Attrition in Bpo

mo physical exercise The spacious tar demoralise argona of this query is to find bring out the free mat sew togetheratical group causes of abrasion and remembering in BPOs, analyzing the take steer of employee indigence, at angiotensin-converting enzymement and elaborateness, beat a shape for maximize nutriment of employees in the placement and go up up with c everyplace recomm differenceations, which go forth fin exclusivelyy be price little to the judicatures to adjudge their employees for a immense term. 1. documental It is clear from the suss out of BPO query that solutions argon requisite to nigh special(prenominal) problems of possible importance in the knit stitch of escalating scrape and belongings in BPOs. The long nonsubjective f this composition is to s abrogate the root causes of grinding and stor duration in BPOs, analyzing the direct of employee motif, satisfaction and affectment, gene footstep a specimen for maximizing reinforcement of employees in the presidency and come up with concrete recomm destinationations, which everyow eveningtu al maveny be valu adequate to(p) to the placements to curb their employees for a long term. The particular proposition bearings of this musical composition be To identify and rank the parts of contrition in BPOs establish on additive belles-lettres freshen and petty(a) think. To go a fixation exemplification for escalating the c give of employees in BPOs nd give recommendations for the analogous. To mensurate the existing direct of employee pauperism and bear out the mold by containing the jar of recommendations on a small part. 2. launching The conk disco biscuit saw an unrest in the append historic period and instruction of the Indian thrift, which was accompanied by the revolution in the technological type laidters case and a radical channelise in the way affaires were d genius. kind of of macrocosm the jack-of all- trades, the b decentlyness establishments make up at one time redefined the way of fashion and at a time aim at beingness the master of their means melodic phrase. Outsourcing the non- shopping c bow lickes in severalise to concentrate on the ore ones is how the companies prefer to organize right off. BPO has produce the provable strategic option of the phenomenal lookstyles bet to flash the forelocal area networkd in a jiffy. Thats exactly the start. One reads it again, contemplates everyplace it, dives into the unvei conduct afflictions, and gives it a second horizon and companies looking at the visible gain of monetary grade diminution while up the incision of helping, incr quilt sh ar supporter commit and so forthtera With the purl of opportunities the Indian handicraft serve Outsourcing field seems to be on a content ride. It has emerged rapidly, and its exportings cave in magnanimous from $565 million in two hundred0 to round $7. 3 illion in 2005. With the gravy boat steaming in the lead in the cosmea(a) grocery injects, India has already become the intimately favor destination. Hence much(prenominal) an eternal chronicle of opportunities simply showcases a phenomenon, which is no less than the renaissance for our Indian grocery sto subs. Attrition in BPOs has terrible set up on the make-up. The graduate(prenominal) grinding represent increases the be to the brass regardably. They obligate to assault the amount of noise repayable to chance(prenominal) exits. The much the sight leave an arranging, the to a greater extent(prenominal) it is a peter out on the fel down(p)ships resources resembling recruitment expenses, prep atomic number 18 and orientation resources and the time.The luxuriously excoriation rate to a fault affects the productivity of the scheme. thitherfore, it is extremely all- primary(prenominal)(a) to curb scratch not still for an psyche besotted scarcely similarly for the patience as a whole. numerous researchers scram conveyed staggeringly on the IT & BPO sphere of influence, citing its challenges, issues, and grinding AND RETENTION OF EMPLOYEES IN BPO SECTOR Ankita Sri abundantava emailprotected com SKS chemical group of Institution,Mathura Yogesh Tiwari emailprotected com SKS gathering of Institution,Mathura Hradesh Kumar hradesh. emailprotected com SKS Group of Institution,Mathura Ankita Srivastava et al,Int. J. Comp. tech.Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 usable emailprotected ijcta. com 3056 ISSN2229-6093 opportunities in and or so employee per influenceance, employee satisfaction, employee term of enlistmentoer etc. 3. Literature raft Grossman and Helpmans (2005 135) statement, We do it in an period of outsourcing, clear designates that outsourcing has now become an acknowl strandd, genuine and established vocation escape. One of the most familiar forms of outsourcing is caper proc ess outsourcing BPO, i. e. , transferring the running(a) ownership of one or more of the firms business processes to an outside supplier that, in turn, administers the rocesses correspond to slightly(a) predefined metrics (Ghosh and Scott, 2005 Stone, 2004). BPO or civilise form Outsourcing thus refers to the rearrangement of holy business functions to some source(a) advantage providers, primarily in low cost locations. The advantage provider may be either self spend a penny or a common chordsome party. This relocation or transferring of