DECLARATION

I Isha Malhotra ,hereby declare that, the project report entitled Job
satisfaction level of women employees in BPOs submitted by me in the partial
fulfillment of the requirement for the degree of Master of Business
Administration to Uttarakhand Technical Uniersity, !ehradun is the original
"ork conducted by me and all data # facts contained in this report are original to
the best of my kno"ledge$
I hae not submitted this report to any other Institute for the a"ard of any degree
or diploma$

.
ISHA MALHOTRA
Date!


PRE"ACE

Project work is a part of our curriculum that gives us the kowle!ge a"out the practical
work i a# orgai$atio a! makes are sta! i a orgai$atio. This also helps to
u!ersta! % correlate the theoretical cocepts "etter which remais ucovere! i the
classrooms. I have prepare! this report i the process of m# postgra!uate !egree i
"usiess maagemet.
The topic that has "ee take for the project is &Job #atisfaction Level Of $omen In
BPO#% which has "ee fiali$e! "# the cooperatio of the emplo#ees of 'PO(S.


A)*+O,L-./-M-+T
-0pressig a sese of gratitu!e to all those highl# 1ualifie!2 itelliget2 har!workig2
!e!icate! a! a"ove all helpig people who have ea"le! me to accomplish this might#
task of writig a project report is somethig much more tha a custom. It is a feelig of
thakfuless that comes from withi me for all those "ig a! small thigs that these
people have !oe for me.
To!a# after completig m# traiig I feel a lot more relieve!. 'ut whe I look "ack I still
remem"er the first !a# of m# Research work. I was ver# much e0cite! a! a "it ervous.
I woul! ever have ha! complete! it if the staff mem"ers of the Istitute ha! ot helpe!
me. I wish to e0press m# hum"le thaks towar!s all of them.
3irst of all I woul! like to thak the supreme power2 the almight# /o! who is o"viousl#
the oe who has alwa#s gui!e! me to work o the right path of life. ,ithout his grace
this woul! ever come to "e to!a#4s realit#.
I woul! like to thaks &'s(#)RADD)A &AT)PAL m# research gui!e 2she
supporte! me a! gui!e! me i m# whole research work. I e0press m# gratitu!e to &*(
&ANI#) BI#)T .-A+ 5.-PTT O3 MA+A/-M-+T ST6.I-S2 /-IT2
.-HRA.6+ whose valua"le suggestios % cooperatio have ecourage me to complete
the project.
CONTENT#
Int*o+,ction
- BPO In+,st*y
-)P. IB& Da/s0 .Conve*1eys
Ob2ectives
Lite*at,*e *eview
Resea*c0 &et0o+olo1y
Data Analysis 3 Inte*p*etation
"in+in1s
Concl,sion
#,11estions
Limitations
Biblio1*ap0y
Anne4,*e

)5&AN RE#O5RCE &ANA6E&ENT
Amog the various factors of pro!uctio 2which are use! i a orgai$atio 2huma
resource is the most importat .This is "ecause the efficiet use of ph#sical resource 7ie
la! 2machier# 2 materials8 ultimatel# !epe!s o how the huma factor is put to goo!
use o various operatios.The most efficiet machier# i the worl! will ot pro!uce at
a optimum level uless the people who operate the machier# kow how to make it
perform at its "est.
Huma Resource helps i trasformig the lifeless factors of pro!uctio ito
useful pro!ucts.
The# are capa"le of elargemet ie capa"le of pro!ucig a output that is greater
tha the sum of iputs .Oce the# get ispire! 2eve or!iar# people ca !eliver
e0traor!iar# results.
The# ca help a orgai$atio achieve results 1uickl#2efficietl# % effectivel#.

Huma Resource Maagemet is a process of "rigig people a! orgai$atio
together so that the goals of each other are met. It tries to secure the "est from people
"# wiig their wholehearte! co9operatio .
HRM ma# "e !efie! as the art of procurig 2!evelopig a! maitaiig competet
workforce to achieve the goals of a orgai$atio i a effective a! efficiet
maer.
People have alwa#s "ee cetral to orgai$atios2 "ut their strategic importace is
growig i to!a#(s kowle!ge9 "ase! i!ustries. A orgai$atio(s success icreasigl#
!epe!s o the kowle!ge 2 skills a! a"ilities 7*SAs8 of emplo#ees particularl# as the#
help esta"lish a set of core competecies that !istiguish a orgai$atio from its
competitors .
,ith appropriate HR policies a! practices a orgai$atio ca hire2 !evelop "est "rais
i the marketplace2realise its professe! goals a! !eliver results "etter thah others.
The role of huma resource maagemet i orgai$atio has "ee evolvig !ramaticall#
i recet times.The !a#s of Persoel .epartmet performig clerical !uties such as
recor! keepig 2 paper pushig a! file maiteace are over. HR is icreasigl#
receivig attetio as a critical strategic parter 2assumig stuigl# !ifferet 2far
reachig trasformatioal roles a! resposi"ilities .
Takig the strategic approach to huma resource maagemet ivolves makig the
fuctio of maagig huma assets the most importat priorit# i the orgai$atio a!
itegratig all huma resource policies a! progammes the framework of a compa#(s
strateg# .


)5&AN RE#O5RCE DE7ELOP&ENT
Huma Resource .evelopmet is the "asis of success of a# orgai$atio. HR. helps to
ehace emplo#ee(s effectiveess a! helps to achieve orgai$atioal goals. +ow with
the emergece of so calle! :+ew -coom#( the icreasig role of kowle!ge i i!ustr#
is "ecomig o"vious. I the emergig kowle!ge age2 icessat learig "# emplo#ees
through effective performace appraisal s#stem a! is goig to "e a ke# survival a!
growth for orgai$atio. ,ithout effective performace appraisal s#stem o eterprise
ca claim to "e give !ue importace to HR.. I the ufol!ig ecoomic sceario it is
icreasigl# "eig reali$e! that emplo#ees are the most precious assets of a# compa#.
A# ivestmet i T%. is "asicall# a ivestmet that ca ehace the value of this
assets. HR. ma# "e "roa!l# take to iclu!e maagemet e!ucatio. The !istictio
"etwee maagemet a! traiig is that while e!ucatio provi!e "rea!th a! is more
geeral2 traiig will provi!e !epth a! will "e more specific a! pro"lem oriete!.
HR. aims at formulatio of persoal policies from time to time i or!er to achieve its
goals a! o"jectives. The persoal policies seeks to follow a participative st#le of
maagemet a! cultivate a eviromet of mutual love a! respect amog emplo#ees2
"# provi!ig jo" satisfactio2 esurig cotiuous !evelopmet career progressio a!
provi!ig "etter livig2 a! frie!l# a! firm towar!s all emplo#ees a! esurig
!isciplies at all levels.


INTROD5CTION B5#INE## PROCE## O5T#O5RCIN6
8BPO9
I to!a#(s glo"al ecoom#2 it is more challegig tha ever to improve "usiess
performace a! processes. I the face of moutig pressures2 ma# 6.S. "usiesses
have ture! to outsourcig their "usiess processes a! iformatio techolog# ee!s to
offshore operatios i or!er to re!uce costs. This approach allows a orgai$atio to
focus efforts o the processes that !ifferetiate the firm from the competitio a!
outsource the other processes to provi!ers who speciali$e i those tasks.
Definitions of o,tso,*cin1!
.efiitios of o,tso,*cin1 var# a! some e0amples are;
<=a arragemet where oe compa# provi!es services to aother compa# that
woul! otherwise have "ee implemete! i9house.>
=The trasferece to thir!9parties2 the performace of fuctios oce a!miistere!
i9house. Outsourcig is reall# two t#pes of service; ITO 7IT Outsourcig82
ivolves a thir! part# who is cotracte! to maage a particular applicatio2
iclu!ig all relate! servers2 etworks2 a! software upgra!es. 'PO 7'usiess
Process Outsourcig82 features a thir! part# who maages the etire "usiess
process2 such as accoutig2 procuremet2 or huma resources.>
<It is a iteratioal term meaig ot ol# out of #our coutr# 7juris!ictio8 "ut
out of the ta0 reach of #our coutr# of resi!ece or citi$eship? s#o#mous with
foreig2 trasatioal2 glo"al2 iteratioal2 Tra worl! a! multi9atioal2 though
foreig is use! more i referece to the IRS.
<Term use! for a# ivestor2 accout or securit# ot !omicile! i the 6ite!
States. Some securities offerigs are targete! ol# to offshore ivestors u!er
special registratio or e0emptios.
Pro!uctio a! operatig or techical support facilities locate! i a foreig
coutr#2 ormall# i a !ifferet cotiet.
I outsourcig agreemets2 "oth "usiess parters !o ot ee! to "e locate! i the same
coutr#. A compa# is sai! to =offshore> if the task or process is performe! i aother
coutr#2 juris!ictio2 or outsi!e the ta0 reach of the firm(s coutr# of resi!ece or
citi$eship. The !efiitio provi!e! "# -9'usiess Strategies highlights the !iffereces
"etwee outsourcig2 off shorig a! "usiess process outsourcig2 terms that i practice
are iter9relate! "ut !o ot have the same meaig. =Off shorig refers to takig
a!vatage of lower9cost la"or i aother cout#> A commo miscoceptio is that all off
shorig ivolves
Outsourcig. This is ot true. ,hile outsource! processes are ha!e! off to thir!9part#
ve!ors2 @ offshore! processes ca "e ha!e! off to thir!9part# ve!ors or remai i9
house. As such2 the !efiitio of offshorig iclu!es orgai$atios that "uil! !e!icate!
captive ceters of their ow i remote2 lower9cost locatios.
3urther2 a !iscussio of offshorig shoul! also iclu!e a !istictio "etwee the two
t#pes of outsource! fuctios curretl# offshore!2 "usiess process a! iformatio
techolog#. 'usiess Process Outsourcig 7'PO8 refers to the relocatio of etire
"usiess fuctios to either self owe! or thir! part# service provi!ers. 'usiess process
outsourcig iclu!es call ceters2 fiace a! accoutig2 huma resources2 a!
trasactio processig Iformatio Techolog# Outsourcig 7ITO8 ca "e cosi!ere! a
su"set of 'PO i istaces where help !esks or !evelopmet !epartmets are
outsource!2 "ut ca "e !ifferetiate! "# its use of project "ase! sourcig. 3or e0ample2
ITO ca "e use! to grow a IT staff as ee!e! to meet the ee!s of a priorit# project. As
such2 ITO ma# ot "e as much as log term commitmet as 'PO.
Outsourcig coul! "e !efie! as the shiftig or !elegatig a compa#4s !a# to !a#
operatios or "usiess process to a e0teral service provi!er2 !oe i aticipatio of a
"etter 1ualit#2 lower rates a! i a sese gettig a e!ge over oe4s competitors. ,he a
compa#4s operatios or "usiess processes are outsource! to firms i foreig coutries2
ofte to take a!vatage of cheap skille! la"or2 it is referre! to as Offshore outsourcig or
Offshorig.
,here fuctios previousl# performe! "# a orgaisatio are supplie! u!er cotract
from a thir! part#. 'u#ig goo!s or services istea! of pro!ucig or provi!ig them i9
house.
,hile outsourcig is ot e0actl# a ew iovatio2 the shifts that have occurre! recetl#
i this space are worth otig. As the ee! for e9learig moves higher up o the IT a!
corporate traiig age!as2 orgai$atios are wot to take o the IT maagemet "ur!e
of implemetig a learig maagemet s#stem 7LMS8.
The cocept of takig iteral compa# fuctios a! pa#ig a outsi!e firm to ha!le
them. Outsourcig is !oe to save moe#2 improve 1ualit#2 or free compa# resources for
other activities. Outsourcig was first !oe i the !ata9processig i!ustr# a! has sprea!
to areas2 iclu!ig telemessagig a! call ceters. Outsourcig is the wave of the future.
A log9term2 results9oriete! relatioship with a e0teral service provi!er for activities
tra!itioall# performe! withi the compa#. Outsourcig usuall# applies to a complete
"usiess process. It implies a !egree of maagerial cotrol a! risk o the part of the
provi!er.
The trasfer of compoets or large segmets of a orgai$atio4s iteral IT
ifrastructure2 staff2 processes or applicatios to a e0teral resource such as a
Applicatio Service Provi!er
'PO A'usiess Process OutsourcigB has "ee the latest mant*a i I!ia to!a#. As the
curret sources of reveue face slower growth2 software compaies are tr#ig ew wa#s
to icrease their reveues. 'PO is top o their list to!a#. IT services compaies are
makig a 1uick etr# ito the 'PO space o the stregth of their e0istig set of cliets.
,e hope to a!!ress all issues relate! to 'PO i I!ia o this portal.
,e will attempt to e0plai what it takes to setup a 'PO facilit# i I!ia. Actuall#2 settig
up a call ceter is capital itesive. A or!iar# 'PO ceter that takes care of pure "ack
office operatio Ae.g. pa#roll2 !ata etr#B will ot "e as e0pesive as a call ceter.
The philosoph# "ehi! 'PO is specific2 !o what #ou !o "est a! leave ever#thig else to
"usiess process outsourcers. )ompaies are movig their o9core "usiess processes to
outsource provi!ers. 'PO saves precious maagemet time a! resources a! allows
focus while "uil!ig upo core competecies. The list of fuctios "eig outsource! is
gettig loger "# the !a#. )all cetres apart2 fuctios outsource! spa purchasig a!
!is"ursemet2 or!er etr#2 "illig a! collectio2 huma resources a!miistratio2 cash
a! ivestmet maagemet2 ta0 compliace2 iteral au!it2 pa# roll...the list gets loger
ever#!a#. I view of the accoutig sca!als i CDDC A-ro2 ,orl!)om2 Eero0 etcB2
more a! more compaies are kee o keepig their ivestors happ#. Hece2 it is
importat for them to icrease their profits. 'PO is oe wa# of icreasig their profits. If
!oe well2 'PO results i icreasig sharehol!er value.
T#picall#2 a customer calls the call ceter Ausuall# a toll9free um"erB. After pressig
umerous um"ers AF for -glish2 C for Spaish2 G for "ak "alaceHB the operator will
aswer #our 1uer# "# accesig the !ata"ase. )all cetres a!!ress sales support2
airlieIhotel reservatios2 techical 1ueries2 "ak accouts2 cliet services2 receiva"les2
tele marketig2 market research.
If a "ak shifts work of a FDDD people from 6S to I!ia it ca save a"out JFK millio a
#ear !ue to lower costs i I!ia. Accor!ig to Mckise#2 giat 6S pharma firms ca
re!uce the cost of !evelopig a ew !rug2 curretl# estimate! at "etwee JLDD millio
a! JMDD millio "# as much as JCDD millio if !evelopmet work is outsource! to I!ia.
'eefits !erive! from 'PO ca "e summari$e! as follows;
Pro!uctivit# Improvemets
Access to e0pertise
Operatioal cost cotrol
)ost savigs
Improve! accouta"ilit#
Improve! HR
Opportuit# to focus o core "usiess
Outsourcig is ot ew 9 it has "ee a popular maagemet tool for !eca!e. Oe
ca safel# sa# outsourcig has evolve! ;9
FMLD4s 9 time9sharig
FMND4s 9 parts of IT operatios
FMKD4s 9 etire IT operatios
FMMD4s 9 alliacesItie9ups
CDDD4s 9 IT9ea"le! services
I!ia has oe of the largest pool of low9cost -glish speakig scietific a! techical
talet. This makes I!ia oe of the o"vious choice to outsource to. .ell2 Su
Micros#stems2 L/2 3or!2 /-2 Oracle all have aouce! plas to scale up their
operatios i I!ia. Others like America -0press2 I'M a! 'ritish Airwa#s are
leveragig the cost a!vatage I!ia has to offer while settig up call cetres. Several
foreig airlie a! "aks have too set up "usiess process operatios i I!ia. I!ia
reveues from 'PO are estimate! to have grow FDN per cet to J OKG millio a! this
particular area emplo#s GO2DDD people i the #ear e!ig March GF2 CDDC. for up!ate!
figuresH
Ma# -uropea a! 6S compaies have reali$e! that the# shoul! focus o their mai
"usiess a! outsource their Huma Resource .epartmet2 accoutig !epartmet etc.
'igoH it is here e0actl# I!ia fits iH To!a# 6S corporatios have em"race! 'PO
wholehearte!l#.
Maage! )are )ompaies2 which is more popularl# kow as Healthcare pa#ers2
are icreasigl# outsourcig "usiess processes !ue to chagig a! challegig
"usiess eviromet a! techological a! legislative chages. There is a goo!
opportuit# for I!ia 'PO ve!ors i this space. 'PO ve!ors will ee! to have
goo! !omai kowle!ge2 process kow9how a! competece with techological
solutios to cater to these Maage )are )ompaies.


