Impact of HR Practices On The Performance of Call Centre Agents

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 8
th
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 cant 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;
1. They should go for continuous employee feedback periodically, apart from a regular Performance
Appraisal.
2. 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.
8. They should go for CSR and create awareness in masses regarding what call centres actually do
since majority of us dont know the significance and productivity of call centres.
4. 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.
6. 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.
. Overstaying/Overtime should be avoided and employees should be getting time for their leisure
and social activities as well.
ii

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
iii

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
iv

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 werent 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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AT CALL CENTRES
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 ASSESSMENTS
Then 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 them
to 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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!o analyzc lhc lmacl o lhc worklnq cnvlronmcnl on lhc roducllvlly o lhc aqcnls,
!o rcdlcl lhc oulcomc o lcqlllmalc crormancc manaqcmcnl,
!o dclcrmlnc lhc lcvcl and oulcomcs o cccllvc !ralnlnq u 0cvclomcnl,
whllc kcclnq lhc abovc aclors lnlacl, analysls o avcraqc Aqcnls' !urnovcr Palc al Call Ccnlrcs,
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AT CALL CENTRES
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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0rqanlzallon's worklacc cnvlronmcnl,
0rqanlzallon's drcss codc,
laclllllcs lo lhc cmloyccs (aqcnls}, and
0cndcr blasncss',
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 cant do anything for it except moulding your strategies and policies accordingly, these are
more important than the internal factors since you cant 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;
0ovcrnmcnl ollclcs,
0ulsldc slluallons (cllhcr clly or counlry law and ordcr slluallon},
Lconomlc slablllly,
lnduslry analysls,
!cchnoloqlcal lmacl,
1.3.2 THE VARIABLES
Variables are those vary impacting aspects which exists within an organization and vary with employee to
employee and doesnt fall into each and every individual at the organization instead some particular
employees fall into following but not limited to;
worklacc rclallons,
Pclallons wllh your boss, and
Carccr dcvclomcnl,
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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 itd 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 customers 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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AT CALL CENTRES
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 the
part 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 firms 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 thats 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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AT CALL CENTRES
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 thats 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 customers perspective
Alison Widdup explains: Its 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 dont 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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AT CALL CENTRES
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 largely
outside 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:
wc undcrsland whal cuslomcrs wanl and only do work lhal ls o valuc lo lhcm,
whalcvcr wc dcal wllh lcavcs us 100 crccnl rlqhl, and wc lakc howcvcr lonq wc nccd lo qcl ll
100 crccnl rlqhl.
wc lakc rcsonslblllly or lhc cuslomcr's casc rom bcqlnnlnq lo cnd and hcl lhc cuslomcr
lhrouqh lhc roccss.
wc work on a lrsl-ln, lrsl-oul basls, nol slarllnq lhc ncxl lccc o work unlll lhc lasl ls
comlclcd.
Alison Widdup, who also teaches marketing part-time at Bradford University School of Management, is
influenced by, and draws heavily on, W. Edwards Demings 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:
undcrslandlnq lhc syslcm and lls alms, and sharlnq lhcsc wllh lhc qrou,
ollmlzlnq lhc qrou's corls lo achlcvc lhc alms whllc rccoqnlzlnq and allowlnq or lndlvldual
dlcrcnccs, slrcnqlhs and lnlcrcsls,
undcrslandlnq lhc bcnclls o co-ocrallon and losscs o comcllllon,
always lcarnlnq and cncouraqlnqjacllllallnq lcarnlnq and ormal sludy,
acllnq as a coach or mcnlor, ralhcr lhan a |udqc,
undcrslandlnq a slablc syslcm and varlallon, and lhc llmlls o sklll lralnlnq lo lmrovc
crormancc,
havlnq lhrcc sourccs o owcr - aulhorlly, knowlcdqc, and crsonallly and crsuaslvc owcr,
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AT CALL CENTRES
analyzlnq rcsulls lo lmrovc crormancc ln colc manaqcmcnl,
ldcnllylnq colc who nccd scclal hcl,
crcallnq lrusl and an cnvlronmcnl ln whlch rccdom and lnnovallon lourlsh,
nol asslnq |udqmcnl, bul slmly llslcnlnq and lcarnlnq, and
holdlnq sonlancous, lnormal, unhurrlcd convcrsallons wllh cvcryonc al lcasl annually, nol lo
|udqc bul |usl lo llslcn, ln ordcr lo dcvclo undcrslandlnq o colc, lhclr alms, hocs and cars.
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 the
cheapest 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
citys 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 todays service economy.
Charles ODonnell, 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.
3-10
AT CALL CENTRES
3 Methodology
The aim of the current research was to explore the extent to which line managers may have an impact on
the 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 Purcells People-Performance Model, namely:
lo lnvcsllqalc lhc hPM ollclcs adolcd by lhc call ccnlrc (Plllar 1},
lo cxamlnc lhc lmacl o such ollclcs on llnc manaqcr's ablllly, mollvallon and oorlunlly lo
crorm (Plllar 2},
lo dclcrmlnc lhc manaqcmcnl slylc oslcrcd by llnc manaqcrs (Plllar 8}, and
lo cxamlnc lhc lmacl on cmloycc oulcomcs (Plllar 4}.
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:
hP lnlcrvcnllons lhcmsclvcs,
lhc cvaluallon o lhcsc lnlcrvcnllons, and
lhc ullllly analysls.
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 its
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 EFFECTS OF HR PRACTICE
3.3 Population Sample
My population sample consisted of 50 respondents, which were related directly/indirectly to the Call
Centre industry, of which the ages ranged between 28
3.4 Conceptual Framework
Figure 1 Dependency of Dependent Variable over Independent Variables
My research primarily is consisting of following sets of variables which
prior to their importance and implications.
3.4.1 INDEPENDENT VARIABLE
There are several independent variables which interfere with the performance of the employee but I have
limited myself to following of these factors which I
employee performance and the level of retention to the organization.
3.4.1.1 Salary
This is the major factor which influences the agents to think about job change since according to the
Maslows Need Hierarchy, this is the major factor which impacts the initial phase of the hierarchy i.e.
Physiological Needs, since for most of the physiological needs are fulfilled by means of salary, therefore for
me, salary is the major factor which influences agents a lot.
3.4.1.2 Working environment
Working environment is the second most impacted factor which influences agents to look for further
options since flexibility to work and have the cushion to share their own ideas, or to accomplish the given task
their own ways is the importance of this factor, since if we void this factor and incorporate the Theory X,
which advocates the authoritative or one man
they have to do according to the head, they (the employees) do not have an
would rate this factor second important which influences the agents to look for a job change.
Salary
FECTS OF HR PRACTICES ON AGENTS PERFORM
AT CALL CENTRES
ranged between 28-41, where 37% were in the age group of 30
Conceptual Framework
Dependency of Dependent Variable over Independent Variables
My research primarily is consisting of following sets of variables which are inter-related with each other
prior to their importance and implications.

