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Descriptive and Mean Analysis PDF
Descriptive and Mean Analysis PDF
IN KERALA
ABSTRACT
The Indian IT-BPO sector has remained as global powerhouse by exhibiting rapid evolution in
terms of expansion of vertical and geographic markets, attraction of new customer segments,
transformation from technology providers to strategic business partners and by offering a
considerably wider spectrum of services over the years. The aggregated revenue from the sector is
estimated at USD 95 billion in FY year 2013, growing at 10.2% over FY 2012 with the provision of
direct employment to about three million people. It is expected that the industry will reach USD 106 –
111 billion during FY 2014; a growth of about 13 – 15% over FY 2013 (NASSCOM 2013). Human
resources are the drivers and principal value-creators of the output of this industry. Therefore,
attracting, training, retaining and motivating employees are the critical success-determinants.
However, retaining talented employees is a serious concern in knowledge based organizations. When
employees leave an organization, they carry with them invaluable tacit knowledge which is often the
source of competitive advantage for the business. The present study aims at identifying the major
dimensions of retention in BPO industry in Kerala. A survey instrument was developed for the study to
gather information. The population for this study comprised of employees working in various BPOs in
Kerala. A sample size of 240 was chosen by simple random sampling method. Factor Analysis,
Correlation and Regression are used to extract dimensions of employee retention and to know the
influence of these dimensions on employee‟s intention to stay. Out of the dimensions extracted, job
support, compensation and recognition are identified as major factors determining the stay of
employees in BPO industry in Kerala.
Key words: Business Process Outsourcing, verticals, retention, compensation, motivation.
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I. INTRODUCTION
The IT-BPO Industry is playing a vital role in India‟s economic growth. It accounts nearly for
5.2 percent of the country‟s GDP. Over the last 10 years, this industry has grown at an average annual
rate of 30 percent. The industry is estimated to aggregate revenues of USD 108 billion in FY2013,
with the IT software and services sector (excluding hardware) accounting for USD 95 billion of
revenues. During this period, direct employment is expected to reach nearly three million, an addition
of 188,300 employees, while indirect job creation is estimated at 9.5 million. As a proportion of
national GDP, the sector revenues have grown from 1.2 per cent in FY1998 to nearly 8 per cent in
FY2013. Its share of total Indian exports (merchandise plus services) increased from less than 4 per
cent in FY1998 to about 23-25 per cent in FY2013. Export revenues (excluding hardware) are
estimated to gross USD 75.8 billion in FY2013, growing by 10.2 per cent over FY2012, and
contributing nearly 80 per cent of the total IT-BPM revenues (excluding hardware), employing over
2.3 million employees (NASSCOM 2013). Key global megatrends around macroeconomics,
demographics, social, environmental, technology and business will present a new set of opportunities
in the form of largely untapped markets and customer segments, which can propel industry revenues to
USD 225 billion by 2020 (NASSCOM 2011). With the whirlpool of opportunities the Indian Business
Process Outsourcing sector seems to be on a happy ride.
India has the second largest English-speaking scientific professionals after the US. It is
considered as a knowledge economy with a highly talented technical workforce. Knowledge-workers
are the main resource in the ITES/BPO Industry. They add value to their organizations through their
communications skills, high level of education, and domain knowledge. High attrition rate is an
important issue in BPO industry. High attrition not only reduces the efficiency or customer
satisfaction, but is also expensive. When the employees move they not only take skills and knowledge
but also trade secrets with them as they typically moved to the competitor‟s organization (Abassi and
Hollman, 2000). According to a recent survey conducted by All India Management association
(AIMA) on CEO‟s and HR managers of different IT organizations, attrition is the second important
issue related to HR department. A global call-centre report (Neale Helen 2004) state that Indian call
centers have the highest employee turnover of 40% against a global average of 20%. Another
benchmarking analysis (Scholl Rebecca 2003) reports that India had the greatest level of call centre
agent attrition (38%) and lowest average employee tenure (11 months) in the Asia Pacific Region. It is
very important to retain top talent to promote innovation and creativity which will help organization to
differentiate from its competitors (Peter Cappelli, 2008). .
II. REVIEW OF LITERATURE
There are a few significant studies conducted to analyse the effect of factors of employee
retention on employee intention to stay.
