Attrition in Bpo

Abstr profess The giant-minded objective of this re face is to identify the root causes of scratch and remembering in BPOs, analyzing the level of employee motivating, satisfaction and intimacy, generate a manikin for maximizing funding of employees in the establishment and come up with concrete recommendations, which imp artistic creation finally be valuable to the makeups to retain their employees for a long term. 1. Objective It is puzzle out from the review of BPO research that solutions argon required to almost circumstantial problems of hard-nosed importance in the field of escalating excoriation and keeping in BPOs. The wide-cut objective f this paper is to identify the root causes of attrition and retentivity in BPOs, analyzing the level of employee motivation, satisfaction and involvement, generate a model for maximizing upkeep of employees in the governing body and come up with concrete recommendations, which go away eventually be valuable to the organ izations to retain their employees for a long term. The specific objectives of this paper argon To identify and rank the factors of attrition in BPOs base on accumulative literature review and supplemental data. To develop a atavism model for escalating the elevation of employees in BPOs nd give recommendations for the same. To judge the existing level of employee motivation and validate the model by female genitalia buoyvas the impact of recommendations on a small patch. 2. Introduction The last cristal saw an upheaval in the process and schooling of the Indian economy, which was go with by the revolution in the technological front and a nucleotide convert in the way barteres were done. Instead of creation the jack-ofall- trades, the smart organizations adjudge now redefined the way of exerciseing and now aim at being the master of their core stemma. Outsourcing the non-core processes in order to concentrate on the ore ones is how the companies favor to fea t now. BPO has plump the obvious strategic choice of the phenomenal lifestyles await to flash the mind in a jiffy. Thats just the start. one(a) reads it again, contemplates everyplace it, dives into the unveiled afflictions, and gives it a second thought and companies looking at the visible profits of monetary place reduction composition improving the eccentric of service, increasing sh ar softener value etc. With the whirlpool of opportunities the Indian commercial enterprise concern Process Outsourcing firmament seems to be on a happy ride. It has emerged rapidly, and its exports name grown from $565 million in two hundred0 to about $7. 3 illion in 2005. With the boat steaming ahead in the spheric commercialises, India has already become the almost privileged destination. Hence such(prenominal) an eternal inventory of opportunities simply showcases a phenomenon, which is no less than the renaissance for our Indian food markets. Attrition in BPOs has alarming ef fects on the organization. The high attrition costs increases the costs to the organization considerably. They slang to combat the amount of disruption delinquent to unplanned exits. The more than the commonwealth leave an organization, the more it is a drain on the fraternitys resources like recruitment expenses, training and orientation resources and the time.The high attrition rate also affects the productivity of the organization. Therefore, it is passing important to curb attrition not only for an individual sure simply also for the manufacture as a whole. Many researchers have worked enormously on the IT & BPO celestial sphere, citing its challenges, issues, and excoriation AND RETENTION OF EMPLOYEES IN BPO SECTOR Ankita Srivastava emailprotected com SKS Group of Institution,Mathura Yogesh Tiwari emailprotected com SKS Group of Institution,Mathura Hradesh Kumar hradesh. emailprotected com SKS Group of Institution,Mathura Ankita Srivastava et al,Int. J. Comp. Tech.App l,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3056 ISSN2229-6093 opportunities in and around employee per plaster castance, employee satisfaction, employee turn everywhere etc. 3. Literature brushup Grossman and Helpmans (2005 135) statement, We live in an come on of outsourcing, clearly designates that outsourcing has now become an acknowledged, accepted and established business system. One of the most familiar forms of outsourcing is business process outsourcing BPO, i. e. , transferring the operational ownership of one or more of the firms business processes to an external supplier that, in turn, administers the rocesses according to some predefined metrics (Ghosh and Scott, 2005 Stone, 2004). BPO or Business Process Outsourcing thus refers to the rearrangement of entire business functions to some other service providers, primarily in minuscule cost locations. The service provider may be either selfowned or a third party. This relocation or tr ansferring of business processes to an external provider is fundamentally to accomplish increased sh areholder value. Some of the familiar work provided by the BPOs are Receivables and Payables, Inventory Man eonment, Order Processing, Cash f crushed synopsis, Reconciliation, Data Entry, PayrollProcessing, QuickBooks Accounting, pecuniary Statement Preparation and Accounting function. Some of the web based services include live online sales and order entry, E-commerce transaction support, Live online doubt handling, Web Design/Development. Reduced international trade barriers and improved telecommunication and IT capability all over the past decade has led to a line where organizations across the world are increasingly interlinked with severally other. This has final resulted in glowing orbiculate competition, challenging business managers across the world to find ship canal to reduce the cost of conducting business and accessing lobal resources in meeting the need of s pherical markets. In such a context, the reorganization of business models to leverage benefits of outsourcing and concentre on core competencies has become a key strategy pursued by spectacular corporations across the world. BPO service-providers are expected to provide a wide spectrum of benefits to their customers, ranging from having neater expertise in the outsourced processes, lower costs achieved through with(predicate) economies of scale, scalability and the ability to absorb cyclicality of loads. fill-Supply pars According to market analysis firm Gartner, the global outsourcing market in 2000 was pproximately $119 bn and will touch $234 bn by the end of 2005. The market is expected to grow to about $310 bn by the end of 2008. Contri only ifion from the northward American continent stands at about 59% of the total market, with europium contributing about 27% and Asia-Pac region (including Japan) contributing the remaining luck of the market. In terms of vertical contribution, the fiscal services pains contributes nearly 17% of the total market size, followed by the Telecom sector (16%), Consumer Goods and Services (15%), Manufacturing (9%) and the rest by the Information Technology sector. Global BPO trade by Industry go steady 1 The BPO market can be generally broken down in the mouth into three areas of available operations i. Business administration (falling under G&A expense costs) ii. Supply chain wariness (COGS), and iii. Sales, marketing and customer care (Selling and marketing costs) India has emerged as one of the bright stars in the global Business Process Outsourcing market and has maintained its global competitiveness by offering the vanquish combination of cost, quality and scalability. The growth rates of the Indian BPO-ITES industry have been 59%, 45. 