limited myself to following of these factors which I assume would have long-lasting interference to the
employee performance and the level of retention to the organization.
is is the major factor which impacts the initial phase of the hierarchy i.e.
me, salary is the major factor which influences agents a lot.
ce of this factor, since if we void this factor and incorporate the Theory X,
which advocates the authoritative or one man-management system where employees feedback is nil and all
they have to do according to the head, they (the employees) do not have any say in these matters. Therefore I
Employee
Turnover
Ratio
Salary
Working
Environment
Training &
Development
Performance
Management
3-11
S ON AGENTS PERFORMANCE
41, where 37% were in the age group of 30-35.

related with each other
lasting interference to the
is is the major factor which impacts the initial phase of the hierarchy i.e.
ce of this factor, since if we void this factor and incorporate the Theory X,
management system where employees feedback is nil and all
y say in these matters. Therefore I
3-12
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 and
limit 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 arent
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 DONT RETAIN THEIR
CURRENT JOBS
3.5.1 ALTERNATIVE HYPOTHESIS H
1

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 H
1
(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 H
O

The null hypothesis i.e. H
o
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;
H
o
: Independent Variables DO NOT influence the overall performance of the employees (the agents)
H
I
: 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 situation
and 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
Slallsllcs

Salary lcads lo |ob
sallsacllon.
Salary ackaqc
maln allracllon or
aqcnls.
Pccoqnlllon alonq
wllh salary can
boosl lhc moralc
o lhc aqcnls.
handsomc salary
wllh comcllllvc
cnvlronmcnl wlll
lcad lo
orqanlzallon
dcvclomcnl.
h valld 60 60 60 60
Mlsslnq 0 0 0 0
Mcan .08 6.68 6.08 6.84
Mlnlmum 4 1 1 1
Maxlmum 7 7 7 7
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
Salary lcads lo |ob sallsacllon.

lrcqucncy Pcrccnl valld Pcrccnl
Cumulallvc
Pcrccnl
valld hculral 7 14.0 14.0 14.0
Aqrcc 8 1.0 1.0 80.0
Sllqhl Aqrcc 0 18.0 18.0 48.0
lnlcnscly Aqrcc 2 62.0 62.0 100.0
!olal
60 100.0 100.0
Table 2 Individual question statistics for Salary question 1

4-15
AT CALL CENTRES
Salary ackaqc maln allracllon or aqcnls.

Cumulallvc
Pcrccnl
valld lnlcnscly 0lsaqrcc 2 4.0 4.0 4.0
Sllqhl 0lsaqrcc 1 2.0 2.0 .0
hculral 8 .0 .0 12.0
Aqrcc 12 24.0 24.0 8.0
Sllqhl Aqrcc 21 42.0 42.0 78.0
!olal
60 100.0 100.0

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.
Pccoqnlllon alonq wllh salary can boosl lhc moralc o lhc aqcnls.

Cumulallvc
Pcrccnl
Sllqhl 0lsaqrcc 6 10.0 10.0 12.0
0lsaqrcc 2 4.0 4.0 1.0
hculral 0 18.0 18.0 84.0
Aqrcc 12.0 12.0 4.0
Sllqhl Aqrcc 18 8.0 8.0 82.0
!olal
60 100.0 100.0
Table 4 Relationship between Performance and Recognition of Employees' achievements
handsomc salary wllh comcllllvc cnvlronmcnl wlll lcad lo orqanlzallon dcvclomcnl.