B,siness P*ocess O,tso,*cin1 8BPO9 &et0o+olo1ies
Outsourcig "ecame a catchphrase i "usiess areas i the FMMDs. It was a well
appreciate! a!!itio to the "usiess le0is This market comprises M "usiess fuctios of
huma resources2 procuremet2 fiace a! accoutig2 customer care2 logistics2
egieerigIR%.2 sales a! marketig2 facilities operatios a! maagemet a!
traiig. Outsourcig is a corporate strateg# that compaies a!opt to ehace
competitiveess of the compa#. '# outsourcig o9core part of "usiess operatio a!
ol# cocetratig o the core competece2 compaies ca icrease the pro!uctivit# a!
efficiec# i maagemet.
Outsourcig as strateg# is ot ew. Some e0amples of Outsourcig2 such as /M a!
-.S2 Eero0 a! -.S2 *o!ak a! I'M2 are more tha a !eca!e ol!. Over the #ears2 the
scale a! scope of Outsourcig has evolve! cosi!era"l#. It has also migrate! from
primaril# 3ortue ODD compaies to large a! mi!si$e! compaies.
Sice the FMNDs2 ma# ,ester compaies "ega maufacturig pro!ucts i offshore
locatios such as Papa2 *orea2 Thaila!2 a! Taiwa. .espite the relativel# high cost of
trasportig the goo!s "# sea a! air2 it was cheaper to make them i the 3ar -ast 7a! i
Me0ico after the +A3TA treat#8 tha to keep maufacturig i the 6ite! States or
-urope.
Most compaies are ow a!juste! to maufacturig "eig !oe offshore. ,hat took
place i maufacturig is ow occurrig i "ack9room processig a! services. Te #ears
ago2 if a#oe ha! "ol!l# pre!icte! that "# CDDG we woul! "egi to see "ack9room
service ceters a! call ceters house! i I!ia or the Philippies2 the# woul! have "ee
laughe! at. How coul! high9touch customer service agets who iteract !irectl# with
customers work halfwa# arou! the worl!Q The cost woul! "e prohi"itive give that
moitorig the agets woul! "e impossi"le a! ever# call woul! "e iteratioal.
Maufacturig a! service outsourcig have chage! over the #ears. It is a
macroecoomic tre! to which ever# compa# ee!s to react. If #our competitor ca
make a pro!uct a! provi!e associate! services for less tha #ou2 the #ou ee! to
follow2 or risk "eig put of out of "usiess.
Although iitiall# low9skille! jo"s such as maufacturig2 call ceter2 a! computer
co!ig were shifte! a"roa!2 as more compaies e0pa! their offerigs ito outsourcig2
ew fuctios like huma resources a! kowle!ge skills like techolog# are "eig
outsource!. As the worl!wi!e migratio cotiues a! the movemet overseas matures2
more high9skille! jo"s such as accoutig a! egieerig will likel# "e set a"roa!. As
fuctios are outsource!2 more sta!ar!s i processes are create!. Pust like i ERP where
"usiess processes such as fiace a! maufacturig were sta!ar!i$e!2 a similar thig
will happe i HR2 logistics2 a! accoutig processes. Also ew techologies such
as 'usiess Process Maagemet a! self service portals will help accelerate the push to
outsourcig.
#ome of t0e Top Ten BPO 7en+o*s
IfoS#s 7www.ifos#s.com8
T)S
,ipro 7www.wipro.com8
Sat#am 7www.sat#am.com8
H)L
)ogi$at
I'M I!ia
Acceture I!ia.
/eeral -lectroics
)overge#s
'usiess Process Outsourcig 7'PO8 is the !elegatio of oe or more IT9itesive
"usiess processes to a e0teral provi!er that i tur ows2 a!miisters a! maages the
selecte! process "ase! o !efie! a! measura"le performace criteria. 'usiess Process
Outsourcig 7'PO8 is oe of the fastest growig segmets of the Iformatio Techolog#
-a"le! Services 7IT-S8 i!ustr#.
3ew of the motivatio factors as to wh# 'PO is gaiig grou! are;R 3actor )ost
A!vatage
R -coom# of Scale s
R 'usiess Risk Mitigatio
R Superior )ompetec#
R 6tili$atio Improvemet
$0y O,tso,*cin1 f*om In+ia:
The 'usiess Process Outsourcig 7'PO8 i!ustr# i I!ia has "ee growig ND percet
a #ear a! is ow worth JF.L "illio2 emplo#ig FDD2DDD people. A! as Mc*ise#
aal#sts put it2 'PO has to grow ol# CNS till CDDK to !eliver JFN "illio i reveue a!
emplo#met of a millio people.
The curret boom i the 'PO sector has create! a large scale of jo"s i the market. Most
of the compaies i the 6S fi! outsourcig jo"s is cost effective a! i!icatig timel#
processig. This has surel# ea"le! cross9culture a! i!uce! more jo"s ito the market
i I!ia. I have otice! most of the Top IT compaies i I!ia have "ee talkig a"out
'etter )ustomer relatioship2 Timel# !eliver# a! tr#ig to imitate i the area of Accet
i commuicatio. I!ia is ow claimig the hu" for most of the Larger IT compaies.
The )ompaies !oes ot thik of settig up a techolog# R % . sector wherei a large
pool of talets are availa"le i the market. The compaies i I!ia are talkig a"out
customer satisfactio a! "etter !eliver# process2 workig o low9e! jo"s2 rather tha
iovatig a! "rigig ew i!eas so as to give somethig "etter to the market. To state
a e0ample2 oe of us woul! have !reamt a"out accessig Iteret from oe of the
corers of the worl! i I!ia to!a# a! se!ig -mail. The "est oe to 1uote is
Microsoft2 which surel# has ma!e life easier for almost ever#oe i the worl!. +ever the
less to sa# there are other competitors i the market. 'ut surel# Microsoft has set a
e0ample2 Surel# to sa#2 Apple Mac has somethig "efore2 "ut lacke! marketig
strategies. This has surel# create! a revolutio i the glo"al market2 from the age of G to
KD2 people ca easil# !o wo!erful thigs usig computer.
,h# compaies are outsourcig
There are some !efiite a!vatages to outsourcig. )otract work is ofte cheaper99
especiall# if #ou opt for off9shore !evelopmet. Tou hire people ol# for specific tasks.
Tou ca keep a!justig the si$e of #our team to fit #our curret ee!s a! "u!get.
Outsourcig creates sharehol!er value "# re!ucig costs a! commitmets to fi0e! a!
workig capital ... Seco!l#2 outsourcig helps a compa# focus o its core "usiess2
creatig a competitive a!vatage withi its i!ustr#. Other a!vatages iclu!e gaiig
access to "est9of9class capa"ilities a! acceleratig the "eefits of re9egieerig.&
Aother a!vatage outsourcig gives corporatios is a chace to get the "est jo" possi"le
from the people it hires. '# usig a thir! part#2 a compa# has more room to "e critical
of the ki! of services provi!e!. If the work is !oe i9house2 there ma# "e compa# ties
which are har! to "reak.
Outsourcig 'usiess Mo!els
Captive Di*ect
I this t#pe of "usiess mo!el2 firms setup their ow low9cost2 captive ceters offshore.
)aptive ceters re1uire a more si$a"le ivestmet to start a! larger istitutios usuall#
have the capital to make this t#pe of ivestmet. )aptive ceters ca pose a lesser risk
"ecause !e!icate! maagemet from the paret compa# is use! to !irectl# oversee the
offshore operatios. Some
firms egage! i the captive !irect "usiess mo!el are ABN Am*o. Ame*ican E4p*ess.
6ene*al Elect*ic. JP &o*1an C0ase. &ellon "inancial. #tan+a*+ C0a*te*e+. an+
Citiban/( =Some compaies i the 6S are covice! a"out the "eefits of goig
offshore a! of usig I!ia as a "ase for glo"al re1uiremets2 "ut are ot comforta"le
outsourcig to e0teral service provi!ers. These compaies prefer to set up their ow
captive uits to gai from the "eefits of offshorig.>
Joint 7ent,*e
A joit veture offshorig "usiess mo!el occurs whe a !omestic compa# parters
with a foreig compa# for share! cotrol of foreig operatios. Poit vetures have
higher risks tha the captive !irect mo!el "ecause cotrol of operatios is share! with the
foreig firm. However2 joit vetures have lower risks tha the !irect a! i!irect thir!9
part# mo!els "ecause of the a"ilit# to
e0ercise cotrol through majorit# owership2 or partial cotrol with a OD percet or less
share of owership. The law firm cosultig group Hil!e"ra!t Iteratioal ite!s to
use this "usiess mo!el as the# "egi outsourcig their support staffs to I!ia. =The joit
veture will focus o a!miistrative fuctios iclu!ig wor! processig2 recor!keepig
a! fiace a! accoutigUthe joit veture also will "e a"le to provi!e staff for legal
a! o9legal research
fuctios>
Di*ect T0i*+ Pa*ty
I the !irect thir!9part# offshorig "usiess mo!el2 the firm outsources "usiess
operatios to a thir!9part# ve!or locate! offshore. 'ecause the firm has o owership
authorit# i this "usiess mo!el2 all cotrols of the workig arragemet are limite! to
the agree! upo cotract terms with the thir!9part# ve!or. Thus2 the !irect thir!9part#
"usiess mo!el carries more risk tha the
captive !irect or joit veture mo!els. )urretl#2 firms such as 'ak of America2
.eutsche 'ak2 a! Merrill L#ch are egage! i thir!9part# cotractual arragemets
with ve!ors i I!ia. A 3ortue glo"al P) maufacturer chose to outsource their
techical support fuctio =to achieve sigificat cost savigs while improvig a!
maitaiig the 1ualit# of service !eliver# to its customers>
In+i*ect T0i*+ Pa*ty
The i!irect thir!9part# "usiess mo!el occurs whe the firm cotracts with a !omestic
!ata ve!or2 who the su"cotracts all or part of the work to a offshore compa#. .ata
ca "e set offshore at the !iscretio of the thir!9part# ve!or without otificatio to the
!omestic firm. I!irect thir!9part# has the highest risk potetial a! is su"ject to "reaches
of securit# a! privac#
rules "ecause the appropriate cotrols for customer a! "ak !ata ma# ot e0ist. *irk
Herath who is the chief privac# officer at +atiowi!e Mutual Isurace )o. states
=Programs for moitorig the privac# ha"its of #our ve!ors2 "usiess parters a!
suppl# chai compaies are ee!e!. It4s crucial to reali$e that a compa# owig the !ata
is resposi"le for it eve if a securit# "reach is associate! with a parter. As we use more
thir! parties2 vettig them a! the cotracts the# sig "ecomes more importat a! more
!ifficult&

