Search results

The purpose of this paper is to explore work‐related attitudes of information technology (IT) enabled business process outsourcing (ITES‐BPO) employees.

There are 25 firms operating in Sri Lanka that fall into the category of ITES‐BPO; a random sample of 117 employees from these 25 firms responded to the survey.

The findings suggest that tenure has a significant effect on task autonomy and marital status has a significant effect on working hours.

A research exploring work‐related attitudes of ITES‐BPO employees towards their work and work environment, in a South Asian country that is considered as active and promising destination for such services, could provide practitioners with key information that could enable them to make informed managerial decisions.

The purpose of this paper is to identify competency requirements that discriminate between Knowledge process outsourcing (KPO) and IT‐enabled business process outsourcing (ITES‐BPO) industries.

There are 25 firms operating in Sri Lanka that fall into the category of ITES‐BPO/KPO. HR managers of the 25 firms and a random sample of 117 employees from those 25 firms responded to the survey. In addition to descriptive statistics, independent sample t‐test and logistic regression were used in the data analysis.

There are differences in competency requirements for KPO and BPO services. Further, demographic variables, namely, age, the level of education, and total years of industry experience shape competency requirements.

Despite greater volume of theoretical foundations and empirical evidence for people management in BPO/KPO services, specific literature investigating and comparing competency requirements, recruitment, selection and training of ITES‐BPO and KPO employees is scarce. Therefore, a research addressing those in a South Asian country that is considered as active and promising destination for ITES‐BPO/KPO services could provide practitioners with key information that could enable them to make informed managerial decisions.

This paper aims to focus on the issue of high employee turnover in the Indian tech industry. An integrative review is conducted to analyse the past and current state of literature, as well as prepare a research agenda for future studies.

A pool of 72 articles published between 2010 and 2022 is reviewed with a special focus on Indian tech employees. This study elucidates the extent and impact of employee retention strategies through content analysis.

Two broad perspectives have been established in the literature: the reasons for quitting and the explanations for staying. By means of a comprehensive review, this paper combines these two aspects of literature and suggests factors under organization’s control to retain competent tech employees.

The study is designed to integrate the two theoretical viewpoints of employee turnover literature by consolidating the reasons behind quitting behaviour and staying intention. Codes combining the two aspects are presented as a valuable resource to retain tech talent.

This paper aims to describe the role of human resource management (HRM) in targets' coping with workplace bullying.

The paper draws on a study rooted in van Manen's hermeneutic phenomenology, conducted with agents working in international facing call centres in Mumbai and Bangalore, India. Exploring targets' lived experiences, conversational interviews and sententious and selective thematic analyzes were undertaken.

Targets' experiences were captured by the core theme of “protecting my interests” which subsumes four themes, experiencing confusion, engaging organizational options, moving inwards and exiting the organization. The findings highlight targets' attempts to deal with the experience of bullying, relying on their personal and social resources as well as on organizational options in order to ensure that their emotional well‐being, task‐related performance and long‐term career goals were not hampered by victimization. Participants' endeavours displayed two prominent features: the presence of turning points and the critical role of HRM in influencing multiple facets of the experience.

The study achieves theoretical generalizability but further research is needed to establish statistical generalizability.

The engagement of HRM as a truly unitarist ideology, the development of effective employee redressal mechanisms and the relevance of pluralist approaches and collectivization endeavours emerge as crucial areas for application.

In addition to breaking new ground in empirically uncovering the organization's etiological role in workplace bullying, going beyond the existing work‐environment hypothesis and organization as bully conceptualization, the findings provide a new perspective on targets' exit coping response. To the authors' knowledge, workplace bullying has not been studied in India.

The purpose of this paper is to assess the influence of workplace bullying on job burnout of employees and investigate the mediating role of hardiness in the relationship and the extent to which the mediation is moderated by emotional intelligence.