Cumulallvc
Pcrccnl
0lsaqrcc 6 10.0 10.0 12.0
hculral 7 14.0 14.0 2.0
Aqrcc 17 84.0 84.0 0.0
Sllqhl Aqrcc 2 4.0 4.0 4.0
!olal
60 100.0 100.0

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
0cscrlllvc Slallsllcs
Mcan Sld. 0cvlallon h
Salary lcads lo |ob sallsacllon. .08 1.122 60
Salary ackaqc maln allracllon
or aqcnls.
6.68 1.872 60
Pccoqnlllon alonq wllh salary
can boosl lhc moralc o lhc
aqcnls.
6.08 1.80 60
handsomc salary wllh
comcllllvc cnvlronmcnl wlll
lcad lo orqanlzallon
dcvclomcnl.
6.84 1.607 60
Table 6 showing descriptive analysis of Salary Correlation
Corrclallons

Salary lcads lo |ob
sallsacllon.
Salary ackaqc
maln allracllon or
aqcnls.
Pccoqnlllon
alonqwllh salary
can boosl lhc
moralc o lhc
aqcnls.
handsomc salary
wllh comcllllvc
cnvlronmcnl wlll
lcad lo
orqanlzallon
dcvclomcnl.
Salary lcads lo |ob sallsacllon. Pcarson Corrclallon 1.000 .804 -.881 .207
Slq. (2-lallcd} .006 .00 .08
h 60.000 60 60 60
or aqcnls.
Pcarson Corrclallon .804 1.000 -.208 .160
Slq. (2-lallcd} .006 .168 .800
h 60 60.000 60 60
aqcnls.
Pcarson Corrclallon -.881 -.208 1.000 -.284
Slq. (2-lallcd} .00 .168 .04
h 60 60 60.000 60
dcvclomcnl.
Pcarson Corrclallon .207 .160 -.284 1.000
Slq. (2-lallcd} .08 .800 .04
h
60 60 60 60.000
. Corrclallon ls slqnllcanl al lhc 0.01 lcvcl (2-lallcd}.
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
Modcl Summary
Modcl P P Squarc Ad|uslcd P Squarc
Sld. Lrror o lhc
Lsllmalc
1 .618
a
.28 .208 .008
a. Prcdlclors: (Conslanl}, handsomc salary wllh comcllllvc cnvlronmcnl wlll lcad lo
orqanlzallon dcvclomcnl., Salary ackaqc maln allracllon or aqcnls., Pccoqnlllon
alonq wllh salary can boosl lhc moralc o lhc aqcnls., Salary lcads lo |ob
sallsacllon.
Table 8 showing salary regression summary
Ah0vA
b

Modcl Sum o Squarcs d Mcan Squarc l Slq.
1 Pcqrcsslon 1.400 4 4.102 4.120 .00
a

Pcsldual
44.811 46 .00
!olal
1.220 40

a. Prcdlclors: (Conslanl}, handsomc salary wllh comcllllvc cnvlronmcnl wlll lcad lo orqanlzallon dcvclomcnl.,
Salary ackaqc maln allracllon or aqcnls., Pccoqnlllon alonq wllh salary can boosl lhc moralc o lhc aqcnls., Salary
lcads lo |ob sallsacllon.
b. 0ccndcnl varlablc: ln|usllcc ln crormancc aralsal

Coclclcnls
a

Modcl
unslandardlzcd Coclclcnls
Slandardlzcd
Coclclcnls
l Slq.
8 Sld. Lrror 8cla
1 (Conslanl}
.724 1.262

.678 .6
Salary lcads lo |ob sallsacllon. .006 .140 .006 .082 .076
or aqcnls.
.280 .118 .866 2.660 .014
aqcnls.
.176 .00 .26 1.821 .076
dcvclomcnl.
.28 .101 .866 2.07 .012
a. 0ccndcnl varlablc: ln|usllcc ln crormancc aralsal

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
Slallsllcs
!ouqh worklnq
cnvlronmcnl wllh
huqc bonuscs wlll
downqradc lhc
lcvcl o "bclnq
ldlc" aclor.
hyqlcnc, canlccns
and slmllar sorl o
aclllllcs would
hcl boosllnq lhc
crormancc o
lhc cmloyccs.
Slronq command
and monllorlnq
lcads lo crccl
worklnq
cnvlronmcnl.
!ouqh worklnq
cnvlronmcnl
ollshcs your
currcnl skllls.
h valld 60 60 60 60
Mlsslnq 0 0 0 0
Mcan 6.1 4.8 8.04 8.88
Mlnlmum 8 8 1 1
Maxlmum 7 7 7
Table 10 Comparative analysis of all Working Environment Variable questions
!ouqh worklnq cnvlronmcnl wllh huqc bonuscs wlll downqradc lhc lcvcl o "bclnq ldlc" aclor.