T0e oppo*t,nities t0at o,tso,*cin1 b*in1s fo* en0ancin1 1lobal +evelopment also
comes wit0 se*io,s social conse;,ences fo* t0ose w0o wo*/ fo* fo*ei1n companies(
T0is a*ticle investi1ates call cente*s in In+ia an+ t0ei* effects on 1en+e*. i+entity.
an+ society(
,ithi the last five #ears2 the outsourcig of "usiess processes 7'PO8 has emerge! as a
importat !river of glo"ali$atio. The ew techologies of iformatio a!
commuicatios 7I)Ts8 have ea"le! eterprises to orgai$e their "usiess across
"or!ers i ew wa#s a! outsource some parts of their value chais across coutries. This
process has great ecoomic icetives i that it has helpe! eterprises achieve more
efficiec# "# keepig the iche "usiess fuctios i value9chais with themselves while
cotractig out o9core "usiess processes which results i su"statial cost re!uctio.
Therefore2 outsourcig ca "uil! a fou!atio for accelerate! ecoomic growth a!
efficiec# o a glo"al scale.
Although outsourcig possesses opportuities for ehacig glo"al !evelopmet2 it also
creates wi!e ragig political2 ecoomic2 social a! cultural issues for "oth wealthier
coutries that e0port jo"s 7outsourcig receivers8 a! poorer coutries that receive such
outsource! jo"s 7outsourcig provi!ers8. So far the preset !e"ate o the topic has "ee
mostl# a"out the emplo#met losses a! wealth creatio i the jo" e0portig coutries.
The e0perieces of coutries that receive outsource! jo"s are #et to "e a!!resse!. I this
cote0t2 the stu!# of call ceters i a outsource!9jo"9receivig coutr# like I!ia2 which
is crowe! as the outsourcig capital of the worl!2 is e0tremel# relevat.
In+ia in 6lobal O,tso,*cin1 In+,st*y
The rise of the glo"al outsourcig i!ustr# a! the importace of I!ia as a outsourcig
provi!er have "ee closel# like! sice the FMMDs. A search o outsourcig showe! ol#
FN results "etwee FMKD a! FMMD2 of which oe metio I!ia
F
. Amog GNF articles
that were fou! !urig FMMD to FMMO2 I!ia figure! i just two. Sice FMMO owar!s2 the
search resulte! i F2DDD articles per #ear o outsourcig a! the um"er of articles
figurig I!ia ha! grow !ramaticall#. 'etwee FMMO a! CDDD2 I!ia feature! i a"out
FNF articles o outsourcig. .urig CDDD9CDDO2 the figure jumpe! te9fol! to a"out F2NKF
articles.
At preset2 I!ia2 with @@ percet of the glo"al offshore outsourcig market for software
a! "ack9office services2 has stoo! as the most !omiat outsourcig !estiatio i the
worl!
C
. Its outsourcig i!ustr# geerate! reveues of 6SJFN.C "illio a! provi!e!
!irect emplo#met to F.DO millio programmers a! other skille! workers i the #ear
e!e! March CDDO. This apart2 it has geerate! i!irect emplo#met to a"out C.O millio
people i support services such as trasport a! caterig. As ma# as @DD of the 3ortue
ODD compaies either have their ow ceters i I!ia or are curretl# outsourcig work to
I!ia outsourcig firms. I!ia is projecte! to icrease its market share to OF percet "#
March CDDK. Outsourcig has ot ol# improve! livig co!itios for millios i I!ia
"ut has also helpe! jo"9e0portig coutries i wealth creatio. 3or e0ample2 the "akig
a! fiacial services sectors i the 6S are o"serve! to have ma!e savigs of 6SJK
"illio i the last four #ears "# outsourcig to I!ia
G
.
The I!ia outsourcig i!ustr# is estimate! to have "ee resposi"le for as much as LD
per cet of cost savigs ever# #ear for compaies outsourcig "ack9office work to I!ia.
The cosultig firm Mc*ise# % )o. estimate! that the cost of !evelopig a ew !rug i
the 6.S. pharmaceutical sector woul! "e re!uce! "# as much as JCDD millio2 from the
curretl# estimate! figure at "etwee JLDD millio a! JMDD millio2 if the work is
outsource! to I!ia
@
. Although the process of outsourcig is causig emplo#met losses
i the short9ru i outsourcig receiver coutries2 it will help them i movig to higher
pa#ig a! more pro!uctive jo"s i the log9ru
O
. The pheomeo of outsourcig is
sprea!ig fast to ew areas like automo"ile compoets a! cliical research. Although it
"ega with low9skille! activit# such as aswerig routie telephoe 1ueries from
customers o "ak accout "alaces2 airlie a! hotel reservatios2 complaits a! other
sales support services2 services have ow e0pa!e! to cover a wi!e rage of high9e!
'PO area like telemarketig2 market research2 "illig a! collectio2 purchasig a!
!is"ursemet2 or!er etr#2 cash a! ivestmet maagemet2 ta0 compliace2 iteral
au!it2 pa# roll2 etc. Legal case research2 me!ical research testig a! fiacial aal#ses
are ow emergig as importat compoets of high9e! outsourcig
L
.
In+ian Call Cente*
Although outsourcig is ow "roa!9"ase! i terms of ew areas2 I!ia 4s emergece as
the worl! lea!er i outsourcig has "ee mail# le! "# iformatio a!
telecommuicatio techolog#9"ase! offshorig services i the form of call ceters 7See
'o0 F for the case of a t#pical call cetre8. 3rom CDDC to CDDG2 the 'PO i!ustr#
geerate! more tha FND thousa! !irect emplo#met opportuities a! reveue worth
Rs.FFGDDD millio of which the largest share of reveue a! emplo#met was geerate!
i the customer care services such as )all )eters accoutig for GK percet of the
emplo#met a! reveue share of GO percet. I!ia4s success i "uil!ig iteratioal call
ceters a! cotiuousl# movig up the value chai is cruciall# !epe!et upo four
factors; favora"le time $oes2 1ualit# ifrastructure a! skills i iformatio techolog#
7IT8 a! telecommuicatio2 laguage skills of its -glish speakig populatio2 a!
strategic govermet polic#. The geographical locatio of I!ia is such that the time
!ifferetial "etwee I!ia a! some time $oes i the 6.S. is appro0imatel# twelve hours
which makes rou! the9clock work possi"le for firms i the 6.S. The 1ualit# of
telecommuicatios ifrastructure i I!ia has "ee improvig !ramaticall# over the
#ears. ,ith over GO2DCG telephoe e0chages with a capacit# of over GK.L millio fi0e!
lie coectios a! L.@ millio cellular mo"ile phoes2 I!ia host oe of the largest
telecom etworks i Asia. The fi0e! lie a! cellular etworks are growig at a aual
rate of CF a! KD percet respectivel#
N
. This has improve! I!ia 4s cross9coutr# rakig
from F@ th positio i the worl! i FMMO to N th i CDDF i terms of the si$e of mai
telephoe lies i operatio
K
. Aother !rivig factor "ehi! I!ia 4s high9e! call cetre
activities is the availa"ilit# of a pool of IT a! techical mapower. I!ia has "uilt a
large um"er of istitutios ehacig techical2 egieerig a! IT skills. It has a"out
F2CND techical 7egieerig2 techolog# a! Master of )omputer Applicatios 7M)A8
colleges churig out a skille! mapower of two hu!re! thousa! per #ear2 GC percet
of which are i IT courses. I a!!itio2 speciali$e! istitutios like the I!ia Istitute of
Techolog#2 I!ia Istitute of Iformatio Techolog#2 a! I!ia Istitute of Sciece2
have #earl# stu!et itake of earl# N2DDD2 of which arou! F2CDD is i IT courses. The
private iitiatives i computer e!ucatio le! "# eterprises such as +atioal Istitute of
Iformatio Techolog# 7+IIT82 Aptech2 I)-2 a! I)S2 are also impressive.
Accor!ig to the iterim report of the Task 3orce o HR. i IT2 the o9formal sector
has a su"statial capacit# of five hu!re! thousa! a! is growig at a rate of CD percet.
It is pre!icte! that more tha two hu!re! thousa! post9gra!uates 7iclu!ig M)A4s82
seve hu!re! thousa! gra!uates a! N.O hu!re! thousa! !iploma hol!ers i IT a!
relate! areas woul! "e a!!e! to the I!ia s#stem "# CDDK
M
. 'esi!e these techical a!
IT skills2 I!ia has the strategic a!vatage of laguage as its gra!uates speak -glish
ulike those i coutries such as )hia.
/overmet polic# has also pla#e! a facilitatig role i the emergece of I!ia call
ceters as glo"al pla#ers. The implemetatio of ecoomic li"erali$atio coverig tra!e
a! ivestmet a! techolog# policies !urig FMMD4s has "ee the most crucial.
Re!uctio i the import tariffs o techolog# e1uipmet2 !eregulatio of the
telecommuicatios sector2 a! polic# iitiatives to re!uce the cost of "roa!"a! access
have pla#e! a importat role. It is impressive that i just si0 #ears I!ia 4s
telecommuicatio costs came !ow "# MN percet2 creatig a cost9efficiet a! high9
1ualit# telecommuicatio etwork
FD
.
In+ian Call Cente*s! #ocial an+ C,lt,*al Effects
The treme!ous growth of I!ia call ceters i the last few #ears has geerate!
cosi!era"le social a! cultural !evelopmets i I!ia societ#. 'oth positive a!
egative impacts of outsourcig are !iscera"le across !ifferet aspects of I!ia social
a! cultural life2 iclu!ig laguage2 i!etit#2 ge!er2 a! the emergece of wester
lifest#le.
%ender and &amily
I)T has create! ew a! coveiet forms of work for wome as this techolog# allows
work to "e "rought home2 a! hece provi!es "etter accommo!atio of work a! famil#.
Iteratioall# outsource! jo"s make a !ifferece i the career paths of the wome
workers i the I)T sector. I I!ia4s patriarchal societ#2 the emergece of call ceters is
othig less tha a social reform movemet as far as ecoomic2 social a! cultural
empowermet of wome is cocere!. )all ceters ofte prefer hirig wome as the# are
see to "e more har!9workig2 patiet2 attetive2 lo#al2 less aggressive2 a! have "etter
iterpersoal a! aal#tical skills tha me. Thus2 a "oomig call ceter i!ustr# has
provi!e! emplo#met to thousa!s of #oug wome i ur"a locatios2 earig salaries
that are ver# goo! "# I!ia sta!ar!s. 6r"a wome2 who otherwise might have
remaie! uemplo#e! a! have marrie! off #oug after gra!uatig from colleges2 are
ow "eig see as assets to their famil#. ,ome emplo#e! i call ceters are o loger
"ou! "# the tra!itioal patters of famil# cotrol over !aughters
FF
. 3iacial
i!epe!ece provi!e! "# emplo#met i call ceters has empowere! wome to "e
assertive a! i!epe!et i their outlook2 attitu!e2 a! career choice. The ge!er9eutral
a! iteratioal workig atmosphere i call ceters have the potetial to further female
empowermet.
Although call ceters have 1uickl# chage! wome4s status i the famil#2 the# are slow
i improvig their social status
FC
. -mplo#met i call ceters for wome is still
cosi!ere! to "e less !igifie! work !ue to o!! workig hours such as ight shifts2 a! is
also se0uall# stigmati$e!. However2 the image of call ceters costatl# "eig projecte!
as wome9frie!l#2 the pursuace of the polic# of $ero tolerace for se0ual harassmet i
the work place2 a! trasportatio facilities for pickig a! !roppig at home have all
gra!uall# she! the ur"a mi!!le class4s ihi"itios i sa#ig that their !aughters are
workig i call ceters.
Research suggests that !espite the improvemet of workig co!itios i the sector2 there
is tra!itioal ge!er !ivi!e i the &ew ecoom#& is persistet a! wi!eig. Patters of
ge!er segregatio i the ol! ecoom# ca "e repro!uce! i the ew ecoom#2 !espite its
great potetial to provi!e "ias free emplo#met opportuities. /e!er segregatio is still
at pla# whe me are a"le to appropriate the high9skille!2 high9pai! jo"s while wome
have to "e cotet with low pai!2 less skille! work
FG
.
I a recet surve#2 however2 A"raham 7CDDO8 has fou! that wome hol! almost e1ual
positios to those of me i terms of resposi"ilities hel!. Surve# results show that most
wome workers 7earl# MF percet8 felt that there was o !iscrimiatio i the workplace
i terms of resposi"ilities etruste! to them 7Ta"le C8. 'ut @G percet of them were
usure whether the# were "eig !iscrimiate! o pa# scales i compariso to their male
couterpart. This coul! "e mail# !ue to the i!ivi!uali$e! ature of wage fi0atio i the
i!ustr# where salar# iformatio is closel# guar!e!. The iformatio ecoom# has
ecourage!2 more tha a# other sector2 wome to joi the workforce. 'ut a majorit# of
wome 7LF percet8 i the surve# felt that the IT i!ustr# !i! ot ecessaril# provi!e
"etter opportuities for wome workers i compariso to other i!ustries. Also2 more
tha oe9fourth of the wome respo!ets agree! with the view that clim"ig up the jo"
hierarch# i the firm is more !ifficult for them tha for me. ,hile there !oes ot seem
to "e a# overt ge!ere! policies a! practices i the i!ustr#2 there are su"tle "iases that
hi!er wome from makig professioal a!vacemet i the i!ustr#.
Outsource! jo"s provi!e the possi"ilit# of fle0i"ilit# i locatio a! time a! allow the
workers to work from other tha a office. ,ork ca "e carrie! out at home a!
complete! at oe4s coveiece. This makes it i!eal for wome workers who wat to
pursue with their careers eve whe societal a! familial pressures woul! wat them to
"e cofie! to their homes. 'ut there ca "e a opposig sceario as well. The risig
itesit# of work o the jo" is oe matter? for ma#2 work is ot left "ehi! at the
workplace after work hours.
The familial roles of male a! female also get restructure! !ue to the !istorte! "ou!ar#
"etwee work a! leisure. 3or e0ample2 stu!ies have show a te!ec#2 particularl# for
male workers2 to use electroic techolog# as a meas of cotiuig their separatio from
the famil# while spe!ig time at home. Me te! to work i a separate room at home2
while for wome2 telework a! !omestic work are more likel# to "e fuse!. The et result
of the !evelopmet of teleworkig ma# thus "e to reiforce ge!er !ivisios withi the
househol!2 with me workig i isolatio from the famil# eve !urig ormal leisure
hours2 a! wome workig i more itegrate! wa#s2 spaig famil# a! work activities
eve !urig workig hours. Moreover2 me seem to "e more a"le to com"ie telework
with cotiue! ivolvemet i a orgai$atio2 potetiall# o"taiig the "est of "oth
worl!s2 while wome are more likel# to "e ol# teleworkers2 with all the pro"lems of
isolatio that this ma# ivolve
F@
.
'ulture
Outsourcig "ase! o call ceters comes with a package of cultural a! value s#stems
associate! with wester culture. Oe ca argue that call ceters are pivotal i "ri!gig the
cultural gap "etwee the 4-ast4 a! the 4,est4. As I!ia call ceters serve mail#
customers from wester coutries2 their emplo#ees are provi!e! with opportuities a!
traiig i u!ersta!ig the culture2 accet2 a! customs e0istig i the outsourcig
receivig coutries. I this wa#2 call ceters have "ee crucial i provi!ig millios of
I!ia #outh workig i call ceters more e0posure to the wester culture. This gives
them a !ifferet perspective a"out wester wa# of life. Seco!l#2 I!ia call ceters are
emergig as a attractive !estiatio for jo"s opportuities for foreig laguage
professioals
FO
. A large um"er of foreigers are also workig i the i!ustr# si!e "# si!e
the local I!ia #outh. It is estimate! that the call ceter i!ustr# curretl# emplo#s
"etwee CD2DDD to GD2DDD e0patriates a! its potetial !ema! for foreig professioals is
estimate! to "e over FLD2DDD. This reverse "rai !rai where people from the 6* a! 6S
are comig to work i I!ia woul! provi!e a co!uit for east9west e0chage.
Multiple (ersonality !isorder and other psychiatric problems
The cultural impact of outsourcig is ot as ros# as !escri"e! a"ove. )all ceters have a
profou! impact o the cultural a! social "ehavioral patters of #oug I!ia people
a! their families. Ma# call ceter workers are recostructe! i terms of wester
culture2 accet2 laguage2 a! i!etit# 7i.e. wester pseu!o#ms8 !urig their te to
twelve hours log work i the o!! work shift. At the i!ivi!ual level2 this creates a
pro"lem calle! Multiple Persoalit# .isor!er. The same perso is !ivi!e! "etwee
Sulochaa a! Sall#2 *rishamurth# a! )hris2 Sahaa a! Sa2 Hari a! Harr#2 etc.
FL
.
The remakig of Sulochaa ito Sall# i the image of their customers4 re1uiremets
etails severe persoalit# costs2 as a perso4s ame is ver# importat to his or her i!etit#2
self9respect2 a! cofi!ece. 6sig a !ifferet ame2 cop#ig a foreig accet2 a!
a!optig a alie persoa for a prologe! perio! of time ca have egative impact o the
persoalit# of large um"er of #oug people a! whe the perso starts ejo#ig the
"eefits of his other self it ca eve lea! to a Multiple Persoalit# .isor!er. ,orkers
ejo#e! the e0periece of "eig aother perso a! makig calls as the# felt that whe
there are call failures a! a"usive calls2 it is their professioal i!etit# that is "eig
traumati$e! while their persoal i!etit# still remais itact. A call ceter worker sai!2 &If
we get screame! at2 a! we get a lot of that2 the#4re screamig at Sall# a! ot
Sulochaa&
FN
.
A risig um"er of I!ia call cetre a! software workers are complaiig of stress2
paic attacks2 !epressio2 relatioship trou"les2 alcoholism a! eatig !isor!ers. To 1uote
from the stu!# !oe "# *al#ai Meo of female workers i I!ia call ceters; &)all
)etre /irls& have o social lifeVi!ee!2 the# are har!l# a"le to e0chage more tha a
few wor!s with their families2 far less spe! time with frie!s o workig !a#s. O !a#s
off2 most of them !o ot eve rea! the ewspaper or watch a#thig more tha mi!less
programmes o TW. Ma# of them show s#mptoms of "ipolar !isor!er with goig to
work each !a# as the &high&Vwhe the# are at home2 the# are listless2 "a!9tempere! a!
!epresse!&
FK
.
-ve while stress a! "urout are severel# !e"ilitatig the workers i the sector2 the# are
force! to live with it. Most ofte2 workers !o ot relate their pro"lems outsi!e the famil#
as it woul! "e cosi!ere! a sig of weakess i persoalit#. 'ut more importatl#2 it
coul! eve put their emplo#met i jeopar!#. Ofte firms too treat these pro"lems as the
worker4s i!ivi!ual pro"lem2 though of late some upmarket IT-S firms2 such as -EL
Services are provi!ig ps#chiatric me!ical support to the workers i the firm itself.
Racial an+ C,lt,*al Ab,se
-ve whe the call ceter emplo#ees are workig for wealth creatio i !evelope!
coutries the# are "eig costatl# attacke! with racial a! cultural a"use from these
coutries. The ver# outsourcig that ispires a large #outh populatio of a coutr# to
a!opt the wester culture a! lifest#le is "egiig to re!er them culturall# rootless.
The# are "eig la"ele! as 4terrorists42 4raciall# iferior42 etc.2 ultimatel# !eepl# affectig
them ps#chologicall# a! culturall#. .ue to the emplo#met losses2 outsourcig has
geerate! a lot of resetmet i the coutries receivig outsourcig. &*i!er2 kei
I!erH&2 a sloga popular with /erma agitators roughl# traslate! meas2 &The solutio
to la"our shortages is more chil!re2 ot more I!ias&
FM
. This has resulte! i call ceter
workers i I!ia icreasigl# "ecomig victim to hate calls "# overseas customers that
iclu!e ru!eess2 racial a! cultural a"use a! se0ual harassmet. 'ut emplo#met loss
is ot the ol# cause for resetmet. Some callers see this as a opportuit# to air out
their veom agaist terrorist attacks i their coutries. Reports tell that the um"er of
a"usive calls to I!ia call ceters reache! a all time high after the terror attacks i the
6S a! 6*. A call cetre e0ecutive relate! a harrowig e0periece2 &This la!# kept
isistig that we I!ias were the terrorists who were spoilig their coutr#4s peace. I ha!
to "ite m# togue2 i or!er to ot "last her right "ack&
CD
.
'ut most ofte2 the a"usive calls ha! pure racist overtoes. I ma# cases oce the cliet
i!etifie! the I!ia voice o the phoe from their accet the# woul! spew vitriolic
commets. A .elhi "ase! call cetre e0ecutive was 1uote! sa#ig2 &People woul! sa#
4Tou4re a Paki2 I !o4t wat to talk to #ou2 pass me o to someoe who ca speak m#
laguage4&
CF
. Aother call ceter e0ecutive was at the receivig e! whe the cliet sai!2
&'ack off2 Paki2 a! !o4t call me agai&
CC
.
,e" sites have sprug up i the 6S specificall# to cater to phoe a"users with phoe
um"ers of I!ia call ceters a! Hi!i swear wor!s. These stress factors geerate! "#
cliets4 ru!e a! a"usive "ehavior are triggerig call ceter emplo#ees to 1uit their jo"s
a! is affectig their ormal social "ehaviors. Ma# firms are face! with the ufortuate
prospect of high attritio rates !ue to the ps#cho9social costs to the emplo#ee. To cut
!ow tur over rates2 ma# firms have starte! couselig classes for their emplo#ees to
!eal with irate callers.
#ocial Division
Perhaps the most importat egative impact that call ceters have geerate! is the wi!e9
ragig social !ivisio withi famil# a! outsi!e. 3irst2 call ceters are cotri"utig to
creatig a categor# of mi!!le9class #outh who are slowl# "eig culturall# alieate! from
the rest of the crow! i the ur"a area. The ew workig ha"its a! patters of lifest#les2
like workig i the ight2 smokig2 !rikig2 a! pu" culture2 are i complete cotrast to
the wa#s of livig together2 value s#stems2 tra!itios a! "eliefs still urture! "# the
ur"a mi!!le9class. These #oug people have little time to spare for their famil#
mem"ers2 relatives or frie!s !ue to a log !uratio of work estimate! to "e somewhere
"etwee te a! twelve9hours per !a#. The fear of someoe alwa#s waitig to take his or
her jo" makes it ecessar# to work har!. As the# ear more tha their parets ever !i!2
fiace is ot a pro"lem for them as the# a!opt the lifest#le that the# prete! to represet
i the call ceters. These issues are creatig famil# a! social tesios i the ur"a area.
Alarmigl#2 the well9pa#ig jo" i the call ceter is wi!eig the social a! ecoomic
!ivisios "etwee a "oomig mi!!le class a! a impoverishe! class of ur"a poor. I!ia
is !efiitel# 4shiig4 for I!ia mi!!le9class #oug me a! wome who have all the
thigs that their parets coul! ot have !reamt of "u#ig i their lifetime 5 cars2
televisios2 computers2 cell phoes2 wester clothes2 etc. A growig um"er of shoppig
malls2 coffee shops a! ightclu"s for the ew richer I!ia ur"a mi!!leclass are fast
chagig the I!ia ur"a la!scape. O the other ha!2 the ever9growig ur"a poor2
survivig i slums2 are "eig cotiuousl# pushe! ito !arkess "# slum !emolitio
!rives2 eglecte! i saitatio2 power2 a! water. The resources of these eglecte! areas
are "eig !iverte! to trasform 'agalore2 .elhi2 Mum"ai2 H#!era"a!2 )heai2 a!
other I!ia mega9cities ito the ew glo"al ceters of "ack9office work. I CDDC more
tha KD percet of the 'PO4s were locate! withi these mega9cities a! cocetratio has
ol# "ee icreasig 7Ta"le G8. The millios of I!ia4s ur"a poor a! those livig i
rural I!ia2 who !o ot have access to "asic e!ucatio a! miimum social ifrastructure2
are the oes who are pa#ig for the costs of !evelopig this worl! class ifrastructure2
thus wi!eig the class a! regioal !isparit# i livig sta!ar!s.
#,stainability of Call Cente*s an+ Potential #ocial Effects
Although the sustaia"ilit# of the ogoig 'PO "oom appears to "e positive for I!ia2
the future of call ceters that are at the lower e!9 'PO value chai is goig to "e tough.
As I!ia is rapi!l# movig up the value chai2 the share of call ceters has "ee re!uce!
to just a"out FO percet of the I!ia 'PO i!ustr# i CDDO. High9e! outsourcig such
as legal case research2 me!ical research testig a! fiacial aal#sis ow costitutes as
much as KO percet of all 'PO work !oe i I!ia
CG
. As the call ceters trasform
themselves ito lowskille! jo"s2 !etermie! "# cost effectiveess2 the iteratioal
competitio for outsourcig will "e itese i the log ru2 with coutries like the
Philippies2 )hia2 a! Mala#sia competig with I!ia.
As soo as I!ia starts losig its competitive a!vatage i call ceter work !ue to
competig coutries overcomig the laguage "arriers2 it will affect millios of #oug
people who have take up call ceter work as their careers. Most of these call ceter
emplo#ees2 who have give up other career optios at a #oug age to ear heft# salaries2
will "e the first to throw out of emplo#met. The# either possess the ecessar# skills to
"e emplo#e! i the high9e! 'PO sector or the skills to get other professioal work.
,orkig i call ceters for five #ears or so2 just aswerig or makig a phoe call2 makes
these #oug people uskille! for emplo#met i a# other sector. The# will "e the worst
affecte! categor# i the la"our markets. I such a sceario2 the social "eefits of short9
ru emplo#met opportuities ma!e availa"le "# call ceters are likel# to have a ver#
high social cost i the log9ru2 creatig high uemplo#met i certai sectors a! other
relate! social pro"lems.
The a"ove argumets show outsourcig4s effect o output a! efficiec# i &outsourcig
receivig coutries& a! its effect o culture a! societ# i &outsourcig provi!er
coutries&. The stake is e1uall# high for people from "oth outsourcig receivig a!
provi!er coutries. It ma0imi$es pro!uctivit# i !evelope! coutries at the cost of
emplo#met. Although it creates emplo#met i !evelopig coutries2 it also has serious
social a! cultural repercussios. I!ias ma# "e cotet with their ew glo"al positio
as the outsourcig capital the worl!. However2 their emplo#met opportuities a!
satisfactio ma# "e more trasitor# tha log lastig. This is especiall# true i the case of
call ceters2 where glo"al competitio is "ecomig itese. I this cote0t2 the
pheomeo of outsourcig ee!s to "e u!erstoo! with a holistic perspective.
The positive aspects of outsourcig2 like wealth creatio2 empowerig wome2 a!
"ri!gig the cultural gap2 ca "e stregthee! through suita"le pu"lic policies. The
people i outsourcig receivig coutries shoul! ot alwa#s see outsourcig as :stole
jo"s4. The# shoul! reali$e that it is i their ow iterest. The outsourcig9le! risig 6S
ecoom# clearl# ma# create more emplo#met opportuities for them. ,ithout
outsourcig the 6S compaies will loose their glo"al market share2 which i tur ma#
restrict emplo#met9geeratig capacit# of the ecoom#. Their appreciatio of the role of
call cetre emplo#ees i !evelopig coutries ca go a log wa# i "ri!gig the west9east
gap i culture a! civili$atios. The ur"a #outh populatio i outsourcig provi!ig
coutries like I!ia shoul! also reali$e that call ceters ma# ot "e a logterm career
optio. The# have to e0ercise cautio i the wa# of life that the# choose. Otherwise2 the
social a! cultural cost of call ceters is likel# to outweigh the trasitor# "eefits "rought
"# it.
The we"site Alja$eera.com reveale! this cost of outsourcig !e0terousl# as follows; &The
call ceters create ew forms of social !ivisio2 separatig these recostructe! #oug
a!ults from the rest of societ#. The eas# mi0ig !oes4t e0te! to the lower castes2 the
poor2 or the majorit# who speaks ol# Kannada
C@
a! have o kowle!ge of -glish. It
reiforces social gulfs2 alieatig people from their tra!itios2 without offerig them a#
place i the values the# have to simulate i or!er to ease the lives of !istat cosumers
the# will ever meet.
I!ia2 accor!ig to the prophets of glo"alism2 is to "ecome the "ack office of the worl!.
The ecoomic "eefits are ol# too clear2 "ut these etail social costs. The loss of jo"s to
rich coutries is small compare! to the cultural h#"ri!i$atio of hu!re!s of thousa!s of
#oug I!ias&
CO
. It is !ifficult to apprehe! how far I!ia societ#2 oe that has
historicall# assimilate! !ifferet cultures of the worl!2 will "e affecte! "# the ew wave
of cultural a! value s#stems uleashe! "# the process of outsourcig. However2 the
wi!eig gap "etwee !ifferet segmets of societ#2 segregate! "# icome2 regio2
ge!er2 a! class2 is !efiitel# a matter of cocer.
O,tso,*cin1 C0allen1es In In+ia
Tou have ma!e the !ecisio to outsource. After careful strategic plaig a! review of
the pros a! cos of each sceario #ou have chose either a thir! part# outsource
compa# or set up #our ow facilit# i I!ia. Tou have iveste! time2 resources
7iclu!ig people8 a! have a few ke# e0ecutives to maage the operatio2 o the grou!.
These people are ow resposi"le for maagig the operatioal challeges i I!ia. Tou
!iscover the work has just starte!. The top five i9coutr# challeges that ee! to "e
maage! are;
Effectively *ec*,itin1 a wo*/ fo*ce! I!ia has the largest -glish speakig pool
of professioal talet i the worl!.This is what attracte! #our orgaisatio alog
with ma# others to I!ia. Oce here #ou !iscover that the huge growth i the
'usiess Process Outsourcig 7'PO8 i!ustr# has create! its ow ui1ue "le! of
recruitmet challeges. Mc*ise# )osultig estimates that the 'PO a! IT
-a"le! Services 7IT-S8 i!ustr# will create @ millio jo"s "# CDDK. A
orgaisatio will ee! to have cosi!era"le outreach activities to reach a potetial
talet pool.
T0e selection p*ocess! Is more comple0 tha that of the home coutr#. It is
estimate! that for a voice9"ase! process2 a orgaisatio will ee! to scree at
least CD ca!i!ates to "e a"le to recruit F7CD;F8. This um"er is icreasig a! it
is estimate! that soo #ou will have to use the OD;F formula for recruitmet. The
major cities like 'agalore2 Mum"ai a! .elhi have a e0tremel# competitive
recruitmet market which re1uires that2 as a orgaisatio2 #ou will have to
sprea! #our recruitmet wigs atioall# ito other cities.
T*ainin1 investment! 'alacig the ee!s for a traie! workforce with that of a
1uick o9floor time is a challege for most "usiesses. This is especiall# true
whe ma# of the IT-SI'PO compaies have create! huge e0pectatios i terms
of ramp9up of people a! processes. A lot of traiig te!s to "e cae! off the
shelf programmes ofte outsource! to ma# traiig istitutes. The !egree of
customisatio i the sta!ar! three week =voiceIaccet> program te!s to low.
This ofte lea!s to a!!itioal ivestmet i re9traiig a! o9 the9floor traiig
ee!s. Ma# of these cae! programs !o ot a!!ress the !eeper cultural issues
that impact cross cultural commuicatio. )ompaies ee! to focus o "uil!ig
parterships with traiig ve!ors a! o customisig the culture2 voice a!
accet traiig to their specific ee!s. Lookig at the skill sets of facult# use! is
also critical.
&ana1in1 Retention! Attritio levels i the IT-SI'PO compaies rage from
FOS9LDS per #ear. The average attritio level for a voice9"ase! call ceter is
@DS. This presets huge challeges i workforce maagemet. Attritio factors
rage from i!ustr# !rop outs to jo" hutig? some of it ca "e attri"ute! to the
h#pe i I!ia a"out the glamour of workig i a IT-SI'PO eviromet. Ma#
#oug agets leave the i!ustr# after !iscoverig the mootoous ature of the
work2 a! the ph#sical toll of workig i a ight9shift eviromet. It is importat
for compaies to set a! maage realistic e0pectatios a! to provi!e support
services to the workforce. Ma# compaies have also ot "ee a"le to create
articulate a visio a! culture that is ecessar# to keep the workforce motivate!
a! eergi$e!.
&aintainin1 c,stome* satisfaction'se*vice levels! )ompaies "rig with them
esta"lishe! processes a! sta!ar!s of measurig customer satisfactio levels.
There are "echmarks that ee! to "e maitaie!. Tou will !iscover that gettig
to these "echmark levels ma# take loger the aticipate!. Tou will ee! to
istitute effective call moitorig2 call escalatio a! call ha!lig processes. A
effective process i I!ia will also esure that the measuremet process is
trasparet to the I!ia workforce a! that agetsIreps i I!ia hear the
!iffereces i goo! calls vs. "a! oes o a regular "asis. Remem"er to "uil!
reasoa"le e0pectatios of time ito #our I!ia cetre i or!er to achieve the
same or e0cee! the levels of customer satisfactio of #our other ceters.
Inf*ast*,ct,*e an+ Lo1istics! I!ia presets some ui1ue challeges for a
'POIIT-S i terms of ifrastructure a! logistics operatios. Power a!
coectivit# are first a! foremost the most critical compoets. Tou will ee! to
esure FDDS power "ackup usig a com"iatio of 6PS a!
/eerators. .ataIvoice coectivit# also presets the same challege. Ma#
compaies have !iscovere! to their peril2 the !agers of startig with lower
"a!wi!th2 a! the the time a! !ifficulties face! i tr#ig to icrease it 1uickl#.
-sure that #ou factor i #our growth potetial ito to!a#(s "a!wi!th
re1uiremets.
Other logistics issues are trasportatio2 foo!2 services etc. Tou will !iscover that
la"our laws re1uire orgaisatios to provi!e home9office9home escorte! trasport
for all wome emplo#ees who will ee! to work after FF pm. This is ofte
e0te!e! to all emplo#ees "ecause of the travel logistics i I!ia