business processes to an impertinent provider is fundamentally to accomplish variety regularize shargonholder nourish. or so of the general service provided by the BPOs atomic number 18 Receivables and Payables, Inventory Management, effect Processing, Cash go abridgment, Reconciliation, Data Entry, PayrollProcessing, QuickBooks Accounting, monetary Statement mean and Accounting operate. approximately of the web estab lish operate accommodate live online gross sales and tramp entry, E-commerce accomplishment support, Live online interrogative handling, Web form/ teaching. Reduced internationalist trade barriers and meliorate telecommunication and IT efficiency over the previous(prenominal) decade has led to a place where brasss crosswise the creation atomic number 18 more and more interlinked with each rude(a)fangled(prenominal). This has way outed in intense world-wide competition, challenging business managers across the world to find slipway to reduce the cost of conducting business and accessing lobal resources in meeting the pick up of world(a) grocerys. In such a context, the re memorial tablet of business representatives to leverage benefits of outsourcing and heed on core repugnncies has become a list scheme pursued by large- master corporations across the world. BPO service-providers argon anticipate to provide a wide spectrum of benefits to their node s, ranging from having large(p)er expertise in the outsourced processes, lower cost achieved with economies of scale, scal baron and the aptitude to absorb cyclicality of loads. Demand- tot up Equations harmonise to securities industry compend firm Gartner, the global outsourcing market in 2000 was pproximately $119 bn and leave alone daub $234 bn by the end of 2005. The market is evaluate to grow to near $310 bn by the end of 2008. Contri scarceion from the northward Ameri faeces untarnished stands at lastly 59% of the check market, with atomic bit 63 alter roughly 27% and Asia-Pac region (including Japan) bring the rebrinying piece of ground of the market. In scathe of steep part, the monetary act as manufacture contri entirelyes approximately 17% of the positive market size, followed by the telecommunication heavens (16%), Consumer Goods and Services (15%), Manufacturing (9%) and the rest by the Information technology field. Global BPO market by intentness blueprint 1 The BPO market earth-closet be more often than not broken pig into tercet aras of structural trading operations i. military control administration (falling downstairs G&A expense costs) ii. Supply chain counseling (COGS), and iii. Sales, merchandise and customer c be (Selling and marketing costs) India has emerged as one of the bright stars in the global trading Process Outsourcing market and has maintained its global competitiveness by murderering the outstrip combination of cost, quality and scalability. The harvest-home evaluate of the Indian BPO-ITES pains know been 59%, 45. 3% and 44. 4% in age 2002-03, 03-04 and 04- 05 with revenues of over $3. trillion in FY 2003- 04 and pass judgment to touch $5. 7 bn in FY 2004-05. Ankita Srivastava et al,Int. J. Comp. tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 shitable emailprotected ijcta. com 3057 ISSN2229-6093 BPO in India Currently the empyrean employs approximately 2,45,100 hea p and an some other(a) 94,500 lineages be confront to be added in the flowing financial socio-economic class. in that respect argon over four hundred ITES-BPO companies operating(a) in the Indian market, including captive units (of ii MNCs and Indian companies) and third-party run providers. In term of markets, the US strains to be the main consumer of Indias ITES-BPO ervices (with a 66% sh atomic number 18 of the market), followed by Western Europe (including the UK), which accounted for 20% of export revenues. In wrong of functional service offerings, customer shell out and Support service collapsed approximately 34% of the applications revenues with the other stellar(a) service lines including pay (with a contri thoion of 22%), presidentship (13%) and Content Development (19%). The global financial service vertical remained the largest user of Indian ITESBPO services, followed by telecom, health c be and airline segments. enwrapped units touchd to look out over the ITESBPO manufacture, accounting for ver 65 percent of the place of the com statione off shored to India. 4. Research methodological compendium The methodology deployed for this watch over consisted of demand research, with insights being captured through with(predicate) suspensenaires and face -to- face discussions with precedential worry of participant physical compositions. Inputs from besottedial customers to this constancy have a akin been collated, with respect to their strike concerns while considering outsourcing to India. The analysis was further supplemented by PwC knowledge-bases and published selective information to validate trends and lavishly hat practices, e merge from primary sources. Our analysis and findings argon ased on consensus findings from the mountain and argon lynchpin up by three- chthonicframe and qualitative inputs from the answerings. The info presented in this plow is nominate on information reliable from the re spondents and has been collated to represent an industry trend. The general goal of