Cumulallvc
Pcrccnl
valld 0lsaqrcc 10 20.0 20.0 20.0
hculral 2 4.0 4.0 24.0
Aqrcc 20 40.0 40.0 4.0
Sllqhl Aqrcc 12.0 12.0 7.0
!olal 60 100.0 100.0
Table 11 showing the outcome analysis of impact on performance with regards to benefits in lieu competitive working
environment
hyqlcnc, canlccns and slmllar sorl o aclllllcs would hcl boosllnq lhc crormancc o lhc
cmloyccs.

Cumulallvc
Pcrccnl
valld 0lsaqrcc 17 84.0 84.0 84.0
hculral 1 2.0 2.0 8.0
Aqrcc 16 80.0 80.0 .0
Sllqhl Aqrcc 16 80.0 80.0 0.0
!olal 60 100.0 100.0
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
Slronq command and monllorlnq lcads lo crccl worklnq cnvlronmcnl.

Cumulallvc
Pcrccnl
0lsaqrcc 4 8.0 8.0 28.0
hculral 20 40.0 40.0 8.0
Aqrcc 10 20.0 20.0 88.0
!olal 60 100.0 100.0
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.
!ouqh worklnq cnvlronmcnl ollshcs your currcnl skllls.

Cumulallvc
Pcrccnl
Sllqhl 0lsaqrcc 10 20.0 20.0 80.0
0lsaqrcc 2 4.0 4.0 84.0
hculral 11 22.0 22.0 6.0
Aqrcc 18 2.0 2.0 82.0
Sllqhl Aqrcc 0 18.0 18.0 100.0
!olal
60 100.0 100.0

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
Corrclallons
!ouqh worklnq
cnvlronmcnl wllh
huqc bonuscs wlll
downqradc lhc
lcvcl o "bclnq ldlc"
aclor.
hyqlcnc, canlccns
and slmllar sorl o
aclllllcs would
hcl boosllnq lhc
crormancc o lhc
cmloyccs.
Slronq command
and monllorlnq
lcads lo crccl
worklnq
cnvlronmcnl.
!ouqh worklnq
cnvlronmcnl
ollshcs your
currcnl skllls.
!ouqh worklnq cnvlronmcnl wllh
huqc bonuscs wlll downqradc
lhc lcvcl o "bclnq ldlc" aclor.
Pcarson Corrclallon 1.000 .11 .100 .777
Slq. (2-lallcd} .2 .187 .000
h 60.000 60 60 60
hyqlcnc, canlccns and slmllar
sorl o aclllllcs would hcl
boosllnq lhc crormancc o lhc
cmloyccs.
Pcarson Corrclallon .11 1.000 -.618 -.184
Slq. (2-lallcd} .2 .000 .201
h
60 60.000 60 60
Slronq command and
monllorlnq lcads lo crccl
worklnq cnvlronmcnl.
Pcarson Corrclallon .100 -.618 1.000 .202
Slq. (2-lallcd} .187 .000 .040
h 60 60 60.000 60
!ouqh worklnq cnvlronmcnl
ollshcs your currcnl skllls.
Pcarson Corrclallon .777 -.184 .202 1.000
Slq. (2-lallcd} .000 .201 .040
h 60 60 60 60.000
Table 15 showing the correlation in working environment
Modcl Summary
Sld. Lrror o lhc
Lsllmalc
1 .844a .118 .040 1.006
a. Prcdlclors: (Conslanl}, !ouqh worklnq cnvlronmcnl ollshcs your currcnl skllls.,
hyqlcnc, canlccns and slmllar sorl o aclllllcs would hcl boosllnq lhc crormancc
o lhc cmloyccs., Slronq command and monllorlnq lcads lo crccl worklnq
cnvlronmcnl., !ouqh worklnq cnvlronmcnl wllh huqc bonuscs wlll downqradc lhc
lcvcl o "bclnq ldlc" aclor.
Table 16 showing regression of the working environment
Ah0vAb
1 Pcqrcsslon 7.228 4 1.807 1.60 .21a
Pcsldual 68.002 46 1.200
!olal 1.220 40
a. Prcdlclors: (Conslanl}, !ouqh worklnq cnvlronmcnl ollshcs your currcnl skllls., hyqlcnc, canlccns and slmllar sorl
o aclllllcs would hcl boosllnq lhc crormancc o lhc cmloyccs., Slronq command and monllorlnq lcads lo
crccl worklnq cnvlronmcnl., !ouqh worklnq cnvlronmcnl wllh huqc bonuscs wlll downqradc lhc lcvcl o "bclnq
ldlc" aclor.
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.
Coclclcnls
a

Modcl
Slandardlzcd
Coclclcnls
l Slq. 8 Sld. Lrror 8cla
1 (Conslanl}
.178 1.014

.002 .000
wllh huqc bonuscs wlll
downqradc lhc lcvcl o "bclnq
ldlc" aclor.
.008 .211 .122 .46 .44
hyqlcnc, canlccns and slmllar
sorl o aclllllcs would hcl
boosllnq lhc crormancc o
lhc cmloyccs.
-.840 .11 -.40 -2.110 .040
Slronq command and
monllorlnq lcads lo crccl
worklnq cnvlronmcnl.
-.04 .122 -.06 -.877 .708
ollshcs your currcnl skllls.
-.04 .178 -.00 -.878 .711

