Insights into the Indian call centre industry: can internal marketing help tackle high employee turnover?

Budhwar, Pawan; Varma, Arup; Malhotra, Neeru; Mukherjee, Avinandan

doi:10.1108/08876040910973459

Cited by 108 publications

(110 citation statements)

References 51 publications

(59 reference statements)

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“…Employees with high levels of CSE may find these opportunities particularly beneficial, given that they might resonate with their preferred sense of self more strongly than their actual work tasks. Moreover, it may be beneficial to heed the advice of Budhwar, Varma, Malhotra, and Mukherjee (2009) The results of the present study do not suggest that managers should seek out employees with lower levels of CSE for service occupations for two reasons. First, employees with high levels of CSE tend to have lower levels of stigma consciousness (as illustrated by the current study's correlation table).…”

Section: Practical Implicationsmentioning

confidence: 84%

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

2014

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Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions of societal stigmas of service jobs influence their identification with and attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness and the verification of employees’ self-views (i.e. core self-evaluations) to understand employees’ responses to occupational stigmatization. Survey responses from call center employees revealed a negative relationship between occupational stigma consciousness and occupational identification and work meaningfulness and a positive relationship between occupational stigma consciousness and organizational production deviant behaviors for employees who have a positive self-view. Opposite patterns of results surfaced for employees who have a lower positive self-view.

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Section: Practical Implicationsmentioning

confidence: 84%

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

2014

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“…One of the criticisms put forward by studies that evaluate the quality of BPO employment is the lack of opportunities for upward labour mobility and acquisition of knowledge and skills during employment (see Bird and Ernst, 2009;Budhwar et al, 2009;Noronha and D'Cruz, 2006;Russell and Thite, 2008). Jobs in the BPO sector do not necessarily imply a skill upgrading of the workforce employed since the tasks assigned are often routine and do not involve a lot of knowledge transfer to the employees (Bottini et al, 2007).…”

Section: Skills Development and Employability Of Bpo Workersmentioning

confidence: 99%

Employability of offshore service sector workers in the Philippines: opportunities for upward labour mobility or dead-end jobs?

Beerepoot

Hendriks

2013

Work, Employment and Society

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Critical concerns have been raised about the quality of employment in the offshore service sector in developing countries, suggesting that many activities have an inherent paradox of highly educated workers performing low-skilled jobs. Based on empirical data collected in the offshore service sector in Baguio City (the Philippines), this article analyses the knowledge and skills acquisition of workers using the concepts of employability and generic skills. The article demonstrates that offshore service sector work is part of a longer-term career planning of workers and an opportunity for strengthening their employability on the global labour market. The early stage of development of the offshore service sector provides workers with opportunities for local upward labour mobility. The article argues that the sector should be looked at from an employee-based perspective that emphasizes their employability and generic skills acquisition in order to understand the longer-term benefits of the sector for developing countries.

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“…Reiterating this view, Mathew and Jain (2008) found no difference between the HRM practices of domestic operations of Indian IT MNCs and foreign MNCs in the IT industry operating in India. According to Sanyal and Sett (2011), Indian software firms successfully deploy HR options, i.e., investment in human capital, to address environmental uncertainties; for example, they adopt a "bundled" set of HR practices, such as competency frameworks in employee selection and continuous training to overcome obsolescence of technical skills; competitive and incentive oriented pay, employee empowerment and autonomy to address potential employee turnover and productivity; proper management of HR planning and staff deployment across projects, multi-skilling and team-based work to address variations in demand for manpower; and performance based pay to address fluctuations in employment costs (also see Budhwar, Varma, Malhotra & Mukherjee, 2009). Other studies identify employee involvement, career development, comprehensive training, development oriented performance management, the use of HR metrics and an employee-friendly work environment as key facets of strategic human resource management (SHRM) in Indian IT companies (Mulla & Premarajan, 2008;Paul & Anatharaman, 2004).…”

Section: Hrm In Indian It Services Mncs and Industrymentioning

confidence: 99%

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Thite

Budhwar

Wilkinson

2014

Human Resource Management

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The rapid growth of emerging markets' multinational companies (MNCs) is a recent phenomenon and as such their nature and structure of key management processes, functions and roles need further examination. While an abundance of low cost labor is the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles, namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development via empowerment and learning. The analysis also highlights that the HR function in Indian IT services MNCs faces several challenges in consolidating the early gains of internationalization, such as a lack of decentralized decision making, developing a global mindset, localization of workforce and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

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Insights into the Indian call centre industry: can internal marketing help tackle high employee turnover?

Cited by 108 publications

References 51 publications

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

Employability of offshore service sector workers in the Philippines: opportunities for upward labour mobility or dead-end jobs?

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

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