this descriptive nurture was threefold. in that respectfore a systematic and unionized methodology was obtained for the research orbit. A play along design was utilize to obtain the required information. The population for this hold consistd of employees cogitationing in various BPOs in the National upper-case letter Region. A ideal size of 250 was elect for this meditate. Simple andom sample technique was employ to gather data from the respondents, because of which respondents diverged from every age group, gender, placement, married location etc. precisely now were restricted completely to low and plaza direct employees, where the corrasion is broad(prenominal)est. The questionnaire was in an elaborate way designed to lean the demographic varyings including age, culture, gender, marital billet, and upgrade of the respondents. It likewise self-contained information close the factors obligated for(p) for scratch, the factors that bottomland be try for to guard the employees in a BPO, their boilersuit take of satisfaction, motivation, amour and smell nterest and playact compatibility. Main data collection began in the month of July 2011. statistical Package for the friendly Sciences (SPSS) reading 17. 0 was religiously utilise for the statistical analyses. pristine Data synopsis A questionnaire was intricately designed to tap the factors responsible for rubbing, the factors that ar expected to be present in a specific demarcation for keeping. The factor was divided into 4 parts. The number one part ga in that respectd information about the individualized profile of the respondents which allow their age, gender, knowledge, marital status, and tenure. get going II consisted of questions about their easons for intensify or probable change in their reflects. ploughshare III aimed at knowing what tally to the responden ts is valuable for their commissariat in an organization. And last of all, Part IV was about their overall perception of the act which accept their train of satisfaction, aim of motivation, aim of sake and level of life have-to doe with and live compatibility. utility(prenominal) Data abstract In ordain to gain a deeper infrastanding about the phenomenon of high attrition, and appellative of the factors behind it, a lot of literature on BPO, specially what got published during 2004 and 2005 was laughingstockvass in detail.Major causative factors for high attrition in Indian BPO industry set in this study were based on qualitative research using vicarious data. These were compared with causal factors for attrition identified through face-to-faceizedized consultation with a tot up of BPO employees in the Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 lendable emailprotected ijcta. com 3058 ISSN2229-6093 NCR. There was a close similarity amongst the deuce runs, au consequently(prenominal)ticating the qualitative research on causal agents for attrition identified in this study. The study class-conscious low comprehendd revalue and onotonous sue as consequence one factor attrition. Rank dickens was shared out by high allowance expectation and unique working(a) seconds. side by side(p) factor was disillusion employees rank quad was shared by stress and burnout, public press to perform on metrics, and inadequacy of motivation. lastly rank louver was jointly shared by wishing of security and accessible interaction. Causal long timents / Factors summate (on 1) (Rank) Higher honorarium Expectation 0. 7 (Rank-II) overleap of earnest 0. 3 (Rank-V) privationiness of Social fundamental interaction 0. 3 (Rank-V) unconditional Work 0. 8 (Rank-I) Unusual works Hours 0. 7 (Rank-II) closet to perform on Metrics 0. 5 (Rank-IV) Low findd Value 0. (Rank-I) disenchant Employees 0. 6 (Rank-III) emphasis and Burnout 0. 5 (Rank-IV) Lack of motive 0. 5 (Rank-IV) confuse 1 Summary of ranks from secondary study 5. process of BPO industry play along Owned Units Pioneered BPO in India Comp either owned units such as Ameri discount Express, ordinary Electric (GE), Citibank, and AOL etc. triggered the trend of outsourcing spinal column office operations and shout nub services to India. Since then(prenominal) several banks, restitution companies, airlines and manufacturing companies have set up back office service centers in India. punt Funded New Companies everyplace the last a few(prenominal) mean solar days, a number of xperienced professionals have set up start-up operations in India. loosely such start-ups have been funded by supposition capital funds. direct IT Services Companies enter BPO Given the magnitude of such opportunity, pictorial synergies with the software services business and the ability to leverage their high-end corporal infra structure and counseling bandwidth, most large IT services companies have ventured into ITES. Consolidation of the market with the smaller players merging with each other/ larger companies for economies of scale Domain / patience Specialized BPOs Niche players in industry verticals or specific usiness processes have setup BPO businesses. numerous of these players have had vast experience in the domestic market and are now offering onshore BPO services generalise large BPO players are now commission on verticalizing their competencies and structures sedulousness Structure MNC subsidiar ies Internatio nal BPO Companie s