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
Slallsllcs

!ralnlnq ls a baslc
nccd or an aqcnl
lo lourlsh ln lhc
lnduslry.
!ralnlnqs arc
usclcss wllhoul
lncororallnq
lhcm lnlo lhclr
dally acllvlllcs.
!hcrc arc
mcchanlsms lo
calculalc lhc
oulcomcs o lhc
lralnlnq scsslons.
Mosl call ccnlrcs
dccnd on nalural
lalcnls lnslcad o
qroomlnq raw
lalcnl lnlo lhc
lnlshcd onc.
h valld 60 60 60 60
Mlsslnq 0 0 0 0
Mcan 8.88 6.20 4.1 4.8
Sld. 0cvlallon 1.80 1.107 1.181 1.28
varlancc 8.21 1.224 1.280 1.628
Mlnlmum 1 4 2 1
Maxlmum 7 7 7 7
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
!ralnlnq ls a baslc nccd or an aqcnl lo lourlsh ln lhc lnduslry.

Cumulallvc
Pcrccnl
0lsaqrcc 0 18.0 18.0 4.0
hculral 16 80.0 80.0 7.0
Aqrcc 8 1.0 1.0 02.0
!olal
60 100.0 100.0
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.
!ralnlnqs arc usclcss wllhoul lncororallnq lhcm lnlo lhclr dally acllvlllcs.

Cumulallvc
Pcrccnl
valld hculral 18 8.0 8.0 8.0
Aqrcc 12 24.0 24.0 0.0
Sllqhl Aqrcc 12 24.0 24.0 84.0
!olal
60 100.0 100.0

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 important
than 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 dont give that
much importance to training sessions.
!hcrc arc mcchanlsms lo calculalc lhc oulcomcs o lhc lralnlnq scsslons.

Cumulallvc
Pcrccnl
valld Sllqhl 0lsaqrcc 1 2.0 2.0 2.0
0lsaqrcc 18 2.0 2.0 28.0
hculral 21 42.0 42.0 70.0
Aqrcc 11 22.0 22.0 02.0
!olal
60 100.0 100.0
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
Mosl call ccnlrcs dccnd on nalural lalcnls lnslcad o qroomlnq raw lalcnl lnlo lhc lnlshcd onc.

Cumulallvc
Pcrccnl
Sllqhl 0lsaqrcc 8 .0 .0 8.0
hculral 18 8.0 8.0 44.0
Aqrcc 16 80.0 80.0 74.0
Sllqhl Aqrcc 11 22.0 22.0 0.0
!olal
60 100.0 100.0
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
Corrclallons

!ralnlnq ls a baslc
nccd or an aqcnl
lo lourlsh ln lhc
lnduslry.
!ralnlnqs arc
usclcss wllhoul
lncororallnq lhcm
lnlo lhclr dally
acllvlllcs.
!hcrc arc
mcchanlsms lo
calculalc lhc
oulcomcs o lhc
lralnlnq scsslons.
Mosl call ccnlrcs
dccnd on nalural
lalcnls lnslcad o
qroomlnq raw
lalcnl lnlo lhc
lnlshcd onc.
!ralnlnq ls a baslc nccd or an
aqcnl lo lourlsh ln lhc lnduslry.
Pcarson Corrclallon 1.000 -.447
.470
-.810

Slq. (2-lallcd}
.001 .000 .028
h 60.000 60 60 60
!ralnlnqs arc usclcss wllhoul
lncororallnq lhcm lnlo lhclr
dally acllvlllcs.
Pcarson Corrclallon -.447
1.000 -.264 .227

Slq. (2-lallcd}
.001 .076 .118
h 60 60.000 60 60
!hcrc arc mcchanlsms lo
calculalc lhc oulcomcs o lhc
lralnlnq scsslons.
Pcarson Corrclallon .470
-.264 1.000 -.460

Slq. (2-lallcd}
.000 .076 .001
h 60 60 60.000 60
Mosl call ccnlrcs dccnd on
nalural lalcnls lnslcad o
qroomlnq raw lalcnl lnlo lhc
lnlshcd onc.
Pcarson Corrclallon -.810
.227 -.460
1.000
Slq. (2-lallcd}
.028 .118 .001
h 60 60 60 60.000


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.
Modcl Summary
Sld. Lrror o lhc
Lsllmalc
1 .476
a
.22 .167 1.02
a. Prcdlclors: (Conslanl}, Mosl call ccnlrcs dccnd on nalural lalcnls lnslcad o
qroomlnq raw lalcnl lnlo lhc lnlshcd onc., !ralnlnqs arc usclcss wllhoul
lncororallnq lhcm lnlo lhclr dally acllvlllcs., !hcrc arc mcchanlsms lo calculalc lhc
oulcomcs o lhc lralnlnq scsslons., !ralnlnq ls a baslc nccd or an aqcnl lo lourlsh ln
lhc lnduslry.
Table 25 showing an overall summary of the Regression studies applied on Training & Development
Ah0vA
b

1 Pcqrcsslon 18.820 4 8.467 8.288 .010
a

Pcsldual
47.801 46 1.068
!olal
1.220 40
a. Prcdlclors: (Conslanl}, Mosl call ccnlrcs dccnd on nalural lalcnls lnslcad o qroomlnq raw lalcnl lnlo lhc lnlshcd
onc., !ralnlnqs arc usclcss wllhoul lncororallnq lhcm lnlo lhclr dally acllvlllcs., !hcrc arc mcchanlsms lo calculalc
lhc oulcomcs o lhc lralnlnq scsslons., !ralnlnq ls a baslc nccd or an aqcnl lo lourlsh ln lhc lnduslry.