JOB #ATI#"ACTION
I+TRO.6)TIO+
Huma Resource is cosi!ere! to "e the most valua"le asset i a# orgai$atio. It is the
sum total of iheret a"ilities2 ac1uire! kowle!ge a! skills represete! "# the talets
a! aptitu!es of the emplo#e! persos who comprise e0ecutives 2 supervisors2 a! the
rak a! file emplo#ees. It ma# "e ote! here that huma resources shoul! "e utili$e! to
the ma0imum possi"le e0tet 2 i or!er to achieve i!ivi!ual a! orgai$atioal goals . It
is thus the emplo#ee(s performace wich ultimatel# !eci!es a! attaimet of goals .
However2 the emplo#ee performace is to a large e0tet2 ifluece! "# motivatio a!
jo" satisfactio.
Meaig of jo" satisfactio
Po" satisfactio refers to a perso2s feelig of satisfactio o the jo"2 which acta
as a motivtio to work . it is ot the self 5stisfactio 2happiess or self9cotetmet "ut
the satisfactio o the jo".
The term relates to the total relatioship "etwee a i!ivi!ual a! the emplo#er for
which he is pai!. Satisfactio !oes mea the simple feelig state accompa#ig the
attaimet "# a impulse of its o"jective. Po" !issatisfactio !oes mea a"sece of
motivatio at work. Research workers !ifferetl# !escri"e! the factors cotri"utig to the
jo" satisfactio a! jo" !issatisfactio. Hoppock !escri"es jo" satisfactio as2a#
com"iatio of ps#chological2ph#siological a! evirometal circumstaces that cause
a! perso truthfull# to sa# I am satisfie! with m# jo".
Po" satisfactio is !efie! as the2 pleasura"le emotioa"le state resultig from the
appraisal of oe(s jo" as achievig or facilitatig the achievemet of oe(s jo" values.I
cotrast jo" !issatisfactio is !efie! as2 the upleasura"le emotioal state resultig from
the appraisal of oe(s jo" as frustratig or "lockig the attaimet of oe(s jo" values or
as etailig !isvalues. However satisfactio a! !issatisfactio "oth were see as a
fuctio of the perceive! relatioship "etwee what o perceives it as offerig or
etailig.
Theories Of Po" Satisfactio
There are vital !iffereces amog e0perts a"out the cocept of jo" satisfactio. 'asicall#
there are four approachesItheories of jo" satisfactio;
The# are;
3ulfilmet theor#
.iscrepac# theor#
-1uit# theor#
Two9factor theor#
"5L"IL&ENT T)EOR<!
The propoets of this theor# measures satisfactio i terms
i terms of rewar!s a perso receives or the e0tet to which his ee!s are satisfie!.
3urther the# thought there that there is a !irect Ipositive relatioship "etwee jo"
satisfactio a! the actual satisfactio of the e0pecte! ee!s. The mai !ifficult# i this
approach is that jo" satisfactio as o"serve! "# willig2 is ot ol# a fuctio of what
aperso receives "ut also what he feels he shoul! receive as there woul! "e cosi!era"le
!ifferece i the actuals a! e0pectatios of persos. Thus2 jo" satisfactio caot "e
regar!e! as merrel# a fuctio of how much a perso receives from his jo". Aother
importat factorIvaria"le that shoul! "e iclu!e to pre!ict jo" satisfactio accuratel# is
the stregth of the i!ivi!uals !esire of his level of aspiratio i a particular area. This
lea! to the !evelopmet of the !iscrepac#9theor# of jo" satisfactio.
DI#CRIPANC< T)EOR<!
The propoets of this theor# argue that satisfactio is the
fuctio of what a perso actuall# receives from his jo" situatio a! what he thiks he
shoul! receive or what he e0pects to receive. ,he the actual satisfactio !erive! is less
tha e0pecte! satisfactio2 it results i !issatisfactio. As !iscusse! earlier2 that jo"
satisfactio a! !issatisfactio are fuctios of the perceive! relatioship "etwee what
oe wats from oe(s jo" a! what oe perceives it is offerig. This approach !oes ot
make it clear whether or ot over satisfactio is a part of !issatisfactio a! if so 2 how
!ies it !iffer from !issatisfactio. This le! to the !evelopmet of e1uit# theor# of jo"
satisfactio.
E=5IT< T)EOR<!
The propoets of this theor# are of the view that a perso(s
satisfactio is !etermie! "# his perceive! e1uit#2 which i tur is !etermie! "# his
iput9output "alace compare! to his compariso of others iput9output "alace. Iput9
Output "alace is the perceive! ratio of what a perso receives from his jo" relative to
what he cotri"utes to the jo". This theor# is of the view that "oth u!er the over rewar!s
lea! to !issatisfactio while the u!er rewar! )auses the feelig of ufair treatmet2 over
rewar! lea!s to feeligs of guilt a! !iscomfort.
T$O-"ACTOR T)EOR<!
As !iscusse! earlier He$"erg2 Mauser2 Peterso a!
)apwell who i!etifie! certai factors as satisfiers a! !issatisfiers. 3actors such as
achievemet2 recogitio2 resposi"ilit# etc. are satisfiers the presece of which causes
satisfactio their a"sece !oes ot result i !issatisfactio. O the other ha!2 factors
such as supervisio2 salar#2 workig co!itios etc2 are !issatisfiers2the a"sece of which
causes !issatisfactio. Their presece however !oes ot result i jo" satisfactio. The
stu!ies !esige! to test their theor# faile! to give a# support to this theor#2 as it seems
that a perso ca get "oth satisfactio a! !issatisfactio at the same time 2 which is ot
vali!.
Po" satisfactio refers to a i!ivi!ual(s geeral attitu!e towar! his or her jo". Accor!ig
to Locke 7FMNL82 jo" satisfactio is a pleasura"le or positive emotioal state resultig
from the appraisal of oe(s jo" a! jo" e0perieces. As Ro""is 7FMMG8 put it2 whe
people speak of emplo#ee attitu!es2 the# ofte mea jo" satisfactio. Po" satisfactio2
like a# attitu!e2 is geerall# ac1uire! over a perio! of time as a emplo#ee gais more
a! more iformatio a"out the workplace.
To measure jo" satisfactio2 oe usuall# i!etifies ke# elemets i a jo" a! asks for the
emplo#ee(s feelig a"out each. 3or e0ample2 Po" .escriptive I!e0 7P.I8 7Smith2
*e!all2 % Huli2 FMLM8 a! Miesota Satisfactio Xuestioaire 7MSX8 7,eiss2
.awis2 -gla!2 % Lof1uist2 FMLN8 are two wi!el# use! istrumets2 which measure five
importat factors co!ucive to jo" satisfactio; metall# challegig work2 e1uita"le
rewar!s2 opportuities for promotio2 supportive workig co!itios2 a! supportive
colleagues. However2 some other jo" facets such as jo" securit# a! career opportuities
ma# "e importat a! shoul! "e also cosi!ere! 7Huo2 Sakao2 Tsai % Wo /liow2
FMMO8.
Po" satisfactio relate! to a um"er of varia"les iclu!ig orgai$atio structural
characteristics such as hierarch#2 si$e2 a! cetrali$atio 7Porter % Lawler2 FMLO? 'erger
% )ummigs2 FMMD8 a! jo" characteristics such as skill variet#2 task sigificace2 task
i!etit#2 autoom#2 a! fee!"ack 7Hackma % Ol!ham2 FMNO % FMNL8.
Po" satisfactio is a importat criterio for the success of a orgai$atio. It is closel#
associate! with jo" tur over a! life satisfactio. Po" satisfactio is !efie! i various
cote0t "# various authors .
Accor!ig to Locke 7FMNL82 jo" satisfactio is a emotioal reactio that &results from
the perceptio that oe4s jo" fulfills or allows the fulfillmet of oe4s importat jo"
values2 provi!ig a! to the !egree that those values are cogruet with oe4s ee!s&.
Huma ee!s are su"jecte! to costat chage "ut the jo" values are relativel# more
sta"le. Some oe who is satisfie! with hisIher jo" ma# ot e0periece the same emotio
if there is a chage i hisIher ee!s. Most authors state jo" satisfactio as resultig from
the fulfillmet of ee!s through the activities oe performs at oe4s jo" a! from the
cote0t i which the work is performe!. It is ver# har! to fulfill oe4s ee! as it keeps
chagig 1uite ofte. Ilge7FMNF8 a! Mc3arli a! Rice 7FMMC82 coceive of jo"
satisfactio as resultig from the si$e of the !iscrepac# that oe perceive!2 if
a#2 "etwee what he e0pects to receive from his work a! what he perceives he is
receivig.
Pi!er 7FMMN8 suggests that the satisfactio results from at least three geeral t#pes of
perceptios.
3irst2 the perso must see that there is a positive icremet i the level of !esire!
outcomes heIshe receives.
Seco!2 the shorter the perio! over which the improvemet occurs2the greater is the
feelig of satisfactio 7calle! the otio of velocit#8.
Thir!2 positive icrease i the rate of positive chage also a!!s to the sesatio of
satisfactio.
Pi!er 7FMMN8 cosi!ers emplo#ee values2 which are !efie! as those thigs that might "e
cosi!ere! as co!ucive to his or her welfare. Pi!er 7FMMN8 states satisfactio or
!issatisfactio resultig from compariso that a perso makes "etwee herself a! others
arou! her. 3rom the a"ove !efiitios we fi! that jo" satisfactio is associate! with
ee!s a! the values.
3actors Of Po" Satisfactio
Po" satisfactio refers to a geeral attitu!e which a emplo#ee retais o the accout of
ma# specific attitu!es i the followig areas;
Po" satisfactio
I!ivi!ual characteristics
Relatioships outsi!e the jo"
There are !ifferet factors o which jo" satisfactio !epe!s. Importat amog them are
as follows;
Pe*sonal "acto*s! The# iclu!e worker(s se02 e!ucatio2 age2 marital
status a! their persoal characteristics2 famil# "ackgrou!2 socio9ecoomic
"ackgrou! a! the like.
"acto*s In0e*ent In T0e Job! These factors have recetl# "ee
stu!ie! a! fou! to "e importat i the selectio of emplo#ees. Istea! of
"eig gui!e! "# their co9workers a! supervisors2 the skille! worker woul!
rather like to "e gui!e! "# their ow icliatio to choose jo"s i
cosi!eratio of what the# have to !o. These factors iclu!e; the work itself2
co!itios2 ifluece of iteral a! e0teral eviromet o the jo" which
are ucotrolle! "# the maagemet etc
"acto*s Cont*olle+ By T0e &ana1ement!
The# iclu!e the ature of
supervisio2 jo" securit#2 ki! of work group2 wage rate2promotioal opportuities2
trasfer polic#2 !uratio of work a! sese of resposi"ilit#es. All these factors greatl#
ifluece the workers Their presece i the orgai$atio motivates the worker a!
provi!es a sese of jo" satisfactio.
Though performace a! jo" satisfactio are ifluece! "# !ifferet set of
factors2 these two ca "e relate! if maagemet liks rewar!s to performace.It is
viewe! that jo" satisfactio is a cose1uece of performace rather tha a cause
of it. Satisfactio strogl# iflueces the pro!uctive efficiec# of a orgai$atio
whereas a"seteeism2 emplo#ee turover2 alchalism2 irresposi"ilit#2
ucommitmet are the result of jo" satisfactio. However2 jo" satisfactio or
!issatisfactio forms opiios a"out the jo" a! the orgai$atio which result i
emplo#ee morale.
P*ovi+e wo*/e*s wit0 *esponsibility>an+ t0en let t0em ,se it(
Most surve#s show that the greatest source of emplo#ee pri!e a! satisfactio is
the feelig of accomplishmet that comes from havigVa! e0ercisigV
resposi"ilit#. Tet ma# "usiess owers2 cosume! "# fears of a shrikig
"ottom lie2 have ture! micromaagemet ito a art form. 6fortuatel#2 few
thigs emplo#ers !o cause more emplo#ee !issatisfactio. Here4s the real "ottom
lie; If #ou ca4t trust #our emplo#ees to "e a"le to thik a! act o their ow2
#ou pro"a"l# shoul!4t have hire! them i the first place.
#0ow *espect( 3rustrate! "# a falterig ecoom#2 !imiishig markets
a! me!!lig ivestors2 ma# "usiess owers look close to home for
someoe to "lameVall too ofte2 that4s their ow emplo#ees. The resultQ A
growig um"er of emplo#ees feel like the#4re "eig viewe! as the eem#2
ot as lo#al parters. It4s little wo!er so ma# workers seem rea!# to jump
ship at the first sig of opportuit#. O the other ha!2 compaies that trul#
value their emplo#ees ear more tha gratitu!eVthe# wi ehace!
!e!icatio a! pro!uctivit# as well. So "e sure to show #our emplo#ees how
much #ou respect a! value themVtell them how much #ou appreciate
them2 throw them a pi$$a part#2 recogi$e a emplo#ee of the moth2 !o
a#thig #ou ca to show them how much #ou care.
Reco1ni?e t0e w0ole pe*son( -mplo#ees are more tha M9to9O ro"ots
who tur off at ight a! ca4t wait util the startig "ell rigs the e0t
morig. All workers have lives2 iterests2 a! frie!s a! famil# outsi!e
the officeVa! most are costatl# strugglig to "alace icreasigl# hectic
sche!ules. ,hile compaies ca4t sacrifice u!ul# to the whims of a sigle
i!ivi!ual2 makig cocessios where possi"leVallowig a log luch
"reak to atte! a chil!4s school evet2 for istace2 or permittig a sales
e0ecutive to fl# out o Mo!a# morig istea! of
Su!a# ightVca pa# huge !ivi!e!s i the log ru.
&a*/ o,t a clea* pat0 to 1*owt0( Some emplo#ees are cotet to
remai where the# are i a orgai$atio2 "ut most wat to grow i their
careers over time. ,hile aual performace reviews were origiall#
!esige! to promote this goal2 too ofte the# have "ecome empt#2
&.il"erti$e!& rituals2 more em"arrassig tha eo"lig. '# cotrast to
"usiess owers who wish to icrease worker satisfactio te! to look
past formalities a! esta"lish geuie growth paths for all their
emplo#ees2 ot just their seior e0ecutives.
Nat,*e Of Job!
+ature of jo" !etermies jo" satisfactio which is i the form of occupatio level a! jo"
cotet.
o Occ,pation Level- Higher level jo"s provi!e more satisfactio as
compare! to the lower levwls. This happes "ecause high level jo"s carr#
prestige a! status i the societ# which itself "ecomes source of
satisfactio for the jo" hol!ers. 3or e0ample professioals !erive more
satisfactio as compare! to salarie! people? factor# workers least satisfie!.
o Job Conent- Po" cotet refers to the itrisic value of the jo" which
!epe!s o the re1uiremet of skills for performig it2 a! the !egree of
resposi"ilit# a! growth it offers. A higher cotet of these factors
provi!es higher satisfactio. 3or e0ample2 a routie a! repetitive jo"
provi!es lesser satisfactio? the !egree of satisfactio progressivel#
icreases i jo" rotatio2 jo" elargemet2 a! jo" erichmet.
#IT5ATIONAL 7ARIABLE#!
Situatioal varia"les relate! to jo" satisfactio lire i orgai$atioal cote0t9formal a!
iformal. Some of the importat favctors which affect jo" satisfactio are as follows;
$o*/in1 Con+itions-,orkig co!itios2 particularl# ph#sical work
eviromet like co!itios of workplace a! associate! facilities for
performig the jo" !etermies jo" satisfactio. These work i two wa#s.
3irst these provi!e meas for jo" performace. Seco! provisio of these
co!itios affects the i!ivi!uals perceptio a"out the orgai$atio. If
these factors are favoura"le2 i!ivi!uals e0periece higher level of jo"
satisfactio.
#,pe*vision-The t#pe of supervisio affects jo" satisfactio as i each
t#pe of supervisio2 the !egree of importace attache! to i!ivi!uals
varies.I emplo#ee oriete! supervisio2there is more cocer for people
which is perceive! fvoura"l# "# them a! provi!es them more
satisfactio. I jo" oriete! supervisio2 there is more emphasis o the
performace of the jo" a! people "ecome seco!r#. This is situatio
!ecreases jo" satisfactio.
E;,itable Rewa*+s- The t#pe of likage that is provi!e! "etwee jo"
performace a! rewar!s !etermies the !egree of jo" satisfactio. If the
rewar! is perceive! to "e "ase! o the jo" performace a! e1uita"le2 it
offers higher satisfactio. If the rewar! is perceive! to "e "ase! o
cosi!eratios other tha the jo" performace2 it affects jo" satisfactio
a!versel#.
Opp,*t,nity "o* P*omotion- It is true that i!ivi!uals seek
satisfactio i their jo"s i the cote0t of jo" ature a! work
eviromet "ut the# also attach importace to the opportuities of
promotio i future 2 it provi!e more satisfactio. If the opportuit# for
such promotio is lackig it re!uces satisfactio.
$o*/ 1*o,p i!ivi!uals work i the group either create! formall# or
the# !evelop o their ow to seek emotioal satisfactio at the
workplace..
TRENDS OF OUTSOURCING:
The icreasig cetralit# of software withi the glo"al ecoom# is clear. However2 i
spite of this importace a! glo"al scope2 software(s ui1ue orgai$atioal structure
resists tra!itioal forms of glo"ali$atio a! !isaggregate! pro!uctio. I actualit# the
i!ustr# has glo"ali$e! fairl# slowl# a! i relativel# mior fashio compare! with other
i!ustries2 specificall# other IT har!ware sectors.
I FMMM2 the glo"al IT services market was estimate! at 6.J GLO
"illio2 with ol# LS or 6SJ CF.M "illio of this cross9"or!er e0port
relate!.GK I other wor!s2 IT services are sigificat "usiess2 "ut the
actual =offshore> compoet is relativel# small. This !i!2 however2
give I!ia firms almost FKS of the glo"ali$e! IT services market2
"# far the largest share "ut ot overwhelmig !omiace either i
glo"al services or i the IT i!ustr# overall.
'# CDDG2 I!ia hel! ol# CS of the glo"al IT services market
totalig 6SJ GKO "illio.
The glo"ali$e! aspect of IT services has "ee forecast to reach 6SJ
MF.CO "illio "# CDFD or roughl# CDS of all IT services. Maitaiig
their curret market share will give I!ia firms appro0imatel# 6SJ
FL.@CO "illio i e0port reveue "# the e! of this !eca!e. At its
curret market share2 this woul! give A!hra Pra!esh almost 6SJF.O
"illio i e0ports aloe. Such growth is importat a! will have a
serious impact upo I!ia. It !oes ot i!icate2 however2 that
=offshorig> will !omiate glo"al IT services or that eve a majorit#
of services ca "e =offshore!>. A recet surve# "# 3orrester
i!icate! that of 6S 3ortue F2DDD firms2 over LDS are !oig othig
or just "egiig to ivestigate movig offshore. Less tha OS have
esta"lishe! a glo"al sourcig strateg# a! spe! more tha @DS of
their IT "u!gets offshore.@D Outsourcig is a !ifferet stor#.
Oe recet estimate "# the Takee /roup i!icates that outsourcig
is FF percet of the IT marketVor a"out JFOD "illio glo"all#. @F A
.atamoitor estimate gives a lower total of the glo"al outsourcig
market of 6SJ FFM "illio i CDDG. More sigificatl#2 .atamoitor
i!icate! that ol# F.@S of the total 76SJ F.LL "illio8 actuall#
ivolvig offshore !eliver#.@C ,hile such um"ers are wi!el#
!iverget a! highl# suscepti"le to "ase assumptios2 like most
estimates ivolvig the IT or software i!ustr#2 the tre!s !o seem
clear. Outsourcig is clearl# a sigificat sector i the glo"al IT
i!ustr#2 "ut actual =offshore> !eliver# is a! will most likel# remai
limite!. 3ocusig o I!ia a! e0aggeratig the =offshore>
movemet hi!es more sigificat tre!s a! patters shapig the
overall i!ustr#.
,hile I!ia captures the spotlight2 it ol# has a estimate! LOD2DDD
IT workers that are roughl# e1uivalet to F.K percet of worl!wi!e IT
reveues a! workforce. I cotrast2 the 6S has roughl# O millio IT
workers a! ODS of the glo"al market. -ve more tellig2 I'M(s
aual 6SJFO "illio i outsourcig services reveue@G aloe is CDS
larger tha the target e0ports for the total I!ia i!ustr# i CDDG9
CDD@. O oe ha!2 such um"ers i!icate that there is huge potetial
for growth over the comig !eca!e2 for "oth specific ecoomies like
I!ia a! ew2 emergig regios. However2 as suggeste! a"ove2 the
slow2 glo"al e0pasio of such services is also i!icative of more
fu!ametal issues like! to the ature of IT services with iheret
limits o the a"ilit# !isaggregate pro!uctio. Software services
outsourcig will cotiue to "e a sigificat sector withi the glo"al
i!ustr#2 "ut log9term growth for I!ia service firms re1uires a
glo"al presece i specific regios ear fial markets a! cliets. The
importace of this =glo"al> e0pasio a! the limits of actual
=offshorig> or cross9"or!er work is part of the e0plaatio of the
rise of IT9ea"le! services.
ROLE O" $O&EN IN BPO#
It is impressive that i just si0 #ears I!ia 4s telecommuicatio costs came !ow "# MN
percet2 creatig a cost9efficiet a! high91ualit# telecommuicatio etworkFD. I!ia
)all )eters; Social a! )ultural -ffects The treme!ous growth of I!ia call ceters i
the last few #ears has geerate! cosi!era"le social a! cultural !evelopmets i I!ia
societ#. 'oth positive a! egative impacts of outsourcig are !iscera"le across
!ifferet aspects of I!ia social a! cultural life2 iclu!ig laguage2 i!etit#2 ge!er2
a! the emergece of wester lifest#le. /e!er a! 3amil# I)T has create! ew a!
coveiet forms of work for wome as this techolog# allows work to "e "rought home2
a! hece provi!es "etter accommo!atio of work a! famil#. Iteratioall# outsource!
jo"s make a !ifferece i the career paths of the wome workers i the I)T sector. I
I!ia4s patriarchal societ#2 the emergece of call ceters is othig less tha a social
reform movemet as far as ecoomic2 social a! cultural empowermet of wome is
cocere!. )all ceters ofte prefer hirig wome as the# are see to "e more har!9
workig2 patiet2 attetive2 lo#al2 less aggressive2 a! have "etter iterpersoal a!
aal#tical skills tha me. Thus2 a "oomig call ceter i!ustr# has provi!e!
emplo#met to thousa!s of #oug wome i ur"a locatios2 earig salaries that are
ver# goo! "# I!ia sta!ar!s. 6r"a wome2 who otherwise might have remaie!
uemplo#e! a! have marrie! off #oug after gra!uatig from colleges2 are ow "eig
see as assets to their famil#. ,ome emplo#e! i call ceters are o loger "ou! "#
the tra!itioal patters of famil# cotrol over !aughters. 3iacial i!epe!ece provi!e!
"# emplo#met i call ceters has empowere! wome to "e assertive a! i!epe!et i
their outlook2 attitu!e2 a! career choice. The ge!er9eutral a! iteratioal workig
atmosphere i call ceters have the potetial to further female
empowermet. Although call ceters have 1uickl# chage! wome4s status i the famil#2
the# are slow i improvig their social status. -mplo#met i call ceters for wome is
still cosi!ere! to "e less !igifie! work !ue to o!! workig hours such as ight shifts2
a! is also se0uall# stigmati$e!. However2 the image of call ceters costatl# "eig
projecte! as wome9frie!l#2 the pursuace of the polic# of $ero tolerace for se0ual
harassmet i the work place2 a! trasportatio facilities for pickig a! !roppig at
home have all gra!uall# she! the ur"a mi!!le class4s ihi"itios i sa#ig that their
!aughters are workig i call ceters. Research suggests that !espite the improvemet of
workig co!itios i the sector2 there is tra!itioal ge!er !ivi!e i the &ew ecoom#&