Abhoy (2000), opined that ensuring employee commitment and retaining best talent is the
major challenge in software firms. Agrawal et al (2003) suggested that the work place must be
conducive for learning and at the same time informal, full of fun, excitement and passion so that
employees can learn, experiment and relieve stress. Gwen et al (2003) concluded that changes that
could be made to make the workplace more challenging and rewarding includes having a more flexible
work environment, more effective communication and more career development and training.
Suryanarayana et al (2003) found that work environment is a significant factor that affect job
satisfaction and work commitment of software professionals. Deepak et al (2012) found that
employees in at a comparatively lower age have a higher propensity to leave the job and lack of safety
among female employees and availability of more career opportunities in the external labour market
are the most significant reasons for employees to leave the organizations. Muhammad Umer et al
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(2011), identified that the variables such as career development, job support, work environment and
work life balance have significant and positive impact on employee stay in BPO industry.
Monis et al (2011) reported that the employee growth and development activities such as
continued education courses, tuition reimbursement, career development skills training, opportunities
for promotion and internal career advancement, coaching, mentoring and leadership development
programmes have a positive impact on enhancing employee satisfaction and reducing the possibility of
employee leaving. Karthikeyan (2010) found that variables like sufficient financial resources,
encouragement by supervisors, effective leadership, efficient feedback system and good relationship
with colleagues play a significant role in improving organizational climate. Adhinarayanan et al
(2011) found that career growth and compensation are the important causes for increased employee
turnover in companies and employee, employer and supervisor all are responsible for the hike in the
rate of attrition. They strongly recommended for the conduct of an exit interview to realize actual
cause of leaving and to reduce the possibility of future employee turnover.
Shaveta et al (2011) found that as the total cost in association with hiring of employees to fill
the vacancy of the gone out employee is substantial, organizations have to build their own retention
strategies to ensure long-term stay of their best talent. Shefali et al(2012) recommended for the
adoption of certain techniques like Muscle Relaxation, Biofeed Back, Meditation, Cognitive
Restructuring, Time Management, Employee Assistance rogramme and Employee Wellness
Programme to minimize stress, enhance productivity and to reduce the employee dissatisfaction. A
study by Venugopal et al (2006) revealed that most of the organizational measures to retain talented
persons such as rewards, recognition and appreciation, better communication etc. are accepted by the
professionals. Gayathri et al (2012) said that frustration and constant friction with their superiors or
other team members are the real reasons of most employees leaving an organization and identified
mentoring, well equipped safety environment, potential and prospective roles, encouragement and
recognition and competitive compensation as the significant variables that influences employee
retention. Many other studies also supported the same findings [Srikanth et. al. (2006), Chandra
Mohan et. al. (2007), Latha et al (2007), Kanwar (2009), Misra (2007), Prakash (2013), Rakesh
(2011), Ramlall (2003), Shah et al (2007), Singh (2005)]
III. RESEARCH PROBLEM
IT-BPO sector has become one of the most significant growth catalysts for the Indian
economy. However, the sector is facing the challenge of shortage of sufficient competent middle and
top level managers and poor retention rates. Studies on various dimensions have been done in India
and abroad to address the issue pertaining to IT-BPO industry. But, most of the studies limited their
scope on HR practices, employee work-life balance and stress. Assurance of employee retention is a
crucial challenge to any manager. Kerala state is a growing BPO destination in India. The cities like
Thiruvananthapuram and Cochin are growing fastly, especially after the formation of Special
Economic Zones and development of Info Park and Techno Park. It is expected that both these cities
will become Tier II cities in terms of BPO development (at present they are included in the list of Tier
III Cities). As per a recent Nasscom estimation, about 120000 new job opportunities will be created in
IT and ITES sector in 2013. However, huge rate of brain drain and attrition in BPO industry in Kerala
badly affects its accelerated growth in our state. Therefore, it is necessary to identify the various
dimensions of employee retention in BPO industry in Kerala in order to ensure long stay of employees
in this sector. Since there are no remarkable studies on this aspect pertaining to Kerala, the present
study is significant to develop employee retention strategies in BPO sector.
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IV. RESEARCH OBJECTIVES
The present study is based on the following specific objectives:-
1. To identify various dimensions of employee retention in BPO industry in Kerala.
2. To study the interrelationship between dimensions of retention on employee intention to stay.
Work-Compatibility Factors
To have a disciplined guidance to the enquiry, the following hypotheses were formulated and
tested:
H1. The „Job Support and Recognition‟ dimension of employee retention has a positive effect on
employee intention to stay.