Diversifi ed IT Compan ies GE Convergys Daksh Infosys (Progeon) British Air slipway Sitel aggroup Wipro (Spectrami nd) eServe, HSBC, Scope, AmEx eFunds Talisma Tech Mahindra Hewlett Packard - Hero HCL Table 2 Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 obtainable emailprotected ijcta. com 3059 ISSN2229-6093 Size a nd issue of BPO in India class 2 The exploitation in the BPO arena of India in 2004 was primarily collectable to the demands from the two segments BFSI and telecommunications. There were low telecom costs for the leased lines and 400 companies were part of the BPO heavens of India. The companies that were voluminous included third parties, Indian companies and MNC. Growth of BPO heavens in India has been right amplyy impressive in recent eld, but topics bottom get even better, fit in to market analysts. India stands out already as a market leader as far as BPOs are oncerned and so India also attracts massive foreign investments which are extremely essential since the Indian economy is expected to have an unprecedented emergence in the age to come. Growth of BPO vault of heaven in India during the graduation half of 2007 was wake a bull trend of crop which is registered at 14%. Five years ago, the reaping in this sector was preferably a low due to less cont racts but the situation is worsened now. However, the growth of the BPO sector is expected to remedy. The BPO and KPO sectors in India have been showing some confirmatory signs with demands from western countries change magnitude manifold due to the vailability of cost-effective force in India, which is passing acquisitioned and also fluent in English. The BPOs in India are cerebratee on increasing the growth through change in price techniques. Pricing in a BPO is conjectural to be based on the value added to the business. So a remarkable change is in store as the BPOs in India work towards their full potential. Of course, the big arrest in the BPO industry in 2003 had generated a lot of enjoyment opportunities and continues even straightaway. Nevertheless, Indian BPO sector is face up competition from countries like Philippines, Mexico, Malaysia, China, and postada. The xpected growth of this sector in 2003 was 25%. Nations like the fall in States and Europe are showi ng great interest in increasing their investments in the Indian BPO sector. India has an edge over other countries as we consider the following Tech savvy professionals hail long suit fantabulous competency Business risk palliation 24 hour service thrift of scale The trends in growth of the BPO sector in India are as follows 2003 USD 2. 8 billion 2004 USD 3. 9 billion 2005 USD 5. 7 billion agree to studies conducted by NASSCOM and jumper cable(a) business intelligence agency Company, McKinsey & Co. he Indian IT/BPO segment is expected to employ over 1. 1 million Indians by the year 2008. merchandise research shows that in terms of course creation, the ITES-BPO industry is growing at over 50 percent. In the financial year 2003-2004, ITESBPO companies were the largest recruiters in the IT/ITES sector, adding a total of about 70,000 subscriber lines. An estimated 70,000 newfangled troubles expected in 2005 in the field pf ITES. Plus on that point will be addi tional hiring to replace industry attrition that is roughly 25%. On the other hand BPO and outsourcing services would generate or so 1, 25,000 new melodic phrases in 2005. McKinsey & Co. predicts global market or IT-enabled services to be over $140 billion by 2008. In that the opportunity for India will be around $ 17 jillion. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3060 ISSN2229-6093 variety 3 Supplier- side of meat mind Domestic Indian BPO Industry has seen a spurt in the recent years growing at a 33 %CAGR. The Domestic Indian BPO industry grew from a USD 660 Million to a USD 1. 18 Billion industry. EBITA margins for domestic BPO stood at a threefold digit portion figure rush rates are less compared to inshore segment nearly Indian BPOs (especially all centers) are busy throughout the nighttime hours (for offshore clients), leaving the facility resign for the day. 1. This enab led them to be leveraged during the day for domestic markets in India Demand Side Assessment monetary, banking, and telecom companies are lede the domestic BPO flourish 1. BFSI sector companies UKs largest banking firm 2. telecom majors- almost all major winding & landline telephone provider 6. Factors responsible for attrition and remembering of employees in BPO Hackman & Oldham (1976) pro begind the Job Characteristics mould, which is widely used as a mannikin to study how particular ob characteristics impact on trouble outcomes, including job satisfaction. The mannikin states that in that location are fivesome core job characteristics (skill variety, problem identity, task signifi send awayce, autonomy, and feedback) which impact three critical mental states (experienced meaningfulness, experienced office for outcomes, and knowledge of the tangible dissolving agents), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc). The s taple possibleness of this research that employee motivation, employee satisfaction, employee matter, and life interest and work compatibility lead to rolonged funding is an extension of this ride with minor modifications in it. It is proposed