The present data were collected from 350 employees working in varied companies in the ITES-BPO sectors of Delhi NCR of India. The study used stratified sampling method for good coverage from different departments of the organizations. The present data were collected in two stages following the suggestion given by Podsakoff et al. (2003) so as to minimize common method bias.

The findings suggest that workplace bullying is positively related to job burnout, and workplace bullying is negatively associated with hardiness. Hardiness was also found to be negatively associated with job burnout. It has also been found that workplace bullying is associated with job burnout through hardiness, and emotional intelligence moderates the relationship between hardiness and job burnout. The results also indicate that the indirect effect of workplace bullying on job burnout via hardiness is conditional on emotional intelligence.

As the present study pertains to only one part of India, i.e. Delhi NCR of India, the results cannot be generalized. Future research can take a larger sample for the same. The demographic variables’ effect was out of the scope of this study. If demographics were taken into consideration, it might have resulted in interesting results. Moreover, the employees who were physically present at the time of data collection were asked to respond in a given time frame. One might argue that employees were not given enough time to respond. Future work can also incorporate other sectors so as to do a comparative study between sectors.

Based on the study results, it may be suggested that managers may do well to devise strategies for coping with the phenomenon of workplace bullying and job burnout in employees, to provide a healthy work environment with better employee morale and enhanced productivity.

The findings of the study have implications for organizations in the service sector, particularly the BPO-ITES sector examined in the study. This being a customer-focused industry expects employees to ensure meeting deadlines and enhanced customer satisfaction; therefore, it would be worthwhile for managers to help employees in dealing with job stressors in their work environment. It would be useful to raise awareness about workplace bullying and encourage employees to report such incidents while assuring the complete support of the management.

While a review of extant literature indicates that emotional intelligence may lead to a reduction in job burnout of employees, yet, emotional intelligence has not been used previously as a moderator in mitigating the influence of workplace bullying and job burnout. Moreover, the role of hardiness as a mediator in the above-mentioned relationships has not been addressed in previous studies.

The business process outsourcing (BPO) industry in India has always been characterized by ungodly hours, monotonous job, low perceived value, dispirited efficiency resulting to high attrition level. Notwithstanding the ever rising attrition rate, it has become critical for the companies to satisfy their employees in order to retain them. The purpose of this paper is to determine what and how job‐related and demographic variables are associated with employee satisfaction of the BPO employees.

Data collected from 500 middle level BPO employees was analyzed using SPSS 16.0. T‐tests and Duncan's post hoc tests were done to compare the various dimensions of employee satisfaction across selected demographic variables such as gender, marital status, education, age and tenure. Correlation was done to find out the relationship between employee satisfaction and various job characteristics as well as demographic variables and finally, regression was done to find out the actual determinants of employee satisfaction.

There is difference of perception towards the job‐related variables on the basis of gender, marital status, education, age, and tenure. Correlations revealed that interpersonal relationships, career progression, salary, company policies, working conditions, and authority have significant positive relationship with employee satisfaction and only accountability had a significant negative relationship with employee satisfaction. Regression revealed the significant determinants of employee satisfaction which were interpersonal relationships, career progression, salary, gender, accountability, and authority.

The study exclusively used surveys to poll work‐related satisfaction from the employees working only in BPO in India and considers only ten job‐related variables and five demographic variables for the study.

The comprehensive study of employee satisfaction is helpful for both practitioners and academicians as it helps in disentangling the perceptions about employee satisfaction and also explains the variances among various groups of demographic characteristics. This will enable organizations to correctly gauge employee satisfaction based on the job‐related and demographic characteristics.

Now that the study has revealed the dimensions of employee satisfaction and the crucial determinants of satisfaction, each of these factors can be individually tackled to ensure employee retention.

The present study illuminates the existing theoretical foundations regarding employee satisfaction by exploring the detailed and ample responses provided by BPO employees in Indian industry; this can help practitioners to make robust managerial decisions.

The purpose of this paper is to explore the process of workplace bullying in Indian organizations from the victims’ perspective.

