in different time zones. This
all adds to the difficulties faced in this industry.
Individuals have to be self-motivated with high tolerance levels for stress and
undesirable arrogance of the customers. This profession requires people to be able
to adapt swiftly to the given circumstances. They should be able to attend to
customers in an focused manner and solve their problems proficiently and in a wellmannered behavior.
In accordance with the I.C.M.I (Incoming Call Management Institute) in 2008 the
statistics demand for the call centers are growing rapidly and there is a lack of
capable call center agents due to above said reasons. It was assessed that in 2009,
India alone had 20% shortage of trained labor in call centers. In the meantime there
were almost 5 million call center agents around the globe. With over 1 million call
centers around the world in 2008.
Asian counties in particular were the first to take benefit of this developing industry.
Due to the availability of cheap employment. Today where economic conditions of
the world, the developed nations are not noteworthy, and many businesses are
struggling to maintain their effectiveness. Asian countries especially India is still
financing in its IT sector. According to the economic report by Gartner in (2011),
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service delivery centres located in Asia and Africa.The Resource Group limited
changed his strategy in 2005 and it was reflected in the new vision statement which
is aspired to be the global leader in providing Business Process Outsourcing(BPO)
services and its mission was to grow through investment of other BPO companies.
The Resource Groups limited mission also included theorganic growth in addition
to growing through acquisitions or investment. Through The Resource Group
International Limited, the imporatant activity of The Resource Group limited in
pakistan is to acquire and maintain the business of telephone answering services,
call centres and other Business Process Outsourcing companies in North America,
Europe and Africa. The differents strategies are adopted to improve the profitability
and cash flows by a combination of cost rationalization, offshore migration of labour
and operational efficiencies. The Resource Groups strategy at inception was to
enter the industry and use Pakistans competitive advantage in the form of cheaper
labour to establish economies of scale. The Resource Groups limited after 9/11 The
Resource Groups limited core strategy was to acquire the US business service
companies with a large client base and relocate their operations to Pakistan at a
50% lower cost.
This study based on five chapters with detailed investigation by management
practices at The Resource Groups and appropriate practices adopted by other call
centres to overcome this situation. The first Chapter is based on the introduction and
the second one based on the literature review and next one explain the appropriate
theories and techniques on performance management. The fourth Chapter is explain
the research methodology (in general) and also cover the adopter methods for
conducting research. And the Last one chapter,means chapter number 4 will base
and the findings,interpretation and identified literature. And also cover this chapter
includes recommendation.
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pakistan and also listed in KSE 100 index which is leading stock exchange of the
country.
The basic reasons for selecting these industries are that it is one of the few
industries in pakistan which are enjoying stable growth and previously there was no
trend of such industry in country.
It is not an easy job of the call centre agent job in pakistan because there was no
concept of call centre agent few years back. And the other problem is that the
difference of culture and traditions along with language,as agent have to speak in
English which is not their naitve language and also the timing difference. The
Resource Group limited major clients are located in USA and other neighbouring
countries. The timing difference has earned title of Grave Yard Shift such jobs. The
TRG selected of employees very carefully. So selected employees are given training
in all aspects of the job such as English pronounciation,handling quires and on job
training and refresher courses as well. The TRG provide rigorous training to new
entrants but still there is a high turnover of employees.
This fact was confirmed by senior members of human resources department. This
research explaind that the 50% average of new entrant drop out the job during the
training period. The basically reason as lack of self confidence and ability to handle
quires not to point out the timing difference.
As result The Resources Group limited has to use up sizeable resources on
recruitment, training and preservation of employees. This also has unfavourable
result on quality of services. Due to some reasons the TRG is not capable to
cooperation its standards about selecting of new employees.
Throughout the research it was experimental that TRG limited company had high
employee Turnover ratio. The 50% average of the new employees did not make it
pass the trial period and also left the job or were comforted of their duties due to
weak performance in training period. The majority of them just left the job still before
they were place on live calls because they were not capable to grip the stresses
such working in late night hours and loss of attention.
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objectives but they have to be in synchronization for both are to advantages from
them. Because TRG is operating on a huge size and providing services to different
organisations in worldwide. Consequently TRG has to have efficient instrument or
process for short listing probable employees. Simultaneously employees should
have brains of security in terms of tenure of job, economic payback and social
settlement.