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

Modcl
Slandardlzcd
Coclclcnls
1 (Conslanl}
.826 1.87 .287 .818
!ralnlnq ls a baslc nccd or an
aqcnl lo lourlsh ln lhc lnduslry.
.011 .100 .018 .110 .018
!ralnlnqs arc usclcss wllhoul
lncororallnq lhcm lnlo lhclr
dally acllvlllcs.
.117 .140 .11 .788 .486
!hcrc arc mcchanlsms lo
calculalc lhc oulcomcs o lhc
lralnlnq scsslons.
.417 .160 .422 2.21 .012
Mosl call ccnlrcs dccnd on
nalural lalcnls lnslcad o
qroomlnq raw lalcnl lnlo lhc
lnlshcd onc.
.417 .186 .42 8.004 .008

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
Slallsllcs

Pcrsonal blascs can
accl lhc ovcrall
crormancc
aralsal o an
aqcnl.
Aqcnls ma|orly
sallslcd, lhc way
lhcy arc analyzcd.
!hc oulcomc o
currcnl
crormancc
aralsal
lnlucnccs lhc
ulurc
crormancc o
lhc aqcnls.
!hc human
8alancc Shccl
should bc
malnlalncd
rcqularly.
h valld 60 60 60 60
Mlsslnq 0 0 0 0
Mcan 6.2 8.4 4.78 4.0
Sld. 0cvlallon 1.260 .004 1.404 1.126
varlancc 1.684 .088 1.071 1.26
Mlnlmum 8 1 2 2
Maxlmum 7 6 7
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
Pcrsonal blascs can accl lhc ovcrall crormancc aralsal o an aqcnl.

Cumulallvc
Pcrccnl
valld 0lsaqrcc 12.0 12.0 12.0
hculral 12.0 12.0 24.0
Aqrcc 17 84.0 84.0 68.0
Sllqhl Aqrcc 11 22.0 22.0 80.0
!olal
60 100.0 100.0
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
Aqcnls ma|orly sallslcd, lhc way lhcy arc analyzcd.

Cumulallvc
Pcrccnl
0lsaqrcc 27 64.0 64.0 2.0
hculral 0 18.0 18.0 80.0
Aqrcc 10 20.0 20.0 100.0
!olal
60 100.0 100.0
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.
!hc oulcomc o currcnl crormancc aralsal lnlucnccs lhc ulurc crormancc o lhc aqcnls.

Cumulallvc
Pcrccnl
0lsaqrcc 10 20.0 20.0 24.0
hculral 0 18.0 18.0 42.0
Aqrcc 0 18.0 18.0 0.0
Sllqhl Aqrcc 1 82.0 82.0 02.0
!olal
60 100.0 100.0
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.
!hc human 8alancc Shccl should bc malnlalncd rcqularly.

Cumulallvc
Pcrccnl
0lsaqrcc 0 18.0 18.0 20.0
hculral 12 24.0 24.0 44.0
Aqrcc 16 80.0 80.0 74.0
Sllqhl Aqrcc 18 2.0 2.0 100.0
!olal
60 100.0 100.0
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
Corrclallons

Pcrsonal blascs can
accl lhc ovcrall
crormancc
aralsal o an
aqcnl.
Aqcnls ma|orly
sallslcd, lhc way
lhcy arc analyzcd.
!hc oulcomc o
currcnl
crormancc
aralsal
lnlucnccs lhc
ulurc crormancc
o lhc aqcnls.
!hc human
8alancc Shccl
should bc
malnlalncd
rcqularly.
Pcrsonal blascs can accl lhc
ovcrall crormancc aralsal o
an aqcnl.
Pcarson Corrclallon 1.000 .008 .822
.820

Slq. (2-lallcd}
.407 .028 .028
h 60.000 60 60 60
Aqcnls ma|orly sallslcd, lhc way
lhcy arc analyzcd.
Pcarson Corrclallon .008 1.000 .101 .688

Slq. (2-lallcd}
.407 .184 .000
h 60 60.000 60 60
!hc oulcomc o currcnl
crormancc aralsal lnlucnccs
lhc ulurc crormancc o lhc
aqcnls.
.101 1.000 .806

Slq. (2-lallcd}
.028 .184 .004
h 60 60 60.000 60
!hc human 8alancc Shccl should
bc malnlalncd rcqularly.
.688
.806
1.000
Slq. (2-lallcd}
.028 .000 .004
h 60 60 60 60.000