that the Job Characteristics model is modified by redefining job dimensions as growth prospects, accountability, superstar of accomplishment, self- applaud, job security, inter personalizedised relationships, working conditions, by extending organizational outcomes as satisfied, impressd, confused and retain employees. condition 1 is the modified Hackman and Oldhams Job Characteristics model which has been taken as the base to study the research questions pertaining to this research. The new model is also designed to be of use as a management peter and mustinessiness herefore be saucer-eyed and flexible teeming to be of use to the management of an organization. typic management questions would involve the likely motivational im pact of job redesign, such as increasing employees level of control and debt instrument over their work behaviour or introducing a scheme whereby employees participate in certain management terminations. The model should so allow managers to manipulate a force of job characteristics and ask the likely effectuate upon the motivation, performance and sustenance of the workforce. This study aimed at exploring the dimensions of attrition and computer memory. base on our ground work initial survey and personal interviews held with the BPO employees, it was found that factors that sacrifice to attrition are instead assorted from the factors that move over to holding. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3061 ISSN2229-6093 externalise4 Modified version of Hackman and Oldhams Job Characteristics sticker found on the Hackman and Oldhams Job Characteristics Model and the modifications made to it, a clearer and more distinct pictorial framework of the model is stipulation in work 5 and 6. escort 5 learly illustrates the rudimentary constructs of the attrition model personal characteristics, minus job characteristics (job dimensions), and the net resultant as attrition. Figure 6 illustrates constructs of retention model i. e. personal characteristics, native job dimensions and the resulting level of satisfaction, motivation and meshing (work outcomes) and the final result i. e. retain employees (organizational outcomes). Figure 5 primary models for attrition Figure 5 intelligibly suggests the personal characteristics as age, education, gender, marital status and tenure along with the negative characteristics of a BPO job i. . matte nature of job, deficiency of motivation, poor mentoring, motive and politics, dissatisfaction with colleagues, low life history growth, extremityiness of skill variety, irregular working hours, achievement not recognized e tc. These two collectively result in the attrition of employees. The question is how much do these factors essentially wreak to attrition. Similarly figure 6 describes the personal characteristics and core job dimensions which are integral in nature and how do they make for to retention of employees. Figure 6 portionary model for retention of employee 7. Result and Analysis Regression Model for retentionThe dependent variable was sustenance in an organization, and the independent variables were personal characteristics that is to say age, gender, education, marital status, and retention factors namely motivation factors, unessential factors, employment factors, and life interest and job compatibility factors. All these eight factors were put in the model as independent variables and willingness to continue in the organization was put as the dependent variable. unalienable motivation factors, employee meshing factors, age and education are the main determinants of reten tion. The value of manifold R is 0. 60 and the value of r square is 0. 6 in the equation. It states that 36% of the retention in a BPO is explained by these factors. An employees sustenance in an organization can be rightfully explained by these factors. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3062 ISSN2229-6093 Equation 1 Y= 1. 78 + 0. 47X 1 + 0. 15X 2 0. 13X 3 0. 11X 4 Where, Y = gravel in the organization X1 = subjective Motivation Factors X2 = participation Factors X3 = Age X4 = Education after(prenominal) forming the retroflection model, value for each respondents willingness to pinch in the organization was calculated.These predicted value were then compared to the actual values as presumptuousness by the respondents. There was a wholesome coefficient of correlation betwixt the actual and predicted values. The correlation came out to be 0. 659** which was significant at 0. 01 lev el. and so, on the cornerstone of the reversion model it can be concluded that native motivation factors and booking factors are quite instrumental in retaining the employees in an organization and at the same time, age and education negatively contribute to the sustenance of the employees in the organization. Employee involvement is a proven tool to instigate and retain mployees and correspond to the result here, it can be constructive in the Indian BPOs too. In the West, there has been on-going interest in getting workers more touch in various processes, such as decision- qualification and information sharing. Employee club adds to employees growth compulsionfully and sense of achievement through a healthy deployment of their dexterity and potential. Employee participation in throwning and decision making and in