When we recall employees perspective we have to understand that one of major
appeal for new employees are scenario of better pay along with intellect of journey
associated with unusual and new working environment.
During the time of job pointed is. I have pointed that large number of fresh graduates
feel affection for working in call centre and in other hand we can say that fresh
graduates favour to earn a lot of money to work with in call centre. They take no
notice of the problems associated with this kind of job such as working long hours
and unfavourable job timings as point.
The employers perspective TRG has to keep the wanted level of services and
infrastructure. TRG has to use up large amount of resources on process of training
and development in sequence to maintain quality of services. The major problem for
TRG is not capable to hold their new and experienced employees. TRG has
documented the meaning of human resources and has developed an suitable
infrastructure to deal with above mentioned problems.
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CHAPTER 2
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The majority experts have the same opinion that there are five major functions that
all managers do such as planning, organising, staffing, leading and controlling. In
these total five functions characterize the management process. At the present time
human resource management is considerably attached with approximately every
management process. Efficient human resource management is significant for
strategy for two reasons. The first one, the persons in a company are a resource like
whichever other, and the determinants of how efficiently that resource operates can
be pretentious by strategic change. The second one, at what time strategic changes
are introduced they have to be implemented by people, and struggle to change can
apply a influential constraint on victory. Performance management is a very
important process of Human Resource Management (HRM) which provide the
institution for getting better and developing performance. In the before time 1900s
personnel people first took above selecting and firing from supervisors, ran the
payroll and administrated help plans. It was a job continuously largely of ensuring
that actions were followed. In such area the technology as trying and interviewing
begun to emerge, the human resources department began to participate an
extended role in employee hiring, training and promotion. Deepak K data,James P
and Patrick M wright (feb 2005).
Thus, Human Resource acting a vital role in service provider companies. It has been
well-known that there are relatively few employees who need the character, maturity,
social skills and open-mindedness for common contact that customer service jobs
need and that the first step in ignoring this difficulty is viewing and selection. A latest
study of service providing companies illustrates the Human Resource service
connection. The researchers establish that progressive Human Resource practices
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for
example
facilitating
employees
profession
improvement,
developing
instance, they may overlook the pivotal role of training and development, better
equipment and technology or excessive centralisation of decision making as primary
causes of performance problem.
Respondents
to
the
e-rewards
survey
Align individual and organizational objectives
64%
63%
46%
37%
32%
The above chart highlights the reviews from a survey conducted by e-rewards, which
shows high percentage of respondent agreed that performance management aligns
individual and organisational objectives. According to the above figures its also
proven that performance management is fruitful performance development for both,
individuals and organisations. At the other end few responded as performance
management provides the basis of personal development and also helps to maintain
the atmosphere of development within organisations. A distinctive point of view from
a respondent of that survey regarding performance managements objectives was
(e-reward survey, 2005): To support culture change by creating a performance
culture and reinforcing the values of the organization with an emphasis on the
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PLAN
PERFORMANCE
AGREEMENT
PERSONAL
DEVELOPMENT
PLANNING
PERFORMANCE
REVIEW
PERFORMANCE
MONITOR
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REVIEW
In this step
organisation needs to define the job description along with competence requirement,
expectation from employee and performance standards. The main focus of this
designed job description is to achieve the set target and overall objective of
organisation. Performance agreement can be modified from performance review and
it is a continued process which is directly related to performance review and personal
development planning as well. In this step most important and critical process is
defining
role
according
to
the
objective.
While
defining
job
description;
vital role in successful complete ion of continuous development process and this
process required from every employee to learn more and perform their duties in a
better way.
owned designed learning style in order to reach the agreed level of performance with
their employer. At the other hand, this process also facilitates mangers to develop
their skills to lead and guide their teams and individuals.
In the result of IRS survey, Wolff (2008) stated that 44 % respondent agreed that
the most common practice has traditionally been to have one annual review. But
twice yearly reviews are becoming more common (39 per cent of the IRS
respondents). Organisation may face difficulties in reviewing performance and
managers should have appropriate criteria for these formal review. Organisation/
managers should maintain balance between
Everyday usefulness.
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CHAPTER 3
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7) Make formal review of goals achieved and rewards to be granted. This step
completes the cyclical MBO process. It represents the firms formal
acknowledgment of employees success in achieving their goals. To close the
learning loop, it is necessary to indicate clearly to employees what their
rewards are going to be. This step helps ensure that employees will involve
themselves in the next MBO cycle in which they hopefully set even more
ambitious goals.