H2. The „Compensation and Career Growth‟ dimension of employee retention has a positive effect
on employee intention to stay.
H3. The „Organizational Culture‟ dimension of employee retention has a positive effect on
employee intention to stay.
H4. The „Work Compatibility Factor‟ dimension of employee retention has a positive effect on
employee intention to stay.
H5. The „Autonomy and Independence‟ dimension of employee retention has a positive effect on
employee intention to stay.
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VI. RESEARCH METHODOLOGY
The study mainly depends on primary data which have been collected from a sample of 240
respondents in Kerala. The samples were identified randomly from the middle level and lower level
employees working in various BPOs in Kerala. The data are collected by using a pre-drafted and pre-
tested Questionnaire. Pre-drafted questionnaire was tested among 60 respondents and necessary
modifications were made. The final questionnaire was delivered among 290 respondents and collected
240 partly/completely filled questionnaires. The data collected have been analyzed by using various
statistical and mathematical techniques. Descriptive statistical tools like mean, standard deviations,
correlations were applied for the study. Regression Analysis has been used to study the
interrelationship between variables.
Table: 1: Measures of Retention Chosen for the Study with Mean and SD
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Management is genuinely interested in
15 RT 15 240 3.27 .930
employee ideas on how to improve our services.
16 RT 16 My job gives me a feeling of personal 240 3.20 .793
accomplishment and self-esteem.
My organization goes out of its way to make
17 RT 17 sure that employees enjoy their work as well as 240 3.03 .950
their family.
18 RT 18 People at this organization are paid fairly 240 2.55 1.299
according to their job performance.
19 RT 19 Iincrement
feel that the existing system of granting 240 2.98 1.399
is quite effective.
I believe my career aspirations can achieved at
20 RT 20 this organization. 240 2.72 1.144
It is clear from table 2 that job support and recognition has the highest mean of 3.20 stating that
most of the respondents consider this factor to be responsible for their stay.
C. KMO and Bartlett’s Test
The Kaiser-Meyer-Olkin test was done to measure the homogeneity of variables and Bartlett's
test of sphericity was done to test for the correlation among the variables used. Table 3 shows the
values.
Table 3: KMO and Bartlett’s Test
df. 231
Sig .000
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The KMO value for the instrument was 0.792 and hence the factor analysis is appropriate for
the given data set. Bartlett‟s test of sphericity chi-square statistics is 4416.268, which shows the 22
statements are correlated and hence the instrument was accepted for further study.
D. Factor Analysis
Since the factors of retention were large in number and were inter-related, Factor Analysis was
done to extract and club the factors responsible for attrition. Principal Component Analysis was used
for extraction and Varimax for rotation. As per the Kaiser criterion, only factors with eigenvalues
greater than 1 were retained (Kaiser H. F 1960). Five factors in the initial solution have eigenvalues
greater than 1. Together, they account for almost 76% of the variability in the original variables. Table
4 shows initial eigenvalues of the factors and Table 5 shows the rotation matrix.
Table 4: Total Variance Explained
Compone Extraction Sums of Squared Rotation Sums of Squared
nt Initial Eigenvalues Loadings Loadings
% of % of
Varianc Cumulativ % of Cumulati Varianc Cumulati
Total e e% Total Variance ve % Total e ve %
1 6.578 29.900 29.900 6.578 29.900 29.900 5.719 25.996 25.996
2 4.300 19.545 49.445 4.300 19.545 49.445 4.207 19.121 45.117
3 2.356 10.710 60.155 2.356 10.710 60.155 2.625 11.934 57.051
4 2.163 9.831 69.986 2.163 9.831 69.986 2.257 10.259 67.310
5 1.287 5.851 75.836 1.287 5.851 75.836 1.876 8.526 75.836
6 .790 3.590 79.426
7 .662 3.009 82.435
8 .587 2.670 85.105
9 .534 2.427 87.532
10 .482 2.193 89.725
dim 11 .457 2.076 91.801
ensi
on0 12 .305 1.388 93.189
13 .285 1.297 94.486
14 .249 1.131 95.617
15 .227 1.033 96.650
16 .200 .909 97.559
17 .158 .717 98.276
18 .128 .584 98.860
19 .095 .433 99.294
20 .058 .265 99.559
21 .055 .251 99.810
22 .042 .190 100.000
Extraction Method: Principal Component Analysis.