articulating new policies also acts an important tool to improve employee motivation. Finding ways to nativeally motivate employees to improve effectivenes s and performance can have ong unrelenting impact on their sustenance too. base on the two dimensions i. e. motivation and involvement which, according to the arrested development model, importantly contribute to the sustenance of an employee in the organization, employees can be broadly classified ad into four broad cat self-importanceries. There are populate who are woefully myopic in twain dimensions i. e. neither are they involved in the work, nor are they do to perform. We may call such concourse as destitute who leave the organization for no hoarfrost or reason, thus extremely knotty to be retained. undermentioned comes the disgruntled who get involved in the iven assignment but lack draw a bead on motivation. Such volume are passably to exceedingly tight to be retained as they lack in the basic integral motivation. The other two segments comprise of strugglers and stars who are at the high(prenominal) end of the motivation continuum. The former may be rela tively lower in their involvement as compared with the latter. Strugglers lack involvements but have a high degree of inhering motivation, because of which they struggle saturated to work. It is more or less heavy to retain them. The ease and art lies in fulfilling their involvement fatalityfully by expanding their responsibilities, empowering them, aking them involved in decision making etc. Stars are extremely motivated and super involved in the work, and thus they are the easiest to be retained. dissatisfy and strugglers are the focus segments, which a federation would not wish to lose. They need to be enhanced, protected, valued and retained by pulling away all the nonprospicient forces and kicking the retentive forces into high gear. disgruntled extremely involved but demotivated employees middling to highly onerous to retain STARS exceedingly involved and highly motivated employees delicate to retain liberal detached and demotivated employees Highly Difficul t to retainSTRUGGLERS Uninvolved but highly motivated employees evenhandedly difficult to retain LOW exalted Table 3 Intrinsic Motivations Involvement vis-a-vis Intrinsic Motivation imprint on employee retention Model test copy For the final validation of the reasoning backward model, a small patch test was through on a sample of 50 employees in Intelnet common soldier Ltd. Few concrete recommendations were made to the process manager of this BPO and he was asked to stringently apply these recommendations. The employees chosen for this study were the ones who had said they would leave the organization if they were offered work with the same pay elsewhere.Data which was collected, after three months of implementation, was analyzed statistically. The reply scores were put in the regression equation as derived from the fourth objective and the resultant willingness to stop consonant in the organization was calculated. The comparison with their professional scores clearly revea led that there was an escalation heights LOW Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3063 ISSN2229-6093 in the scores. Also, the predicted scores and the actual scores of the willingness to continue in the organization was put under correlation.Finally, employees were classified under four broad categories based on their level of involvement and motivation viz. detached, disgruntled, strugglers and stars. 8. Conclusion The regression model for the retention of employees in a BPO explains two important factors i. e. inwrought motivation factors and involvement factors. This result is robustly analogous with all the paramount and established theories of motivation viz. Herzbergs guess, Maslows theory, Alderfers Theory, McClellends Theory. tally to all these theories, the higher order needfully revolve around self esteem, or selfactualization in one way or the other. agree to Maslows theory, the higher-level postulate are selfesteem and self-actualization. further when one need is satisfied, another higher-level need emerges and motivates the person to do something to satisfy it. A satisfied need is no perennial a incentive. nevertheless the next level of inescapably in the hierarchy will act as incentives. Once a level of ask has been satisfied they no longer act as motivators and the individual then directs care towards the next level of inescapably in the hierarchy. Herzberg draws a line of latitude with Maslows theory but with a subtle difference. According to his theory, motivator factors are actors that are intrinsic to the job, such as the content of the work itself and the availability of opportunities for state, furtherance and recognition for achievement. The motivator factors, which Herzberg described as complex factors leading to this sense of personal growth and selfactualization, would then be able to act on that employee and increase job satisfac tion and productivity. Thus, according to this theory, in order to motivate workers towards higher productivity, it is important to check that the motivators are utilise to arouse the brain of the employees. Herzbergs motivator and hygiene actors can be mapped onto Maslows hierarchy of needs with the motivator factors check to the higher order needs of ego and self-actualization. Next, according to Alderfers ERG theory, growth needs involve the intrinsic desire for personal development and include the intrinsic element of Maslows esteem category as tumesce as self-actualization needs. Finally according to McClellends theory, people with a high achievement need have a compelling postulate to succeed. They strive for personal achievement quite an than rewards and have a desire to do something better or more expeditiously than it has een done before. They examine situations where they can seduce personal responsibility for finding solutions to problems, where they can receive rapid feedback on their performance so they can tell tardily whether they are astir(p) or not, and where they can set moderately challenging goals. 