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Behaviour
Feedback
(recognition of
discrepancy)
Employees
behaviour
(what are they
doing?)
Figure 4)
Required
Behaviour
1) What are
expected to do?
2) Corrective
actions
Control Theory
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expectations which allow employees to forecast their performance for future and
described tenure. Social cognitive theory based on employee minds ability to
encourage and construct the realism, appropriate action towards objectives and
performance according to the organisations standards and expectations.
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Personal
Determinants
Behavioural
Determinants
Figure: 5)
Environmental
Determinants
1. PERSONAL DETERMINANT
Personal determinant is specifically related with employee and its self efficiency.
According to social cognitive theory, this determinant is encourage management to
recognise the internal skills and abilities of an employee and following characteristics
which needs to be consider before making any decision in regards of job description
and employees targets.
Self control demonstrates the employee attitude towards their objectives. Its
also called human ability to self correction as well exploration of ways to meet
their targets.
Observational learning concern with human nature which adopts and learns
what they see.
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2. BEHAVIOURAL DETERMINANT
Behavioural determinant is classification of employees behavioural capacity and
capability towards work objectives. Experts describe this factor in following manner.
3. ENVIRONMENTAL DETERMINANT
Environmental factors are external factors those encourage employees in shape of
new opportunities and social support. According to Social cognitive theory,
environmental factors can also be identified as situational factors which carry
observation and sensitivity of surroundings, and encourage beneficial grounds for
employees.
Above practices and theories are the supportive actions and suggested theories
which aid the process of performance management. In order to get knowledge and
understanding several literatures have been reviewed like in this research. Vigorous
interpretation and correlation with the case study of TRG will be discussed in Data
Analysis chapter.
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CHAPTER 4
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aggressively
persuades
something
to
monitor/examine
the
consequences and results. Mostly scientific experiments use this method of research
due to its nature. This method could be useful for this research but due to one
limitation that researcher cannot test the behavioural change by using this method.
strong background knowledge like secondary data, which is basic foundation of this
research because analysis of available secondary data specially past researches
from experts in the field of management is an essential step in the problem definition
process and primary data should not be collected until the available secondary data
have been fully analyzed. Gather employees opinion by using questionnaire as
primary data provided a platform to conduct a health and meaningful debate related
theme of research. Script of questionnaire is described below.
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3. To what extent you agree that your personal development plan is related to
your current job at TRG?
A) Strongly agree.
B) Agree.
C) Average.
D) Disagree.
E) Strongly disagree.
A) Employees.
B) Line managers.
C) Human resource department.
D) Employer (TRG).
E) No one.
7. To what extent do you agree that objective setting procedures are appropriate
at TRG?
A) Strongly agree.
B) Agree.
C) Average.
D) Disagree.
E) Strongly disagree.
8. Are you satisfied with your role and do you think it contributing towards
achieving objectives of TRG?
A) Yes.
B) No.
10. What are the factors which may encourage you to work for longer period at
TRG?
A) Salary increment.
B) Additional benefits and perks.
C) Extension in responsibilities and more control.
D) Job rotation.
E) Promotion.
F) More holidays.
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Data collection was designed in a manner as to ensure its validity and relevance.
The tasks were evenly categorised in a time frame and aimed to ensure that the
research was carried out in a manner as defined in the research design. The
methodology of collection is further explained which is as follows.
4.8 PROCEDURE
The primary data was the surveys conducted from employees (call centre agents).
For this purpose invitations along with questionnaires were sent to 30 call centre
agents in which 16 responded with their opinions. Secondary data was collected
from
scholars
articles,
books,
surveys
results
(conducted
by
other
such as MS Excel. Question by question analysis was done with the observations
documented in the conclusion portion of the report.
4.11
LIMITATIONS
AND
DEFICIENCIES
OF
RESEARCH
METHODOLOGY
Concern of the third party associates are undertaken due to the sensitivity of
organisational ethics. Before taking any information, assurance has been given to all
associates that this information is only being used for this particular research and
name and other details would be kept anonymous. It is also agreed on reality
grounds that the selected method of research can interrupt the targeted population,
and also needed a special care and close involvement while collecting data.
Research associates decided to keep all the names and designation anonymous to
avoid any complicated situation.
and
immeasurable amount of data which can distract the focus, ability of conducting
research and data collection process.