Table 33 showing correlations between Performance Management process
Modcl Summary
Sld. Lrror o lhc
Lsllmalc
1 .247
a
.01 -.028 1.180
a. Prcdlclors: (Conslanl}, !hc human 8alancc Shccl should bc malnlalncd rcqularly.,
Pcrsonal blascs can accl lhc ovcrall crormancc aralsal o an aqcnl., !hc
oulcomc o currcnl crormancc aralsal lnlucnccs lhc ulurc crormancc o lhc
aqcnls., Aqcnls ma|orly sallslcd, lhc way lhcy arc analyzcd.
Table 34 showing the regression values of Performance Management variables
Ah0vA
b

1 Pcqrcsslon 8.720 4 .082 .780 .67
a

Pcsldual
67.401 46 1.278
!olal
1.220 40
a. Prcdlclors: (Conslanl}, !hc human 8alancc Shccl should bc malnlalncd rcqularly., Pcrsonal blascs can accl lhc
ovcrall crormancc aralsal o an aqcnl., !hc oulcomc o currcnl crormancc aralsal lnlucnccs lhc ulurc
crormancc o lhc aqcnls., Aqcnls ma|orly sallslcd, lhc way lhcy arc analyzcd.

Table 35 showing the analysis of variance of Performance Management impacts
4-28
AT CALL CENTRES
Coclclcnls
a

Modcl
Slandardlzcd
Coclclcnls
l Slq.
8 Sld. Lrror 8cla
1 (Conslanl}
4.680 .012 6.081 .000
Pcrsonal blascs can accl lhc
ovcrall crormancc aralsal o
an aqcnl.
-.074 .180 -.084 -.684 .60
Aqcnls ma|orly sallslcd, lhc
way lhcy arc analyzcd.
.800 .108 .2 1.664 .127
!hc oulcomc o currcnl
crormancc aralsal
lnlucnccs lhc ulurc
crormancc o lhc aqcnls.
.086 .128 .048 .20 .780
!hc human 8alancc Shccl
should bc malnlalncd rcqularly.
-.10 .187 -.11 -.80 .804

Table 36 showing the relational coefficients between independent and dependent variables
This statistics is showing that all of the variables 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
Slallsllcs

ln|usllcc ln
crormancc
aralsal
Lccllvc lralnlnq
and dcvclomcnl
Clubs and slmllar
rcmuncrallons
Procr allcallon
Pu0
h valld 60 60 60 60
Mlsslnq 0 0 0 0
Mcan 4. 8.0 6.1 8.00
Sld. 0cvlallon 1.118 1.21 1.47 1.44
varlancc 1.240 2.20 2.178 2.002
Mlnlmum 1 1 1 1
Maxlmum 7 7 7
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
ln|usllcc ln crormancc aralsal

Cumulallvc
Pcrccnl
0lsaqrcc 2 4.0 4.0 8.0
hculral 17 84.0 84.0 42.0
Aqrcc 21 42.0 42.0 84.0
Sllqhl Aqrcc 6 10.0 10.0 04.0
lnlcnscly Aqrcc 8 .0 .0 100.0
!olal
60 100.0 100.0
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.
Lccllvc lralnlnq and dcvclomcnl

Cumulallvc
Pcrccnl
0lsaqrcc 12.0 12.0 68.0
hculral 7 14.0 14.0 72.0
Aqrcc 12 24.0 24.0 0.0
Sllqhl Aqrcc 2 4.0 4.0 100.0
!olal
60 100.0 100.0
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.
Clubs and slmllar rcmuncrallons

Cumulallvc
Pcrccnl
Sllqhl 0lsaqrcc 1 2.0 2.0 .0
0lsaqrcc 2 4.0 4.0 10.0
hculral 0 18.0 18.0 28.0
Aqrcc 18 2.0 2.0 64.0
Sllqhl Aqrcc 14 28.0 28.0 82.0
!olal
60 100.0 100.0
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.
Procr allcallon Pu0

Cumulallvc
Pcrccnl
0lsaqrcc 6 10.0 10.0 28.0
hculral 22 44.0 44.0 72.0
Aqrcc 8 1.0 1.0 88.0
!olal
60 100.0 100.0
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
Corrclallons

ln|usllcc ln
crormancc
aralsal
Lccllvc lralnlnq
and dcvclomcnl
Clubs and slmllar
rcmuncrallons
Procr allcallon
Pu0
ln|usllcc ln crormancc
aralsal
Pcarson Corrclallon 1.000 -.046 .604
-.110
Slq. (2-lallcd}
.767 .000 .448
h 60.000 60 60 60
Lccllvc lralnlnq and
dcvclomcnl
Pcarson Corrclallon -.046 1.000 .176 .420

Slq. (2-lallcd}
.767 .224 .002
h 60 60.000 60 60
Clubs and slmllar rcmuncrallons Pcarson Corrclallon .604
.176 1.000 -.078

Slq. (2-lallcd}
.000 .224 .688
h 60 60 60.000 60
Procr allcallon Pu0 Pcarson Corrclallon -.110 .420
-.078 1.000
Slq. (2-lallcd}
.448 .002 .688
h 60 60 60 60.000