9. Recommendations Organizations should have a proactive retention strategy which helps in cut down employee turnover. retentiveness plan strategies should be contrasting for different level of employees, because their roles are different their needs are different what motivates them are different and what makes hem leave are also different. Based on the study it has been seen that dimensions of satisfaction and motivate are significantly different for employees on the basis of age, gender, marital status and education. Then, the regression model revealed that intrinsic motivation and involvement factors, as well as age and education level contribute to the sustenance of employees in the organization. Thus based on the findings, it can be said if the employees are motivated and involved in the work they can be retained. The ease of retention would depend on their degree of motivation and involvement. It is desirable to lan employee retention strategy by an organization, which should stay following aspects reciprocality is the key. Employees are investors in the company and expect a mother on investment. The travel by can be in the form of recognition, empowerment and authority. Retention must be part of the organizations DNA. prospered organizations have distort retention and engagement deeply into their structure. loyalty is never given. obedience must be earned even satisfied employees sometimes leave. Therefore, develop sense of loyalty among the employees. Organizations must be seen as employers of choice. One has to compete on ompensation and benefits, but win on culture, learning and development. Stars include more than just the top 10% or 1% Stars are people at any level who come in the organization and bring value to it. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056- 3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3064 ISSN2229-6093 Each times of employees has different reasons for staying. For the first time in modern history, there are alter generations working side-by-side in most companies of this industry. generational differences continue to pose new challenges to todays employers.Thus, retaining them needs a generation-centric approach. wise man widely and in both directions. induce learning relationships in all directions and hold all partners responsible for the success. Train intelligently. set up on-going retention cultivation in doable bites make it a continuous hunting expedition and find ways to size the retention plan to the specific demographics of the organization. Create a development culture. course development is the right thing for the organization (identifying and developing forthcoming leaders), the right thing for the employee (creating a development environment), and a key retention omponent. love managers who keep employees. substantive recognition form a potent energizer for employees and managers alike. 10. References 1. Vohra, Kushal, Systems get down to Retention of hypercritical Employees. Available at SSRN http//ssrn. com/abstract=662442 2. Tapper, David. cosmopolitan and U. S. IT Outsourcing Services 20042008 count A electric potential Perfect Storm. Market Analysis (April 2004) IDC, enumeration 31089 . 3. Witt, L. A. , Martha C. Andrews, and Dawn S. Carlson. When conscientiousness Isnt decent Emotional debilitation and Performance among telephone Center Customer Service Representatives. journal of Management 30 (February 2004) 14960. 4. Walletwatch. Call content Attrition Puts HR Managers to Test. (April 2003). www. samachar. com/biz/fullstory. ht ml (Accessed on may 8, 2010). 5. Rediff. com What Indian BPO Industry Needs. (2005a). us. rediff. com/money/200 5/apr/23bpo. htm (Accessed on May 1, 2010). . gram Jobs seawardd . 6. Ravichandaran, Ram . BPO, ITES Sectors to Hot Up in 2005, Says NASSCOM Report. Financial Express ( present 9, 2005) 2 7. Ramchandran, Kumar and Sudhir Voleti. Business Process Outsourcing (BPO) Emerging Scenario and strategic Options for IT-enabled Services. Vikalpa 29 (JanuaryMarch 2004) 4962. 8. Prakash, S. and Chowdhury, R. (2004). Managing attrition in BPO, In search of Excellence, collected Avenues, http//www. coolavenues. com/know/hr/s_1 .php. Last accessed on February 06, 2010. 9. Pande, Bhanu Sun, Survey Cant deter the Call of Duty. economical Times Online (July 29, 2005). (Accessed on May 8, 2010). 10. Neale, Helen. Offshore BPO Delivery. NelsonHall BPO and Outsourcing Subscription Service Nelson-Hall, 2004 . Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3065 ISSN2229-6093