It is important to point out that the researcher clarifies the idea and focal point of the
research to the targeted population (source of primary data) to obtain purposeful
analysis. At that point where researcher had to describe general ideas regarding aim
and objective of research to the interviewee, researchers used his awareness from
past learning experiences but forcefully tried not to explain in detailed because that
may caused complicity of information or manipulate interviewees response.
years
respectively.
Figure: 6)
Less than 1
Year
Less than 3
Years
Less than 5
Years
More than 5
Years
In the result of next question no 2, researcher came to know that around 45% of
samples joined TRG for fulfil their financial needs. At the other hand 30% suggest
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that they have joined TRG for their social needs while 15% for carrier and rest of
10% for gaining new experience and respect.
Question number 3 appeared with the understanding of call centre agents regarding
relation of personal development plan with their job at TRG. Result identified that
(see figure 7) more than 30% agents disagreed to have any relation, at the other
hand 50% answered as average and only 15% agreed to have that positive relation.
3. PDP is related with current job at TRG
Strongly Disagree
Disagree
Average
Agree
Figure: 7)
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50
45
40
35
30
25
20
15
10
5
0
Figure: 8)
Talent
spotting
management at TRG
With the help question number 6 researchers intended to highlight the real picture of
performance management and who is getting benefited from performance
management at TRG. In result of this question samples suggested that 45% agreed
TRG, 20% agreed Human resource department, 10% agreed department managers
and 5% agreed that employees getting benefit from performance management.
Figure: 9)
At the other hand 10% strongly disagree that role defining and objective setting
methods are appropriately implemented or working at TRG, while 45% disagreed
with this existence. Only 20% agreed that these processes are implemented and
working significantly at TRG. See the figure 9 for comprehensive understanding. Its
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also identified by this questionnaire that more than 50% employees are not satisfied
with their roles objective at TRG; question number 8 was specifically designed to
identify employees opinion regarding their role at TRG.
It is also tried to identified that business objectives of TRG has relation with
objectives of employees and statically presentation showed the reply of employees
regarding this in figure 10. The employee reaction were recorded as 10% strongly
disagree that employees role objectives are aligned for TRG business goals, while
45% disagreed with this existence. Only 20% agreed that relation and alignment has
presented and working significantly at TRG.
Figure: 10)
goals
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Figure: 11)
Benefits and
compensation.
Job enlargement.
Job rotation.
Promotion.
The above are the findings stated in result of interviews and questionnaires. While
expert suggested that data mining regarding management practices in service
industry is difficult because they have realised a conflict between management
statement and management approaches. Hutchinson S. Et al (2006) stated that one
difficulty of undertaken research in the service sector has been a lack of
performance data. It is hard to gain access to the sort of data typically used such as
output per person employed or unit labour costs. In service industry, management
meant to be focused on delivering quality services but in the case of call centre
management usually targeted to providing solution with minimum use of resources.
Next part of this coursework is based on correlation and interpretation of past
researches, expert opinions, appropriate theories & techniques (secondary data)
with current research findings and management practices implemented at TRG
(primary data).
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CHAPTER 5
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worldwide.
(Datamonitor,
1998).
Researches
identified
that
management at call centre not only keened to look at quantity of calls; they put more
measurement tools to maintain the quality of calls. Another research revealed where
researcher aimed to investigate key management responsibilities of managers and
key performance indicators (KPIs) used in call centre, researchers (Robinson, G and
Morley, C 2006 cited in call centre management: responsibilities and performance)
investigated that call centres are primarily used by organisations as a means of
reducing cost, with customer service delivery a secondary consideration. Call centre
management, however, declared customer service as their main management
responsibility. The same case identified in this research (with the help of data
findings) where mostly managers and team leaders stated that performance
management is practiced for target setting and review meetings at TRG, however
there was no significant indication for quality customer services as result of those
practices. At the other hand this research also concluded that 30% managers and
team leaders are not satisfied with the expectation of their company, there must be
some mystification over the strategic intention of TRG. Research also realised that
intention of increase customer satisfaction and reduction of operational cost were on
the same level. In a different research conducted by (Wallace, 2000) identified the
conflicting goals of competence and provision at the level of management and call
centre agents. This is also revealed in this research that most of the call centre
agents joined TRG with in one year (see figure 1), at the other hand main purpose of
joining call centre is to fulfil their financial and social needs.