is persistet a! wi!eig. Patters of ge!er segregatio i the ol! ecoom# ca "e
repro!uce! i the ew ecoom#2 !espite its great potetial to provi!e "ias
free emplo#met opportuities. /e!er segregatio is still at pla# whe me are a"le to
appropriate the high9skille!2 highpai! jo"s while wome have to "e cotet with low
pai!2 less skille! workFG. I a recet surve#2 however2 A"raham 7CDDO8 has fou! that
wome hol! almost e1ual positios to those of me i terms of resposi"ilities hel!.
Surve# results show that most wome workers 7earl# MF percet8 felt that there was o
!iscrimiatio i the workplace i terms of resposi"ilities etruste! to them 'ut @G
percet of them were usure whether the# were "eig !iscrimiate! o pa# scales i
compariso to their male couterpart. This coul! "e mail# !ue to the i!ivi!uali$e!
ature of wage fi0atio i the i!ustr# where salar# iformatio is closel# guar!e!. The
iformatio ecoom# has ecourage!2 more tha a# other sector2 wome to joi the
workforce. 'ut a majorit# of wome 7LF percet8 i the surve# felt that the IT i!ustr#
!i! ot ecessaril# provi!e "etter opportuities for wome workers i compariso to
other i!ustries. Also2 more tha oe9fourth of the wome respo!ets agree! with the
view that clim"ig up the jo" hierarch# i the firm is more !ifficult for them tha for
me. ,hile there !oes ot seem to "e a# overt ge!ere! policies a! practices i the
i!ustr#2 there are su"tle "iases that hi!er wome from makig professioal
a!vacemet i the i!ustr#. Outsource! jo"s provi!e the possi"ilit# of fle0i"ilit# i
locatio a! time a! allow the workers to work from other tha a office. ,ork ca "e
carrie! out at home a! complete! at oe4s coveiece. This makes it i!eal for wome
workers who wat to pursue with their careers eve whe societal a! familial pressures
woul! wat them to "e cofie! to their homes. 'ut there ca "e a opposig sceario as
well. The risig itesit# of work o the jo" is oe matter? for ma#2 work is ot left
"ehi! at the workplace after work hours. The familial roles of male a! female also get
restructure! !ue to the !istorte! "ou!ar# "etwee work a! leisure. 3or e0ample2
stu!ies have show a te!ec#2 particularl# for male workers2 to use electroic
techolog# as a meas of cotiuig their separatio from the famil# while spe!ig time
at home. Me te! to work i a separate room at home2 while for wome2 telework a!
!omestic work are more likel# to "e fuse!. The et result of the !evelopmet of
teleworkig ma# thus "e to reiforce ge!er !ivisios withi the househol!2
with me workig i isolatio from the famil# eve !urig ormal leisure hours2 a!
wome workig i more itegrate! wa#s2 spaig famil# a! work activities eve
!urig workig hours. Moreover2 me seem to "e more a"le to com"ie telework with
cotiue! ivolvemet i a orgai$atio2 potetiall# o"taiig the "est of "oth worl!s2
while wome are more likel# to "e ol# teleworkers2 with all the pro"lems of isolatio .
T0e In+ian BPO# an+ women employment
There are several emplo#met opportuities i 'PO(S for #oug wome who have ha!
e!ucatio a! traiig i ur"a2 -glish me!ium schools. The 'PO(S ea"le! services
cetres offer several opportuities to wome. The 'PO(S ea"le! services re1uire
e0cellet ver"al commuicatio skills a! pleasig persoalit#. .ata etr#I!ata
coversio ee!s t#pig coversio a! strog writte -glish commuicatio skills.
-tr#9level salaries rage from Rs.G2DDD9FD2DDD a moth. After four to five #ears of
e0periece2 ca look forwar! to Rs.F@2DDD9CD2DDD a moth. The same is true for other
jo"s i this fiel!. The age of etr# is "etwee FM9C@ #ears. The miimum 1ualificatios
re1uire! are class FC. )all cetres prefer wome as the# feel that wome are "etter suite!
to voice9"ase! projects.
A large um"er of wome are joiig the IT ea"le! services sector 7Ramai2 S. CDDD8.
A large um"er of compaies as /-2 America -0press2 Sta!ar! )hartere! 'ak2
citi"ak2 'ritish Airwa#s2 Microsoft2 AOL time ,arer2 HP2 .ell )omputers2 Pru!etial
Isurace2 Morga Stale#2 Mark % Specer have call cetres where a si$ea"le um"er
of wome are emplo#e! ragig from GO to LOS . /- capital ha! @D to OOS wome
emplo#ees i their various cetres 7Sa!h#a Sule2 CDDC8. A stu!# of a iteratioal call
cetre at Pue 7.utta2 CDDG8 showe! that OMS of emplo#ees were wome.
As per +asscom estimates2 wome comprise CD 5 COS of total um"er of sciece a!
egieerig gra!uates i the coutr#. The um"er of software professioals has "ee
risig cotiuousl# over the #ears. The um"er of software professioals icrease! from
LKDD i FMKO to LOD2DDD i CDDG9CDD@ 7+asscom2 CDD@8. ,ome are joiig the 'PO(S
a! their um"ers are fast icreasig i I!ia.
I FMMG2 ol# FDS of workforce was wome. I FMMK2 FKS of 'PO(S workforce was a
woma2 which was higher tha the atioal average of FCS. I CDDG2 the proportio
icrease! to CFS. The participatio of wome i 'PO(S is rapi!l# growig a! is
e0pecte! to go up to GOS i CDDO. Hece2 wome are ow occup#ig a promiet
positio i the la"our force.
,ome i I!ia are emplo#e! i 'PO(S locate! mail# i cities as 'agalore 2 Pooa 2
)heai2 .elhi 2 H#!era"a! a! 'om"a# . More wome are emplo#e! are emplo#e! i
Souther regios of the coutr#2 where hirig of professioals was @F percet as
compare! to -aster regio at L percet 7+asscom CDDG8. The wome emplo#e! i
'PO(S "elog to the #ouger age group. .ue to 'PO(S2 wome have emplo#met
optios as fle0itimig a! work at home cocept. Tele9tech I!ia 2 a joit veture 'PO
compa# "etwee Tele9tech a! the 'harti /roup2 gives its emplo#ees a choice of four9
!a# weeks istea! of the ormal five2 hourl# rates with a miimum um"er of work hours
i a week. There are icetives for housewives a! other part9time workers for GD9hour
weeks.
Mum"ai9"ase! .atamatics Techologies2 a 'PO which processes !ata2 wome to work
from home2 CD hours a week. This facilitates emplo#met for marrie! wome2 especiall#
with small chil!re. The emplo#ee stregth is over KDD part9time workers as compare! to
ol# ODD permaet emplo#ees. Tracmail2 a Mum"ai9"ase! "usiess process outsourcig
7'PO8 compa# emplo#s C2DDD people of which roughl# @O per cet of them are wome
who work K.O9 hour shifts2 atte!ig calls from cliets across the worl!. A 'PO
compa#2 Ifowav$ Iteratioal2 has oe thir! of its KDD emplo#ees as wome. C@EN
)ustomer Service2 a compa# "ase! i 'agalore emplo#s wome i large um"ers
where the share of wome emplo#ees icrease! from CO per cet to @D per cet i the last
two #ears. I)I)I oesource2 a compa# "ase! i Mum"ai has C2@DD emplo#ees2 of which
LD per cet are wome2 i the age group of CC to CN #ears. There are more wome
emplo#ees i call cetres i orth a! wester I!ia .
,orkforce tre!s show that a large um"er of wome are joiig the 'PO(S. ,hat is the
positio of wome i ewl# emergig areas of 'PO(SQ Has 'PO(S. provi!e! suita"le
emplo#met opportuities to wome lea!ig to wome empowermetQ The e0tesio of
the market ecoom# ca have "oth positive a! egative effects for wome(s situatio
a! ge!er relatios. Positive effects ma# iclu!e icrease! emplo#met opportuities
for wome i o9tra!itioal sectors2 thus ea"lig them to ear a! cotrol icome. This
is potetiall# empowerig a! ma# cotri"ute to ehacig wome(s capacit# to
egotiate their role a! status withi the househol! a! societ#. +egative effects ca
iclu!e icrease! e0ploitatio a! !epe!ec# o !irect egagemet with the market2
a! particularl# o the vagaries of the market. I the past two !eca!es2 the relocatio of
la"our itesive i!ustries from a!vace! market ecoomies to mi!!le icome
!evelopig ecoomies has icrease! emplo#met of wome i the latter. -ve though
female emplo#met remais cocetrate! mail# i low skill sectors a! the ge!er
wage gap shows o sigs of !isappearig2 the rapi! icrease i the female la"our force
participatio rate has a cosi!era"le positive effect o wome(s ecoomic well "eig a!
that of their families. +evertheless2 the issue of the poor co!itios u!er which ma#
wome eter the la"our market ee!s to "e cosistetl# raise!. The pro"lem is
particularl# acute i sweatshops i the iformal sector2 which through arragemets such
as su"9cotractig a! outsourcig "ecame a itegral part of the formal ecoom# a!
has e0periece! a e0plosive growth i recet #ears. I the !evelope! coutries2 o the
other ha!2 as i!ustries relocate elsewhere i search of cheaper la"our a! pro!uctio2
la"our !ema! has "ee shiftig towar!s relativel# high9skill maufacturig2 while
emplo#met growth i tra!itioall# low skill sectors such as relativel# low9skill sectors
i te0tiles a! apparel2 where wome workers pre!omiate2 has "ee !ecliig. The
impact of these tre!s as o"serve!2 i "oth !evelopig a! !evelope! coutries2 o
ge!er relatios is still ot too clear. -vi!ece from arou! the worl! o wome(s la"our
market participatio a! ge!er ie1ualities 7e.g. wage gap2 power relatios2 etc.8 is still
mi0.
O7ER7IE$ O" T)E #O&E BPO OR6ANI@ATION#;
Over the past FO #ears2 HP has !evelope! a !epth a! "rea!th of "usiess process
e0pertise2 maagig our ow "usiess operatios with icreasig effectiveess through a
glo"al share! services orgai$atio. HP has repeate!l# "ee recogi$e! as oe of the
premier lea!ers i share! services. I fact2 Share! Services +ews ame! HP amog the
&Top FD Most A!mire! Share! Service Orgai$atios& i "oth CDDC a! CDDG. ,e also
!raw o e0tesive e0periece i outsourcig a! trasformig IT operatios for large2
multi9atioal orgai$atios.
'PO e0periece that works to #our "eefit
HP offers;
Low-cost 1lobal +elive*y 9 ,ith seve /lo"al 'usiess )eters2 HP has oe
of the largest share! service operatios. Takig a!vatage of our scale a! glo"al
locatios2 we are a"le to !eliver low9cost2 high91ualit# services.
P*oven p*ocess sol,tions an+ tools - HP cosistetl# surpasses i!ustr#
"echmarks i process efficiec# a! leverages our positio as a i!ustr# lea!er
i iovative imagig2 pritig2 a! workflow solutios.
=,ality an+ *eliability - HP a!heres to the highest sta!ar!s 9 with emphasis
o ISO MDDD certificatios2 "usiess cotiuit#2 securit#2 a! privac#2 regulator#
compliace regulatios 7e.g.2 Sar"aes9O0le#8 a! capital market e0pectatios.
#moot0 t*ansition an+ implementation - Our 'PO team has e0tesive
e0periece i maagig large9scale chage programs with comple0 fiacial
mo!els a! s#stems itegratio re1uiremets. ,e4ve istitute! a prove2
s#stematic metho!olog# to facilitate the successful implemetatio of ew
processes a! orgai$atioal structures.
C,stome*-cent*ic app*oac0 9 HP !oes4t "elieve that oe si$e fits all. ,e
wat to work with #ou to fi! the "est solutio that meets the specific ee!s of
#our orgai$atio.
B,siness P*ocess O,tso,*cin1 an+ C,stome* Ca*e
)overg#s4 e!9to9e! 'usiess Process Outsourcig 7'PO8 solutios help take #our
customer care strateg# to the e0t level "# trasformig #our care process through the
strategic itegratio of automatio2 re9egieerig a! !a#9to9!a# operatios. )overg#s
ca help #ou optimi$e ever# customer iteractio2 from reveue geeratio through
re!uce! cost per cotact while maitaiig or e0cee!ig curret 1ualit# levels.
'PO egagemet approach iclu!es the followig "eefits;
/eerates real2 su"statial2 #ear9over9#ear capital a! operatio e0pe!iture
improvemets
Provi!es greater operatig fle0i"ilit# "# migratig from a fi0e! to a varia"le cost
mo!el
-haces the customer e0periece "# leveragig )overg#s4 ifrastructure a!
prove people a! process
Offsets risk "# sharig it with )overg#s.
'PO is also a e0cellet wa# for compaies to mitigate customer care risks;
C,stome* Owne*s0ip( 3ocus o meetig "usiess goals a! #our
relatioship with customers while )overg#s maages !a#9to9!a# customer care
tasks
"inancial( .ramaticall# re!uce capital re1uiremets a! re!uce total cost of
care operatio
Ope*ational( Improve colla"oratio a! commuicatio while reali$ig service
level metrics to achieve #our o"jectives
)R #ER7ICE#
To!a#(s successful huma resource orgai$atios must "e resposive2 itelliget "usiess
hu"s2 provi!ig the talet2 emplo#ee a! maagemet support2 a! workforce !ata
ee!e! to !rive efficiec# a! "oost "usiess performace. 'ut what if HR teams are
mire! i a!miistrative fuctios2 from aswerig "eefits etitlemets 1uestios a!
iroig out pa#roll glitches to sortig through resumesQ If HR !oes(t have the time to
focus o talet strategies2 orgaisatioal skill9"uil!ig a! workforce pro!uctivit#
improvemets2 who i #our orgai$atio willQ
Through HR Services2 HR !epartmets worl!wi!e are rapi!l# "ecomig the agile2 highl#
efficiet workforce maagemet ceters that support glo"al !ecisio makig with critical
"usiess itelligece. The# are regaiig the time a! resources to !rive "ottom9lie
savigs through trasforme! maagemet practices2 streamlie! "usiess processig2 a!
cotiuous improvemet. 'uil!ig o a earl# CD9#ear e0periece of outsourcig
lea!ership2 )overg#s offers comprehesive HR Services across the etire emplo#met
life c#cle to iclu!e;
Pa#roll Solutios
'eefits Solutios
HR A!miistratio
Recruitig a! Staffig Solutios
Learig Solutios
A#IA PACI"IC
)overg#s provi!es services i more tha FK coutries i the regio a! supports cliet
emplo#ees i multiple laguages.
)overg#s( presece a! capa"ilities i Asia were ehace! i April CDD@ with the
ac1uisitio of two market lea!ers i the HR Outsourcig fiel! i the Asia Pacific; Out9
Smart2 a i!epe!et provi!er of HR2 pa#roll2 a! "eefits a!miistratio outsourcig
solutios2 a! i9'eefits2 a esta"lishe! lea!er i the Asia Pacific regio provi!ig a
comprehesive rage of fle0i"le HR a! "eefits services. The services offere! "# Out9
Smart are ow offere! !irectl# "# )overg#s.
i9"eefits cotiues to offer services as a full# owe! su"si!iar# of )overg#s.
A PRO7EN AND D<NA&IC PROPO#ITION
)overg#s a!!s value to cliets( "usiesses through market9lea!ig emplo#ee care
programmes. Amogst the ke# 1ualities that appeal to cliets are;
A high !egree of "usiess fle0i"ilit#
Strog programme a! project maagemet teams
Ro"ust2 well9teste! scala"le platforms a! processes
A"ilit# to !eliver re!uce! operatioal a! fiacial risk
Pre!icta"le cost savigsImetrics over the life of the cliet relatioship
/uaratee! service levels
)osistet reportig2 lea!ig to improve! maagemet !ecisio9makig.
I&PRO7IN6 PROCE##E# AND RED5CIN6 CO#T#
)overg#s !rives operatioal cost savigs a! process improvemets through a variet# of
measures2 iclu!ig;
)osoli!atig a! ratioalisig "usiess activities a! s#stems
The Itro!uctio of a :self9service( emplo#ee culture through the provisio of
we"9"ase! a! multi9me!ia facilities2 supporte! "# covetioal post or
telephoe where appropriate
The trasfer a! maagig of assets
CO&BININ6 6LOBAL REAC) $IT) LOCAL PRE#ENCE
)overg#s( glo"al support mo!el com"ies a cosoli!ate! service ifrastructure with
localise! cetres of e0cellece. This approach offers cliet parters;
A pa9atioal itegrate! techolog#2 iclu!ig a cetralise! !ata"ase for
sta!ar! a! a!9hoc reports
/lo"al "est practice HR processes2 with local processes
Multi9ligual capa"ilities tailore! to specific i9coutr# legislatioIregulatios
a! sta!ar!s
Itegrate! cotact a! case maagemet
Poit of service evaluatio
.ata capture a! trackig2 iclu!ig iterfaces to pa#roll.
"A#T "ACT# ABO5T CON7ER6<#
CD #ears e0periece i HR outsourcig
/lo"al reach % local presece
Is Outsourcig Right for TouQ
,he cosi!erig outsourcig of missio9critical applicatios2 such as "illig a!
customer support ee!s2 a service provi!er must !etermie whether it ca achieve a
sustaia"le competitive e!ge "# performig such activities iterall#. Ma# compaies
have !iscovere! that outsourcig their "illig a! customer care operatios ea"les them
to "etter meet overall "usiess o"jectives a! to cocetrate o the core activities that
grow their "usiess.
Benefits of O,tso,*cin1
A t#pical outsource! relatioship with )overg#s iclu!es ew service !evelopmet a!
iitiatio couple! with the ogoig operatio of #our "illig a! customer care
applicatio2 resultig i "eefits such as;
Inc*ease+ ope*ational efficiency an+ effectiveness( )overg#s provi!es
a! maages worl!9class "illig a! customer care solutios with cotracte! service
level agreemets for olie s#stem availa"ilit#2 "ill timeliess2 "ill accurac#2 a!
critical outputs. This ea"les #our compa# to focus o strategic "usiess issues
while gaiig access to )overg#s4 worl!9class operatios orgai$atio.
Imp*ove+ *even,e st*eam an+ cas0 flow( )overg#s helps #ou attai a more
pre!icta"le cost structure that closel# matches #our reveue stream a! cash flow2
allowig #ou to focus o #our core "usiess.
Re+,ce+ financial *is/( Outsourcig to )overg#s re!uces the ee! for capital
e0pe!iture a! provi!es log9term cost sta"ilit# a! pre!icta"ilit#.
6*owt0 fle4ibility( ,ith )overg#s2 #our compa# has imme!iate access to a
"illig operatios workforce. 3urthermore2 the )overg#s outsourcig optio ea"les
a!!itioal resources to "e a!!e! 1uickl#.
$o*l+-class billin1 ope*ations pe*fo*mance( )overg#s provi!es
imme!iate access to a variet# of ro"ust "illig applicatios that support pre92 post2
corporate a! m9commerce settlemet a! that curretl# ha!le over FDD millio
su"scri"ers o three cotiets usig multiple9techolog# sta!ar!s
B,siness P*ocess O,tso,*cin1
I a!!itio2 )overg#s offers 'usiess Process Outsourcig2 which e0pa!s o the
outsourcig !eliver# mo!el to iclu!e facets such as;
)ustomer Strateg# .evelopmet
Process Reegieerig
)ustomer .ata Aal#tics
.ata"ase Migratio a! )oversio
Histor# 9A report pu"lishe! "# the Takee group state! that i the 6S2 4LNS of olie
trasactios were "eig a"a!oe! !ue to ia!e1uate customer support4. A! with this2
a i!ea was "or. The #ear 9 Pul# FMMM. I o time2 the etrepreeurial !rive a! the
reali$atio of opportuit# withi I!ia "ecame the two most importat factors towar!s
the iceptio of what woul! "e the largest 'PO service provi!er i I!ia 9 .aksh. A core
team of @ mem"ers sprug ito imme!iate actio to put together a stur!# "usiess pla
which got them their first cliet a! the first rou! of fu!ig.
It was ot a compa# that was create! "ut a whole ew eterprise2 a potetiall# ew
i!ustr# that ha! o histor# a! o "usiess mo!el to follow. All it ha! was sou!
lea!ership2 a focuse! visio a! a u!#ig passio.
A strog people orietatio a! a!herece to their priciples helpe! the core team touch
the ODDD people mark i CDDG as oppose! to their iitial target of CDDO.
A! to!a#2 I'M .akshU
Is a Lea!ig 4'PO4 pla#er.
Has a strog platform of corporate goverace.
Has a LDDD strog team that has em"race! the I'M .aksh values.
Is a wier of multiple glo"all# recogi$e! awar!s i the !omai of emplo#ee
a! customer satisfactio.
Has "uilt a strog platform of 1ualit# arou! Si0 Sigma a! )OP) across the
eterprise.
Has five service !eliver# locatios.
Is kow to "e profita"le sice iceptio
IB& ac;,i*es In+ian BPO company Da/s0
I'M hopes to ehace its a"ilit# to !eliver )RM a! "ack9office services to its cliets i
various i!ustries "# this ac1uisitio2 accor!ig to a I'M statemet. It will also icrease
the scope of I'M4s glo"al etwork of CC "usiess trasformatio !eliver# ceters2 a!!ig
capa"ilities i I!ia a! the Philippies2 I'M sai!.
The compa# is ot ew to usig I!ia to !eliver low cost services to its customers. The
M2DDD emplo#ees at its 'agalore su"si!iar# ha!le software !evelopmet for I'M a!
its cliets.
The propose! ac1uisitio of .aksh "# I'M is a cotiuatio of the cosoli!atio i the
I!ia 'PO i!ustr#2 accor!ig to Ravi!ra .atar2 pricipal aal#st for IT services a!
'PO at /arter I!ia Research a! A!visor# Services Pvt. Lt!. i Mum"ai.
&Successful "usiesses i the 'PO space i I!ia that wat to e0pa! further a"roa!2
ee! the "ra!2 marketig muscle a! fiacial support from a large multiatioal
compa# or a large I!ia corporate house2& .atar sai!. &The ac1uisitio of .aksh "#
I'M will fit ito this categor#.&
.aksh eServices is oe of I!ia4s largest i!epe!et 'PO compaies. It offers customer
care2 techical support a! "ack9office trasactio processig services to compaies
worl!wi!e2 iclu!ig Ama$o.com Ic. i Seattle2 ,ashigto. I a!!itio to its 'PO
facilities i I!ia2 .aksh set up a 'PO facilit# i Maila i the Philippies i Pauar# that
is e0pecte! to emplo# FDDD people "# #ear e!. The compa#4s ivestors iclu!e!
)itigroup Weture )apital 3u!2 ).) )apital Parters i Lo!o a! /eeral Atlatic
Parters LL) i /reewich2 )oecticut.
&.aksh eServices has ma!e its mark rapi!l# i the glo"al "usiess services market "#
provi!ig cliets ot just with cost efficiecies2 "ut also with sigificat improvemets i
the wa# the# ru their "usiess2& sai! Sajeev Aggarwal2 chief e0ecutive officer of
.aksh. &This visio of strategic skills applie! to high value "usiess trasformatio is
oe we share with I'M.&
The propose! ac1uisitio of .aksh is the first that I'M has aouce! i I!ia i the
'PO space. The trasactio2 which is su"ject to I!ia regulator# approvals2 is e0pecte!
to close i Ma#. The fiacial !etails of the ac1uisitio were ot !isclose!.
After the ac1uisitio2 .aksh will "ecome a part of I'M 'usiess )osultig Services2
accor!ig to a spokeswoma for I'M I!ia2 who a!!e! that all the staff at .aksh4s
operatios woul! "e a"sor"e! "# I'M after the ac1uisitio. .aksh curretl# has a"out
LDDD staff sprea! over four facilities i /urgao a! a fifth i Mum"ai.
Rather tha set up 'PO operatios from scratch i I!ia2 with all the hur!les ivolve!2
I'M has istea! ac1uire! a compa# with e0istig cliets2 reveues2 'PO service
capacit# a! a successful maagemet team2 accor!ig to /arter4s .atar2 who !escri"e!
the !eal as a wi for "oth compaies. ,hile I'M is likel# to cotiue to service .aksh4s
curret cliets "oth for cotractual a! other reasos2 over the log term I'M is likel# to
alig .aksh4s "usiess to its ow strategic o"jectives a! priorities2 .atar a!!e!.