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
Modcl Summary
Sld. Lrror o lhc
Lsllmalc
1 .622
a
.272 .226 .084
a. Prcdlclors: (Conslanl}, Procr allcallon Pu0, Clubs and slmllar
rcmuncrallons, Lccllvc lralnlnq and dcvclomcnl
Table 43 showing overall Summary of Regression Equation
Ah0vAb
1 Pcqrcsslon 1.1 8 6.664 6.788 .002a
Pcsldual 44.660 4 .00
!olal 1.220 40
a. Prcdlclors: (Conslanl}, Procr allcallon Pu0, Clubs and slmllar rcmuncrallons, Lccllvc lralnlnq and
dcvclomcnl
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
Coclclcnls
a

Modcl
Slandardlzcd
Coclclcnls
1 (Conslanl}
2.010 .1 4.418 .000
Lccllvc lralnlnq and
dcvclomcnl
-.001 .000 -.182 -.020 .88
Clubs and slmllar rcmuncrallons .808 .008 .62 4.064 .000
Procr allcallon Pu0 -.000 .100 -.012 -.08 .082

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 (H
I
) that
claimed external variables DO exert their effect on the performance of an employee, which leads to job
dissatisfaction on the whole therefore H
o,
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;
1. They should go for continuous employee feedback periodically, apart from a regular Performance
Appraisal.
2. 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.
8. They should go for CSR and create awareness in masses regarding what call centres actually do
since majority of us dont know the significance and productivity of call centres.
4. 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.
6. 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.
. Overstaying/Overtime should be avoided and employees should be getting time for their leisure
and social activities as well.
7. A Psychometric Test should be made mandatory for hiring purposes so that we can have the right
personality type for our organization since its the basic definition of HR that to hire the right
person for the right position.
8. Organization Development should be formulated on the scientific manner.
0. Periodically written and oral assessments should be incorporate so as to assess the level of our
employees.
10. There should be synergy among the employees and the employers.
11. 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
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8-35
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,

9-36
AT CALL CENTRES
9 Appendices
9.1 Instrumental Items
9.1.1 INDEPENDENT VARIABLES
9.1.1.1 Salary
Salary
1
Salary lcads lo lhc |ob sallsacllon
Salary
2
Salary Packaqc maln allracllon or aqcnls
Salary
8
Pccoqnlllon alonq wllh salary boosls moralc o lhc aqcnls
Salary
4
handsomc salary wllh comcllllvc worklnq cnvlronmcnl wlll lcad lo orqanlzallon
dcvclomcnl
9.1.1.2 Working Environment
wL
1
!ouqh worklnq cnvlronmcnl wllh bcnclls would rcducc lhc lcvcl o bclnq ldlc aclor
wL
2
hyqlcnc, Canlccns and slmllar sorl o aclllllcs would hcl boosllnq lhc crormancc o lhc
cmloyccs
wL
8
Slronq command and monllorlnq lcads lo crccl worklnq cnvlronmcnl
wL
4
!ouqh worklnq cnvlronmcnl ollshcs your currcnl skllls
9.1.1.3 Training & Development
!n0
1
!ralnlnq ls a baslc nccd or an aqcnl lo lourlsh ln lhc lnduslry.
!n0
2
!ralnlnqs arc usclcss wllhoul lncororallnq lhcm lnlo lhclr dally acllvlllcs
!n0
8
!hcrc arc mcchanlsms lo calculalc lhc oulcomcs o lralnlnq scsslons
!n0
4
Mosl Call Ccnlrcs dccnds on nalural lalcnls lnslcad o qroomlnq lhc raw lalcnl lnlo lnlshcd
onc

9-37
AT CALL CENTRES
9.1.1.4 Performance Management
PM
1
Pcrsonal blascs can accl lhc ovcrall crormancc aralsal o an aqcnl
PM
2
Aqcnls ma|orly sallslcd lhc way lhcy arc analyzcd
PM
8
!hc human 8alancc Shccl o an Lmloycc should bc malnlalncd
PM
4
Pcrlodlcal crormancc manaqcmcnl roccss should bc lncororalcd and an avcraqc o ll
should bc aqqrcqalcd lnlo lhc lnal comllallon o Pcrormancc Manaqcmcnl o an Lmloycc.
9.1.2 DEPENDENT VARIABLES
9.1.2.1 Employee Turnover Ratio
L!P
1
ln|usllcc ln Pcrormancc Aralsals crcalcs a scnsc o lnsccurlly amonq lhc aqcnls, rcsulllnq
ln dcmorallzc wllh lhclr work and crcallnq a bad word-o-moulh.
L!P
2
Lccllvc !ralnlnq and 0cvclomcnl can hcl rcducc Lmloycc !urnovcr rallo marqlnally.
L!P
8
lncororallnq lacllcs llkc on aralsc o crormancc, qlvlnq oorlunlllcs llkc oullnq lo a
club or slmllar rcmuncrallon would lcad lo rcducllon o cmloycc lurnovcr rallo, slmllarly
would havc qood word-o-moulh.
L!P
4
Procr rcscarch and dcvclomcnl should bc lmllcd or urlhcr lnlcqrallon o lclds lnlo call
ccnlrcs so lhal lhcrc arc carccr cxanslon ollons or aqcnls.

Impact of HR Practices On The Performance of Call Centre Agents

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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

1.000 -.264 .227

-.264 1.000 -.460

.101 1.000 .806

.176 1.000 -.078

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