Strategic Human Resource Management (SHRM) is a name of refined and
specialised HRM practices for making relationship of strategy all the way through
working needs, to job design and HR management. At the other end SHRM is also
recognised approach for maintain connection between HR management practices
and market determinants which establishes organisational standard of performance.
Past researches highlighted few approaches and theories designed or significant for
service industry especially in call centre management. As Buchner (2007) identified
the goal theory; control theory and social cognitive theory are supporting HR in
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centre agents. These objectives specifically determine the service level needed from
agent and also build the relationship with appropriate level of carefulness at every
level like employees roles & responsibilities and way of interaction with customer in
efficient and suitable manner (Parker 1998). At the other hand SHRM is also defies
strategies for monitoring performance. More than average call centre researches are
based on the implemented coercive employment systems implemented in call
centres. In result of those researches distinction between customer service level and
customer satisfaction level identified. Hardly few researches highlighted the factor of
stress which may rise through close or inappropriate monitoring practices in call
centres. This research highlighted that review of performance is not placed
according to the need of organisation.
performance is suggested in result of secondary data study. Next part of this chapter
would be divided into two categories. One part designed to identify the suggested
theories as solution for current circumstances at TRG. Second part consists of tools
and approaches to implement and get maximum utilisation of these theories.
It is a proven that call-centre management is often face chain of pressure obtaining
in the result of clash between accomplishment of effectiveness and provision a
customer service level on the basis of quality. Past researches recommended
implementation and integration of high commitment management (HCM) techniques
in call centres is an inconsistent management practice of 'low discretion, high
commitment' (LDHC). Houlihan M. 2002 identified in result of case studies of 4 call
centres working in UK, which verify the LDHC model but recommend that it works in
a diversity of appearance. In that research, researcher anticipated typology of LDHC
practices by characterising the findings in respect to the joint proportions of HCM
point of references and job design planning and execution. This research identified a
gap between the relation of employees personal development plan and company
objective. The factors of high commitment management are also identified here
which are forcefully imposing high commitment on agents/employees. The point of
conflict with the journal named Human Resource Management Journal is there
ending where point where Houlihan M. (2002, p.132) stated that technique of HCM
can be a substitute for maintaining the level of employee commitment within
organisation rather than the manifestation of commitment. Despite of all high
commitment management which is also known as high performance work system
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High achievement,but
behaviours, attitudes
and approach needs to
improve
performance
Positive approach
Not meeting
requirement
Figure 1
High all-round
achievement
84.6
Length of calls
76.9
73.1
Call taping/review
69.2
65.4
Content of calls
65.4
Satisfaction measures
57.7
Quality audit
53.8
48.1
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5.2 CONCLUSION
With the IT boom where technology is taking part in every aspect of human life,
management are also found a way to outsource their business processes to other
companies. In result a new business model established to provide outsourcing
services to the organisations which are intended to outsource part of their business.
Despite of this development BPO companies especially call centre businesses are
suffering with high employee turnover problem while this industry is completely
based on providing solutions to third parties and other businesses. In order to deliver
recommended quality of customer service call centre management investing huge
amount of resources to maximise the outcomes and performance of their employees.
The case of TRG investigated in this research where identified that employees are
not fulfilling the expectations of company. At the same time mostly employees are
not intended to work for longer period of time for TRG and joined company only for
social or financial needs. While TRG management intended to retain its experienced
talent but failed due to inappropriate approaches.
This research also investigated the differences of employees and employer
expectation along with the suggested ways to overcome those differences. Result of
this theory suggested some theories and tools to TRG management, like adaptation
of social cognitive theory, new KPIs, identification and implementation of
performance measuring techniques, and most important proper plantation of
performance management practices within management.
5.3 RECOMMENDATION
Recommendation for management is refine the process of employee selection, as
stated in this research that management used various techniques to hire call centre
agents like offer competitive packages. This course of action is sufficient and heartily
accepted by agents/employees but this will leads to employee turnover after their
needs fulfilment. Company invest huge amount of resources on newly hired
employees but suggested course of action is chose those people which are willing to
work for company for longer period of time.
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5.4 REFERENCES:
Aksin, Armony, and Mehrotra: The Modern Call Center. Production and Operations
Management 16(6), pp. 665688, 2007 Production and Operations Management
Society
Armstrong, M. (2008) A handbook of human resource management practices,
Kogan publisher. Pp 7-283
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