To Prevent Attrition in Business Process Outsourcing, Focus on People

Thaly, Priya; Sinha, Vinita

doi:10.1002/joe.21483

Cited by 5 publications

(9 citation statements)

References 7 publications

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“…Consequently, universities are relying on effective leadership to meet the demands of and guide this online learning growth. Knowledge gained from this research, as well as from future research, could enable institutions of higher education to focus training efforts on their online learning teams and potentially increase employee engagement and commitment, thereby reducing costs of turnover (Thaly & Sinha, 2013).…”

Section: Discussionmentioning

confidence: 97%

“…In addition, there are the questions of how to cultivate these competencies in the complex higher education environment, and what, if any, leadership traits are unique to the higher education leaders leading in a virtual capacity. Information gained about these specific skills could allow higher education entities to concentrate their training efforts and increase employee engagement and allegiance to the university, potentially reducing the costs of attrition (Thaly & Sinha, 2013).…”

Section: Purpose Of the Study And Problem Statementmentioning

confidence: 99%

“…Without the necessary training to adequately support the virtual teams, leaders often observe reduced productivity, feelings of isolation from virtual team members, and increased employee attrition. Some universities, as well as other organizations, deploy virtual teams but do not provide the essential training to successfully support leaders and team members, leading to loss of revenue, negative team morale issues, and productivity challenges (Thaly & Sinha, 2013). As a result, virtual teams fail as often as they are successful, because they are often not led and sustained appropriately (Ogren, 2016).…”

Section: Purpose Of the Study And Problem Statementmentioning

confidence: 99%

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Impactful Leadership Traits of Virtual Leaders in Higher Education

Alward¹,

Phelps²

2019

OLJ

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Universities are increasingly leveraging virtual teams into their organizational structure and strategic framework for many functions including academic administration and faculty leadership. One benefit of a virtual workforce is the ability to hire the most qualified individuals regardless of where they are physically located. As the virtual workforce expands, leaders may intuitively rely on traditional face-to-face approaches and strategies for employee oversight and motivation. These techniques may be ineffective or challenging to use in the virtual environment necessitating new approaches. Leaders of virtual teams need to understand the intricacies associated with these groups and be cognizant of factors that assist in creating cohesiveness, trust, and communication amongst virtual teams.This qualitative phenomenological study explores leaders' perceptions surrounding competencies needed to effectively lead virtual teams in online education. A decisive sampling method was used to identify 10 experienced academic leaders who supervise virtual teams. As a result of the interviews, seven major themes emerged: (a) training and development; (b) trust; (c) emotional intelligence; (d) communication/team building/technology; (e) employee recognition and motivation; (f) leadership styles; and (g) virtual leadership competencies unique to higher education. Based on these themes and further evaluation, the need for specific soft skills and robust technology emerged. Specifically, organizational success partially hinges on comprehensive training for virtual leaders, the significance of trust, emotional intelligence, and effective, respectful communication.

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Section: Discussionmentioning

confidence: 97%

Section: Purpose Of the Study And Problem Statementmentioning

confidence: 99%

Section: Purpose Of the Study And Problem Statementmentioning

confidence: 99%

See 1 more Smart Citation

Impactful Leadership Traits of Virtual Leaders in Higher Education

Alward¹,

Phelps²

2019

OLJ

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“…Budhwar, Verma, Malhotra, & Mukherjee (2009) suggested monotonous work, stressful work environment, unpleasant working conditions, lack of career development opportunities and better job opportunities elsewhere as the major reasons of attrition in the Indian call centre industry. Indian BPO firms can successfully battle employee problems like attrition, burnout, and stress by developing and managing levels of employee hope (Combs, Clapp-Smith, & Nadkarni, 2010), enhancing job satisfaction which could further be augmented by work-life balance (Kanwar, Singh, & Kodwani, 2009), and increasing the focus on people (Thaly & Sinha, 2013). Sengupta and Gupta (2011) found five factors, viz.…”

mentioning

confidence: 99%

Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India

Dwivedi¹,

Kaushik²,

Luxmi³

2014

Vikalpa: The Journal for Decision Makers

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Retention of employees has become a critical issue in the corporate arena. With the increasing trend of frequent job switching among employees, it is a big challenge for HR Managers today to fulfill the aspirations of each and every employee and to bring congruence between organizational and individual goals. In the BPO sector of India where attrition rate is as high as 55 percent (ASSOCHAM, 2011), the situation is even more difficult for HR Managers. But the big question is how to make employees feel committed to their organizations especially in such a dynamic work environment where attrition rate is so high and job poaching is the order of the day. An extensive review of literature reveals that employees' ‘commitment‘ to the organization is a function of their interaction and relationship with that organization and, to a great extent, a manifestation of the attitude of management towards the employees. This belief is based on the premise that member's identity with the organization is a result of a set of carefully designed policies within the cultural pattern of the organization. An attempt has been made in this research to study the BPO sector to see whether the organizational culture and commitment level of employees differ across the different strata of employees in the BPO sector and finally to explore the relationship between organizational culture and commitment. The research was carried out in 15 BPO units in and around Chandigarh — Chandigarh, Panchkula, and Mohali which covered three strata of BPO units based on the number of employees and from all the three level of employees, i.e. top, middle, and lower level of employees. Results reveal that employees of smaller BPOs perceive their culture a shade better than medium or larger BPOs. And, as far as overall commitment is concerned, employees of smaller BPOs have significantly more commitment level than employees of medium or larger BPOs. As organizational culture is better in smaller BPOs and so is the commitment, these findings give us a cue that organizational culture has definite impact on commitment of employees. Further results reveal that commitment of employees is particularly sensitive to six dimensions of organizational culture viz. proaction, confrontation, trust, authenticity, experimentation, and collaboration. But, the results failed to support the relationship between autonomy and openness with commitment. Further, findings reveal that the focal point in the development of any strategy is directed towards impacting the commitment of employees towards their organizations

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“…Among key issues under scrutiny have been issues about decision-making in relation to motivations for outsourcing or client firm characteristics and studies around outcomes in relation to for example country characteristics or supplier capabilities (Lacity et al 2011). Business scholarship on this phenomenon continues to expand with recent investigations targeted at inter alia, entry strategies (Luo & Jayaraman, 2013), human resource issues (Kuruvilla & Ranganathan, 2010;Thaly & Sinha, 2013), partnership qualities (Ee et al 2013) and critical debates around innovation (Lacity & Willcocks, 2013). Beyond business scholars, the activity of BPO & O has been of particular concern to a number of governments in the global South because of its potential economic and investment benefits and in particular for the sector's proven ability to aid in employment creation.…”

Section: Introductionmentioning

confidence: 99%