OBJECTI7E# O" T)E #T5D<
The "asic o"jective of the research is to fi! out;
To stu!# the satisfactio level of wome i 'POs.
To stu!# the facilities provi!e! "# the 'PO to the emplo#ees
To kow the respose or opiio of the emplo#ees regar!ig the jo".
To stu!# the challeges of the jo".
To kow the !ifferet threats.
Are wome comforta"le i their jo"Q
LITERAT5RE RE7IE$

A(&a*tin an+ )anson 8ABCD9
It was propose! that the characteristics of the emplo#ee iteract with the iteral a!
e0teral characteristics !epicte! i the structural mo!el. The realisatio that persoal
characteristics 7i.e. age2 e!ucatio2 ge!er a! jo" securit#8 have a !istict affect o jo"
satisfactio implies that jo" satisfactio ma# perhaps "e more a result of the :fit( "etwee
emplo#ee ee!s a! work re1uiremets o the oe ha! a! the actual jo" characteristics
o the other.
E(. Blac/b,*n an+ B*,ce 8ABCB9
It was fou! that :1ualit# of work life( factors have a comparativel# !imiutive impact
o jo" satisfactio levels as compare! to the :persoal( factors of age2 legth of service
a! e!ucatio.
Po" satisfactio is a com"iatio of cogitive a! affective cotetmet for a i!ivi!ual
withi a compa#. Affective satisfactio is that fou!e! o a overall positive emotioal
assessmet of the emplo#ee(s jo". This satisfactio focuses o their moo! wh e
workig? i.e.2 whether the jo" evokes a goo! moo! a! positive feeligs while
workig.
F(7itell an+ Davis 8ABBG9
A research was co!ucte! to stu!# the impact of ethical "ehavior of MIS professioals.
Amog other thigs the# fou! that MIS professioals were less satisfie! whe uethical
"ehavior was commo withi the firm a! more satisfie! whe the top maagemet was
perceive! as supportig .
H( Emme*t an Ta0e* 8ABBE9
Some recet research of emplo#ees show that such thigs as fle0i"le workig hours2
social satisfactio a! the characteristics a! "ehaviours of superiors also have a affect
o emplo#ees( satisfactio levels. The results of such stu!ies support the i!ea that jo"
satisfactio is a pro!uct of ma# !ifferet varia"les operatig o the emplo#ee 7.eSatis
et al.2FMML8. A great !eal of the research o this issue has "ee !omiate! "# the
purporte! :structural( or jo" relate! e0plaatio of jo" satisfactio. Such e0plaatio
cetres o the attri"utes of :goo!( jo"s as the pricipal factors e0plaiig worker
satisfactio.
.
D( Des0pa+e 8ABBI9
A stu!# of o9profit emplo#ees was co!ucte! i this #ear2it was fou! that a =carig>
orgai$atioal climate is associate! with high level of satisfactio withsupervisors2 a!
that istrumetal a! authoritaria a! task oriete! climate t#pes have egative
ifluece o overall jo" satisfactio as well as satisfactio with promotio2 coworkers2
a! supervisors.
I( $ilson 8ABBI9
It was fou! that emplo#ees wat to have the "est 1ualit# of life possi"le for themselves
a! their families2 a! maagers are cofrote! with icreasig challeges of maagig
effective a! efficiet orgai$atios "# utili$ig huma2 fiacial2 a! techological
resources availa"le to them. 6!ersta!ig jo" satisfactio a! what it meas is ot ol#
!esira"le "ut also a critical aspect of life for "oth i!ivi!uals a! orgai$atios
J.> Powe* an+ pe*sonality! an analysis of 1ay male intimate ab,se
&onica A( Lan+olt