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Table 6: Dimensions of Retention Extracted from Factor Analysis
The factor analysis has identified the following five dimensions of employee retention:
Factor 1: The name given to this factor is Job Support & Recognition. This factor consists of eight
variables which contribute 29.90 percent variation. The variables are: Congratulation by boss for
doing good work with factor loading of .819; recognition and appreciation of performance with factor
loading of .854; provision of good coaching and mentoring with factor loading of .791; challenging
work with factor loading of ..789; Performance feedback on regular basis with factor loading of .870;
involvement in decision making with factor loading of .781; support received from boss with factor
loading of .662 and caring on employee personal and official concerns with factor loading of .819. The
above are the most important factors which contribute to enhance internal motivation in employees
working BPO industry in Kerala. Many studies supported this finding. [Karthikeyan (2010), Bhaduri
(2008), Beardwell et al (2007), Gaiduk (2009), Budhwar (2006)].
Factor 2: This factor is named as Compensation & Career Growth. This factor includes six variables
which contribute 19.545 percent variation. The variables are: genuineness in management‟s interest in
employee ideas to improve service performance with factor loading of .809; payment according to job
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performance with factor loading of .649; effectiveness of existing system of granting increment with
factor loading of .855; belief in achievement of career aspirations with factor loading of .0.905;
organization‟s role to support career development with factor loading of .763; ability to continue and
grow with the organization with factor loading of .844. This result was substantiated by many previous
studies [Drucker, Anil Kumar (2007), Ryan et al. (2007), (Rosser, 2004)].
Factor 3: The name given to this factor is organizational culture. This factor consists of four
variables which contribute 10.71 percent variation. The variables are: autonomy associated with
position with factor loading of .769; prevalence of good social environment with factor loading of
.687; harmony between departments with factor loading of .733 and consideration of valuable
suggestions of employees feeling of respect in job with factor loading of .719. Many studies
substantiated this finding [(Grebner S (2003), Semmer (2007), Dormann (2002)].
Factor 4: The name given to this factor is work-compatibility factors. This factor consists of two
variables which contribute 9.831 percent variation. The variables are: job‟s ability to create feeling of
accomplishment and self-esteem with factor loading of .788; and organization assuring work-life
balance of employees with factor loading of .873. This result was substantiated by many previous
studies [Wickramasinghe et al. (2010), Budhwar et al. (2006), Mehta et al. (2006), Greenhaus
(1974), Kohli (1978), Inkson (1985)].
Factor 5: The name given to this factor was autonomy & independence. This factor consists of two
variables which contribute 5.851 percent of variation. The variables are: availability of desired
freedom in doing the job with factor loading of .774 and enjoyment on doing work which is
worthwhile with factor loading of .771.
E. Multiple Regression Model
There are many reasons for the stay of employees in an organization. All these factors are
grouped and a five factor model is constructed. Employee intention to stay is determined by these
dimensions of retention. Multiple Regression Analysis has been carried out here to study the
association between employee intention to stay and dimensions of retention.
E.1. Dimensions of Retention – Independent Variables
Independent variables for the analysis are various dimensions of retention extracted from the
factor analysis. These five dimensions are: job support & recognition, compensation & career growth,
organizational culture, work-compatibility factor and autonomy & independence. Employee intention
to stay is determined y these dimensions of retention.
E.2. Intention to Stay – Dependent Variable
Employee intention to stay is determined by the dimensions extracted from factor analysis.
Four statements are included in the instrument to measure intention to stay and the respondents
responded to each statement on five point Likert Scale with “Strongly Agree” dictating the highest
level of satisfaction (Score of 5), “Strongly Disagree” as the highest level of dissatisfaction ( Score of
1). The actual scores are collected, summated, averaged and compared across different groups to draw
meaningful conclusions. The item code, item mean and standard deviation are presented in Table 7.
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Table 7: Measures of Intention to Stay Chosen for the Study with Mean and SD
Std.