The study adopted the grounded theory approach and centered on the participants’ experiences, interpretations, and reactions toward bullying. In total, 23 self-reported victims formed the sample of the study. Data from interviews were analyzed using the coding procedure of grounded theory methodology. To enhance the validity of results, in addition to interviews, member checking technique was also used.

The study revealed that the process of workplace bullying in Indian organizations can be broadly explained in four sequential phases: exposure and confusion over mistreatment; making attributions; utilizing options within the organization; and adjustment with the current situation. The findings highlight the importance of sense-making, the social support network, complexity of coping behaviors, silence motives of employees as well as negative and nourishing effects of workplace bullying. The role of culture is visible in the bullying dynamics.

The study examined bullying from the victims’ perspective; however, perpetrator and bystanders’ perspective would have added interesting insights into the findings.

The findings point toward the rhetoric of HRM practices in Indian organizations. A well formulated and implemented anti-bullying policy will reduce the rhetoric of HRM practices in Indian organizations.

The present study contributes to the limited literature on the process of workplace bullying by exploring the process in a new national context (India).

The purpose of this paper is to examine the factors that drive a firm's decision to invest in training in India's IT‐enabled services/business process outsourcing (ITeS/BPO) sector. It aims to consider a much‐neglected area and an often‐cited need to consider external factors, especially the needs of an organisation's clients in a firm's decision to train.

The paper employs case study research strategy using semi‐structured interviews, organisational documents and non‐participant observation.

Employee turnover, competitive strategy, client specifications and quality management systems were important factors in shaping the nature and extent of training. The temporal dimension of the process was also significant in influencing volume of training. The study also found that learning and development were inextricably intertwined with its operations management, as against a firm's HR infrastructure.

As most HRD research adopts an inward‐looking approach, the study offers fresh insights by adopting an outward‐looking approach and considers the impact of an organisation's clients on provision of training. The study's distinctive contributions are in identifying the influence that client specifications, employee turnover, temporal and geographical dimension of processes have on provision of training and, in analysing the critical and unexplored link between a firm's market orientation, learning orientation, and quality management systems, in shaping the nature and extent of training provision. This research extends the current theory‐building debates and provides insights for practitioners and education policy makers about training decision making in ITeS/BPO firms.

The aim of this paper is to extend a conceptual understanding of business process outsourcing (BPO) and its prevailing practices in the background of the post‐liberalized economic scenario of India. Efforts have also been made to discuss the major work verticals of Indian ITES‐BPO industry, which further reveals the fact of its domain expertise and in‐time delivery of services in a pre‐determined standard with least possible cost that has made India a BPO hub. The later part of the study deals with an empirical SWOT‐analysis that highlights the key factors that have significant bearing to the very flourishment of this sunshine industry.

The data collected for the analysis are secondary in nature and include various journals, periodicals, survey reports and on‐line business reports/news. The techniques like trend analysis and SWOT analysis in particular have been implemented for the purpose of study.

The paper found that in addition to the growth of traditional industries, patronization of this emerging sector is also a high necessity, looking at its socio‐economic contribution to the society on one hand and considerable amount of employment creation and income generation capabilities for the bright mass of the country that restrict “brain drain”, on the other hand.

The paper describes, analyses and critiques the outsourcing industry in India with reference to a core theory base. It is expected to be helpful in stimulating the analytical mind of the researchers and industry practitioner of the area for scientific decision making and furthering the research on this particular aspect of business.

This case discusses the issue and challenges faced by MoveInSync during the COVID-19 pandemic lockdown and its Corporate Social Responsibility (CSR) initiative that contributed to the employees’ wellbeing. India was significantly hit by the pandemic and the impact has been severe. The corporate sector of India irrespective of the company size has worked for hand in hand with the government to contribute to handling the pandemic. One such company is MoveInSync which offers transport and security operations to enhance employee commute space. Despite the COVID-19 pandemic severely impacting their business operations, MoveInSync continued its CSR effort to help the needy and cared for its own employees.