an+ Donal+ 6( D,tton 8ABBJ9
A stu!# was co!ucte! to ivestigate the issue of ga# male itimate a"use i a sample of
OC couples. The o"jective of the stu!# was to e0plore the associatio "etwee
relatioship power !#amics a! the perpetratio of ps#chological a"use2 a! to
ivestigate the correspo!ece "etwee itimate a"use a! factors associate! with the
A"usive The majorit# of participats were mi!!le to upper class a! their ethicIracial
"reak!ow is as follows; ,hite 7KLS82 +ative America 7NS82 Asia 7@S82 a! Other
7GS8. I terms of power2 results i!icate! that the more fre1uet form of ps#chological
a"use was sigificatl# higher i relatioships characteri$e! "# !ivi!e! power 7i.e.2
parters sharig !ecisio9makig authorit# "# the parters each makig !ecisios i
!ifferet !omais8. This fi!ig supports the suppositio that a"use ca occur i
relativel# egalitaria relatioships.. )oclusios are !raw regar!ig the geerali$a"ilit#
of itimate a"use across lies of se0ual orietatio.
C( Ni* Ks0et*i 8EGGD9
A stu!# was co!ucte! usig istitutioal theor# as a les2 to aal#$es the !rivers of
offshore "usiess process a! iformatio techolog# outsourcig. The mechaisms "#
which regulative rules2 social rules2 culturall# supporte! ha"its were e0amie! a!
su"cosciousl# accepte! rules a! customs ifluece assessmet2 selectio as well as
cotiuatio of outsourcig projects. Maagerial a! polic# implicatios are !iscusse!
a! !irectios for future research have "ee suggeste!.
B( #ayin1 L6oo+ &o*nin1 in t0e Ni10t! T0e Reve*sal of $o*/ Time in
6lobal ICT #e*vice $o*/
$inif*e+ Re becca Poste* 8EGGJ9
Through case stu!ies of three firms2 a! iterviews with KD emplo#ees2 maagers2 a!
officials2 It was show how this i!ustr# ivolves a =reversal> of work time i which
orgai$atios a! their emplo#ees shift their sche!ules etirel# to the ight. Rather tha
li"eratio from time2 workers e0periece a h#per9maagemet2 rigi!ificatio2 a! re9
territoriali$atio of temporalities. This temporal or!er perva!es "oth the ph#sical a!
virtual tasks of the jo"2 a! has cose1ueces for workers( health2 families2 future
careers2 a! the wi!er commuit# of +ew .elhi. It was sai! that this tre! is prompte!
"# capital mo"ilit# withi the iformatio ecoom#2 e0pasio of the service sector2 a!
glo"al ie1ualities of time2 a! is reflective of a emergig stratificatio of emplo#met
temporalities across lies of the /lo"al +orth a! South.
AG( #antan, #a*/a* 8EGGJ9
.rawig o !ata from a surve# of G@C emplo#ees from three 'PO orgai$atios i
Mum"ai 7I!ia82 this stu!# e0amie! whether cultural varia"les of i!ivi!ual cultural
orietatio a! orgai$atioal culture2 a! their iteractio were pre!ictive of emplo#ees(
attitu!es towar! uio mem"ership i 'PO orgai$atios i I!ia where uioi$atio has
hitherto ot take place. 6sig regressio aal#sis2 the researcher fou! that over a!
a"ove the effects of !emographic a! jo"9relate! varia"le2 a! work stress a! jo"
satisfactio2 hori$otal i!ivi!ualism coul! pre!ict uio attitu!es sigificatl# a!
egativel# whereas vertical i!ivi!ualism a! collectivism coul! pre!ict the attitu!es
sigificatl# a! positivel# .