Item Mea
Sl. No. Item N Deviatio
Code n
n
1 Stay This company is able to retain quality employees. 240 2.60 .972
1
2 Stay I see myself working for this organization three 240 2.43 1.298
2 years from now.
3 Stay Even I had another job offer that paid more than the 232 2.90 1.244
3 present one, I‟d stay here.
4 Stay I am not bothered about alternative employment in 240 3.03 1.050
4 any other organization.
No. of Cronbach’s
Retention Dimensions
Items alpha
Job Support & Recognition 8 0.930
Compensation & Career 6 0.889
Growth
Organizational Culture 4 0.756
Work-Compatibility Factor 2 0.697
Autonomy & Independence 2 0.684
Overall Retention 22 0.749
Dimensions
Intention to Stay 4 0.762
(dependent)
E.4. Correlation Analysis
The next step involved is computing the correlations between the independent variables and the
dependent variable in order to find out the relationship between the two. There should be correlations
between the dependent variable and the independent variables to precede further analysis. Table 9
shows the correlations along with significant values.
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Table 9: Correlations
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Where: Y= Intention to Stay (Dependent Variable),
a= Constant,
X1, X2, …………X5 = Dimensions of Retention (Independent Variables),
[X1 = „Job support & Recognition‟, X2 = „Compensation & Career Growth‟, X3 = „Organizational
Culture‟, X4 = „Work-compatibility Factor‟, X5 = „Autonomy & Independence‟.]
The stepwise regression model is carried out which provided 3 models as shown in Table 10.
Table 10: Model Summary
ANOVA table shows that all the 3 models are statistically significant at 99 percent confidence
level.
The standardized Beta Coefficients of the 3 dimensions which are statistically significant is
shown in table 12. The strongest predictor is „compensation and career growth‟ since its beta value is
highest with .464 which is statistically significant at 1 percent level. The next predictor is „job support
and recognition‟ with the beta value of .242 which is also significant at 1 percent level. The dimension
„work-compatibility factor‟ has also significant relation with the dependent variable as the beta value
of .120 is also statistically significant at 5 percent level of significance.
Hypotheses (1), (2) and (4) are accepted since all of the three dimensions of retention have
positive effect on employee intention to stay. The other attributes such as organizational culture and
autonomy and independence have no positive effect on employee intention to stay and hence,
hypotheses (3), and (5) are rejected. BPOs should give due significance to compensation & career
growth, job support & recognition and work-compatibility factor to ensure the long stay of their
employees.
Therefore, the validated regression model is as follows:
Intention to Stay = 10.137 + .464 (CCG) + .240 (JSR) + .120 (WCF).
Thus, compensation and career growth, job support and recognition and work-compatibility
factor are the strongest predictors of variations of employee intention to stay in BPO industry in
Kerala.
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Figure 2: Relationship framework of the dimensions of attrition
.240
Job Support & Recognition Intention to Stay (r2 = .29)
.120
Work-Compatibility Factors
VIII. CONCLUSION
The main aim of this research study was to identify the major dimensions of employee
retention in BPO industry in Kerala and also to study the interrelationship between these dimensions
and employee intention to stay. The essence of the proposed study was the identification of strongest
predictors of the dimensions of retention on employee intention to stay. The multiple regression
analyses findings indicate that there is a positive and significant relationship between compensation &
career growth, job support & recognition and work-compatibility factor and the employee intention to
stay in BPO organizations. The findings indicate that, based on beta values and significance,
„compensation and career growth‟ is the most influential dimension (predictor) of the BPO employee
intention to stay. The previous research and our research advocated that a BPO unit providing good
compensation package and career development opportunities, will able to retain its valuable
employees for a long period of time. Based on the beta values and significance, the second strongest
dimension of employee retention is „job support and recognition‟. This finding provides a strong
support to the HR literature review that advocated that a BPO organization which gives recognition
and appreciation to the good work of their employees and extending support to them in work will gain
their faith and confidence and is able to retain them. Also, based on the beta values and significance,
the third strongest dimension of employee retention is „work-compatibility factor‟. The finding
suggests that the organization should consider the personal feelings of the employees while designing
work schedules. The management has to develop sound human relations strategies to motivate their
employees to ensure their long stay in the organization. This is observed that the employees are ready
to stay in the organization if they are provided with fair pay, career advancement opportunities, job
support, recognition and appreciation on work and balancing of their work and life.
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