AA(MCall cent*es! A +eca+e of *esea*c0
Bob Russell (2008)
. This paper criticall# e0amies all aspects of research that has "ee u!ertake o call
cetres2 from the pu"licatio of the first ovel pieces of research up to the most recet
cotri"utios. A goo! !eal of effort has goe ito classif#ig call cetres2 comparig the
orgai$atio of work i them with other t#pes of work a! cosi!erig the e0tet of
variatio "etwee call cetres. .ifferet aspects of call9cetre work are emphasi$e! a!
!ifferet coclusios regar!ig call9cetre emplo#met a! its possi"ilities are reache!..
It is also the case that the stu!# of call cetres ivites critical reflectio upo theories of
maagemet2 a! this is also etere! ito i this paper.

RE#EARC) &ET)ODOLO6<

The Research alwa#s starts with a 1uestio or a pro"lem. Its purpose is to fi! aswers to
1uestios through the applicatio of the scietific metho!. It is a s#stematic a! itesive
stu!# !irecte! towar!s a more complete kowle!ge of the su"ject stu!ie!.
Resea*c0 Desi1n
7i8 Desc*iptive Resea*c0
.escriptive approach caot "e chage! ever# ow % the it is therefore2 ecessar#
that the researcher gives sufficiet thought to framig research 1uestios a! !eci!ig
the t#pes of !ata to "e collecte! a! the proce!ure to "e use! for this purpose.
8ii9 Analytical'Ca,sal Resea*c0
As the ame implies2 a causal !esig ivestigates the cause % effect relatioship
"etwee two or more varia"le. The !esig of causal research is "ase! o reasoig alog
will teste! lies.
!escriptie and a little)bit analytical reie" is used$
.ATA SO6R)- ; Primar# .ata % Seco!ar# .ata
R-S-AR)H APPROA)H ; S6RW-TIA+ALTSIS
R-S-AR)H I+STR6M-+T ; X6-STIO++AIR-
.ata )ollectio
A9 Inte*nal #o,*ces
E9 E4te*nal #o,*ces
F8 Internal *ources + The illustratio of iteral !ata are emplo#ee(s2 reports etc.
C8 ,-ternal *ources + It is use! to make a more !etaile! stu!# of marketig pro"lem.
The sources ca "e su" classifie! ito two categories primar# !ata % seco!ar# !ata.


DATA COLLECTION
.ATA )OLL-)TIO+ M-THO.
I m# Research I have use "oth Primar# a! Seco!ar# .ata
I Primar# .ata I collect .ata i!ivi!uall# from the I'M .A*SH.
I Seco!ar# .ata I )ollect .ata from the Iformatio alrea!# e0ists which I get
from Mauals.
DATA COLLECTION IN#TR5&ENT#
3or )ollectio of Iformatio I have use! ;,estionnai*e a! o that "asis I have !oe
Aal#sis.
#A&PLIN6 DE#I6N
#A&PLIN6 5NIT
The Samplig 6it use! for the Project is HR .epartmet of "oth7 I'M .A*SH 8. Out
of these .epartmets2 I have chose m# Sample Si$e of AGG respo!ets.
#A&PLIN6 TEC)NI=5E#
The Samplig Techi1ue2 which I use! for collectio of !ata2 is P*obability
Tec0ni;,e(
LI&ITATION# O" T)E #T5D<
Respo!ets for the surve# were geographicall# !isperse!. So it was !ifficult to
access all of them.
Lack of respose o the part of respo!ets was a "ig pro"lem.
Time was also a hur!le.
)otactig the 'PO firms without a# cotacts was a tough jo". So I coul! ot
make it properl#.
Seco!ar# !ata has "ee collecte! from Iteret which ma# ot "e sufficiet.
. ,hole populatio is ot cosi!ere! to avoi! i the aal#sis. As the complete
eumeratio of the whole populatio woul! ot have justifia"l# icrease! the
accurac#.
Sample has "ee take out accor!ig to persoal ju!gmet2 which ma# ot "e
accurate.
Respo!ets might ot have aswere! few 1uestios correctl# out fear of
maagemet a! ustate! "iasess.

ANAL<#I# AND INTERPRETATION
X. Are #ou satisfie! with the jo" Q
OPTION# Na1e of Response
Deli10te+ FG
#atisfie+ FG
To some e4tent ED
Dissatisfie+ AD
%age of Reso!se
30%
30%
25%
15%
Delighted
Satisfied
To some
extent
Dissatisfied

X. Are #ou satisfie! with the services provi!e! "# 'PO Q
Options Na1e of Response
E4cellent CD
6oo+ AG
Ba+ D
%age of Response
Excellent
85%
Good
10%
ad
5%
The a"ove graph a! ta"le !epicts that KOS of the respo!ets are satisfie! with the
facilities provi!e! to them. ,here as FDS of the respo!ets are repla#ig goo! a! ol#
OS are ot satisfie!.
X. .o #ou get eough salar# to work i ight shifts "ecause workig i ight shifts is
!ifficult tha workig !urig !a#Q
OPTION# NA6E O" RE#PON#E
<es FD
No ID
%age of Reso!se
!es
35%
"o
#5%
The a"ove graph a! ta"le !epicts that LOS are satisfie! with the salar# provi!e! to them
a! GOS of the respo!ets are ot satisfie!.
X. .o #ou get eough securit# while workig i ight shiftsQ
OPTION# NA6E O" RE#PON#E
<es BD
No D
%age of Reso!se
!es
$5%
"o
5%
The a"ove graph a! ta"le !epicts that MOS of the respo!ets are satisfie! with the
securit# provi!e! to them i the ight shifts while OS are ot satisfie! with the securit#
s#stem.
X. .oes this jo" affects #our social lifeQ
OPTION# NA6E O" RE#PON#E
<es JD
No ED
%age of Reso!se
!es
%5%
"o
25%
The a"ove graph a! ta"le !epicts that NOS of respo!ets sa#s that 'PO jo" affects
their social life a! COS sa#s it !oes ot affects.
X. .oes #our work affect #our healthQ
OPTION# NA6E O" RE#PON#E
<es DH
No HI
%&GE '( RES)'"SE
5*%
*#%
!es
"o
The a"ove graph a! ta"le !epicts that O@S of the respo!ets sa#s that it affects their
health a! @LS sa#s that it !oes ot affect.
X. ,hat ki! of facilities are "eig provi!e! "# the compa# to #ou Q
OPTION# NA6E O" RE#PON#E
T*anspo*t IG
Ref*es0ment AG
&e+ial EG
Any Ot0e* AG
%&GE '( RES)'"SE
T+anspo+t
#0%
Ref+eshment
10%
,edial
20%
&n- 'the+
10%
The a"ove graph a! ta"le !epicts that L@S of the respo!ets sa#s that the# are
satisfie! with the cove#ace facilit#2 while CDS are satisfie! with the me!ical facilities
FDS of the respo!ets are ot satisfie!.
X. ,hat is the level or !egree of motivatio as far as the jo" is cocere!Q
OPTION# NA6E O" RE#PON#E
Bottom Level EG
&i++le Level FC
Top Level HE
%&GE '( RES)'"SE
20%
38%
*2%
ottom .e/el
,iddle .e/el
Top .e/el
The a"ove graph a! ta"le !epicts that @CS of the respo!ets are motivate upto top
level where as GKS of the respo!ets are satisfie! upto mi!!le level a! ol# CDS are
motivate! upto "ottom level.

X. ,hat is #our opiio regar!ig jo"Q
OPTION# NA6E O" RE#PON#E
#atisfacto*y IG
Dissatisfacto*y FG
In+iffe*ent Attit,+e AG
%"GE OF RES#ONSE
Satisfacto+-
#0%
Dissatisfacto
+-
30%
0ndiffe+ent
&ttit1de
10%
The a"ove graph a! ta"le !epicts that LDS of the respo!ets are satisfie! where as
FDS i!ifferet attitu!e where as GDS are !issatisfie! with the jo".

X. ,hat is the attitu!e of maagemet towar!s #ouQ
OPTION# NA6E O" RE#PON#E
6oo+ IG
Poo* FG
A11*essive AG
%"GE OF RES#ONSE
Good
#0%
)oo+
30%
&gg+esi/e
10%
The a"ove graph a! ta"le !epicts that LDS of the respo!ets are satisfie! where as
FDS aggressive a! GDS are havig poor attitu!e of maagemet towar!s them.
X. Are #ou satisfie! with the maagemet attitu!e with #ou .
OPTION# NA6E O" RE#PON#E
<es JD
No ED
%&GE '( RES)'"SE
%5
25
0 20 *0 #0 80
!es
"o
The a"ove graph a! ta"le !epicts that NOS are satisfie! with the maagemet attitu!e
towar!s them a! COS of the respo!ets are ot satisfie!.
X Is there a# !iscrimiatio "ase! o ge!erQ
OPTION# NA6E O" RE#PON#E
<es DJ
No HF
%&GE '( RES)'"SE
5%%
*3%
!es
"o
The a"ove graph a! ta"le !epicts that ONS sa#s that there is !iscrimiatio o the "asis of
ge!er a! @GS of the respo!ets sa#s that there is o !iscrimiatio.
X. To which e0tet #our !egree of skills are utili$e!Q
OPTION# NA6E O" RE#PON#E
6*ass *oot level EC
Ave*a1e HG
&a4im,m E4tent FE
0
10
20
30
*0
G+ass
+oot le/el
&/e+age ,axim1m
Extent
%&GE '( RES)'"SE
%&GE '( RES)'"SE
The a"ove graph a! ta"le !epicts that @DS o average level are utili$ig the skills 2 where
as GCS are usig o ma0imum e0tet a! CKS are usig at grass root level.
X. .o #ou have a# laguage "arrier !urig callig Q
OPTION# NA6E O" RE#PON#E
<es EC
No HG
5p to some e4tent FE
28
*0
32
0
10
20
30
*0
!es "o 2p to some
extent
%&GE '( RES)'"SE
The a"ove graph a! ta"le !epicts that CKS of the respo!et sa#s that the# are havig
laguage "arriers where as @DS are ot havig this pro"lem where as GCS has this
pro"lem upto some e0tet.
"INDIN6#
Most of the emplo#ees are satisfie! with the facilities provi!e! to them i 'POs
Majorit# of the wome emplo#ees are satisfie! with the salar# provi!e! % MOS of
them are satisfie! with the securit# provi!e! i the ight shifts.
'POs effect the social life a! health of emplo#ees.
Most of them are havig jo" satisfactio % satisfie! with maagemet attitu!e.
.iscrimiatio o the "asis of ge!er is prevelat i 'POs.
Majorit# of the emplo#ees have laguage pro"lem i commuicatig with other
emplo#ees workig there.



CONCL5#ION#
The major factors affectig retetio are commuicatio a! compesatio.
-mplo#ees are mostl# kee to have a ope commuicatio which ca help them
to "e up to !ate "ut this is ot the situatio i practical that(s wh# the# are shiftig
fastl# after gettig !isegage!.
)areer opportuit# a! moetar# growth are amog the top priorities of
emplo#ees to!a#2 ot the lo#alt#2 "ecause of the icrease! materiali$atio.
Mostl# marketig people2 call ceters emplo#ees a! top level authorities feel
their jo"s C@ hour pressure as a result of icrease! work loa! which ee!s to "e
take care of.
-mplo#ees are more attracte! to "ra! ames i e0pectatio of icrease! facilities
which are ot possi"le ever#where that makes them !isegage!.
Most 'POs to!a# are provi!ig pa# for performace which is attractig more
emplo#ees.
'POs also strive for collective learig istea! of poitig out errors which is
1uite attractig to ew etrats.


#566E#TION#
Icetive for more wome emplo#met i 'PO a! )all ceter.
Lower ta0es a! !uties o e1uipmet 7such as P)s a! mo"ile phoes8
Affor!a"le Iteret access
)oveiet access keepig wome(s ee!s i mi!
3le0i"le shift sche!ule
3le0i"le leave plaig
.irecte! traiig for 'PO a! )all ceters offere! to girls a! wome as
=techical tra!e course> which will ehace her skills to geerate sufficiet
icome a! a!! value to the 1ualit# of their life st#les2 "uil! ecessar# cofi!ece
a! the grow.
The commuicatio s#stem must "e ma!e strog. Iformal commuicatio alog
with formal shoul! also "e use! properl#.
The iformal metho!s for commuicatio like !iscussios !urig luch2 iformal
talks with top authorities must "e use! to make emplo#ees feel egage!.
A kowle!ge portal for emplo#ees iclu!ig all iformatio a! !irect cotact
with a# authorit# a#time ma# work well.
The# must "e give a proper i!uctio a! a clear u!ersta!ig of the jo" what
he is e0pecte! to !o.
The# must "e pai! attetio for career couselig also so that the# feel #ou are
worrie! for them.
Persoal !evelopmet programs must "e orgai$e! regularl# to make them a"le to
foster.
Ivitig a! ivolvig their families i some evets makes them feel egage!.
Some lea!ership campaigs a! "ottom up programs must "e orgai$e! regularl#.
)ompaies shoul! move ito value creatio a! value ehacemet programs.
Their perceptio must "e chage! from life st#le to career.
LI&ITATION# O" T)E #T5D<
Respo!ets for the surve# were geographicall# !isperse!. So it was !ifficult to
access all of them.
Lack of respose o the part of respo!ets was a "ig pro"lem.
Time was also a hur!le.
)otactig the 'PO firms without a# cotacts was a tough jo". So I coul! ot
make it properl#.
Seco!ar# !ata has "ee collecte! from Iteret which ma# ot "e sufficiet.
. ,hole populatio is ot cosi!ere! to avoi! i the aal#sis. As the complete
eumeratio of the whole populatio woul! ot have justifia"l# icrease! the
accurate.
Sample has "ee take out accor!ig to persoal ju!gmet2 which ma# ot "e
accurate .
Respo!ets might ot have aswere! few 1uestios correctl# out fear of
maagemet a! ustate! "iasess


BIBLIO6RAP)<
'ooks
F. Trive!i2R.S.2Persoel Maagemet2O0for! % I'H Pu"lishig compa#2FMMC.
C. Ashwathapa2*.2Huma Resources % Persoel Maagemet2Tata Mcgraw Hill2
+ew TAM6+A +A/AR2FMMM
G. *othari2).R.2 Research Metho!olog#2 Himal#a Pu"licatio house2FMK@.
Maga$ies
F. 'usiess ,orl!
C. Outlook
G. -0press )omputers
$EB#ITE#
www.hr.com
www."usiessg#a.com
www.hrmgui!e.com
www.google.com
mssearch.com
=5E#TIONNAIRE
X. F Are #ou satisfie! with the jo"Q
a8 .elighte! A B
"8 Satisfie! A B
c8 To some e0tet A B
!8 .issatisfie! A B
X.C Are #ou satisfie! with facilities provi!e! "# 'POQ
a8 -0cellet A B
"8 /oo! A B
c8 'a! A B
X.G .o #ou get eough salar# to work i ight shifts "ecause workig i
ight shifts is !ifficult tha workig !urig !a#Q
a8 Tes A B
"8 +o A B
X.@ .o #ou get eough securit# while workig i ight shiftsQ
a8 Tes A B
"8 +o A B
X.O .oes this jo" affects #our social lifeQ
a8 Tes A B
"8 +o A B
X.L .oes #our work affect #our healthQ
a8 Tes A B
"8 +o A B
X.N ,hat ki! of facilities are "eig provi!e! "# compa# to #ouQ
a8 Trasport A B
"8 Refreshmet A B
c8 Me!ical A B
!8 A# Other A B
X.K ,hat is the level or !egree of motivatio as far as the jo" is
cocere!Q
a8 'ottom Level A B
"8 Mi!!le Level A B
c8 Top Level A B
X.M ,hat is #our opiio regar!ig jo"Q
a8 Satisfactor# A B
"8 .issatisfactor# A B
c8 I!ifferet Attitu!e A B
X.FF ,hat is the attitu!e of maagemet towar!s #ou Q
a8 /oo! A B
"8 Poor A B
c8 Aggressive A B
X.FC Are #ou satisfie! with maagemet attitu!e with #ouQ
a8 Tes A B
"8 +o A B
X.FG Are #ou feelig a# social threats while workigQ
a8 Tes A B
"8 +o A B
c8 Sometimes A B
X.F@ Is there a# !iscrimiatio "ase! o ge!erQ
a8 Tes A B
"8 +o A B
X.FO To which e0tet #our !egree of skills are utili$e!Q
a8 /rass root level A B
"8 Average A B
c8 Ma0imum -0tet A B
X.FL .o #ou have a# laguage "arrier !urig calligQ
a8 Tes A B
"8 +o A B
c8 To Some -0tet A B
X.FN Suggestio YYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY
YYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY.
Thaks U.H