3% and 44. 4% in long time 2002-03, 03-04 and 04- 05 with revenues of over $3. one million million in FY 2003- 04 and expected to touch $5. 7 bn in FY 2004-05. Ankita S rivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3057 ISSN2229-6093 BPO in India Currently the sector employs approximately 2,45,100 peck and another 94,500 origins are expected to be added in the current monetary year. There are over cd ITES-BPO companies operating in the Indian market, including captive units (of both MNCs and Indian companies) and third-party services providers. In terms of markets, the US continues to be the main consumer of Indias ITES-BPO ervices (with a 66% share of the market), followed by Western Europe (including the UK), which accounted for 20% of export revenues. In terms of functional service offerings, Customer Care and Support services contributed approximately 34% of the industrys revenues with the other leading service lines including Finance (with a contribution of 22%), Administration (13%) and Content Development (19%). The global financial services vertical remained the la rgest user of Indian ITESBPO services, followed by telecom, healthcare and respiratory tract segments. Captive units continued to dominate the ITESBPO industry, accounting for ver 65 percent of the value of the work off shored to India. 4. Research Methodology The methodology deployed for this survey consisted of immemorial research, with insights being captured through questionnaires and face -to- face discussions with senior management of participant organizations. In casts from influentialial customers to this industry have also been collated, with respect to their key concerns while considering outsourcing to India. The analysis was further supplemented by PwC knowledge-bases and published data to validate trends and best practices, emerging from primary sources. Our analysis and conclusions are ased on consensus findings from the survey and are supported by quantitative and qualitative inputs from the answerers. The data presented in this notify is based on information re ceived from the respondents and has been collated to represent an industry trend. The general intent of this descriptive study was threefold. Therefore a systematic and form methodology was come uped for the research study. A survey design was used to obtain the required information. The population for this study comprised of employees working in various BPOs in the National Capital Region. A sample size of 250 was elect for this study. simple andom sampling technique was used to gather data from the respondents, because of which respondents diverged from every age group, gender, organization, marital status etc. but were restricted only to low and middle level employees, where the attrition is highest. The questionnaire was intricately intentional to tap the demographic variables including age, facts of life, gender, marital status, and tenure of the respondents. It also ga thered information about the factors responsible for attrition, the factors that can be employed to re tain the employees in a BPO, their boilersuit level of satisfaction, motivation, involvement and life nterest and work compatibility. Main data battle array began in the month of July 2011. Statistical Package for the Social Sciences (SPSS) version 17. 0 was religiously used for the statistical analyses. Primary Data Analysis A questionnaire was intricately designed to tap the factors responsible for attrition, the factors that are expected to be present in a specific note for store. The instrument was divided into 4 parts. The first part gathered information about the ain profile of the respondents which included their age, gender, education, marital status, and tenure. segment II consisted of questions about their easons for change or probable change in their barters. Part III aimed at knowing what according to the respondents is important for their comestible in an organization. And last of all, Part IV was about their overall perception of the work which included their level of satisfaction, level of motivation, level of involvement and level of life fill and work compatibility. Secondary Data Analysis In order to gain a deeper understanding about the phenomenon of high attrition, and identification of the factors behind it, a rotary of literature on BPO, particularly what got published during 2004 and 2005 was studied in detail.Major causative factors for high attrition in Indian BPO industry identified in this study were based on qualitative research using secondary data. These were compared with causal factors for attrition identified through personal interview with a material body of BPO employees in the Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011 Available emailprotected ijcta. com 3058 ISSN2229-6093 NCR. There was a almost similarity between the two results, authenticating the qualitative research on causal agents for attrition identified in this study. The study ranked low perceive value and onotonous work as number one factor attrition. right-down two was share by high salary expectation and quaint working hours. Next factor was disillusioned employees rank four was shared by stress and burnout, pressure to perform on metrics, and miss of motivation. in the long run rank five was jointly shared by lack of aegis and social interaction. Causal Agents / Factors Score (on 1) (Rank) Higher Salary Expectation 0. 7 (Rank-II) Lack of Security 0. 3 (Rank-V) Lack of Social Interaction 0. 3 (Rank-V) Monotonous Work 0. 8 (Rank-I) Unusual Working Hours 0. 7 (Rank-II) printing press to perform on Metrics 0. 5 (Rank-IV) Low Perceived pass judgment 0. (Rank-I) Disillusioned Employees 0. 6 (Rank-III) Stress and Burnout 0. 5 (Rank-IV) Lack of penury 0. 5 (Rank-IV) Table 1 Summary of ranks from secondary study 5. maturation of BPO industry Company Owned Units Pioneered BPO in India Company owned units such as American Express, General Electric (GE), Citibank, and AOL etc. triggered the trend of outsourcing back social function operations and call centre services to India. Since then several banks, policy companies, airlines and manufacturing companies have go by up back office service c assumes in India. Venture Funded New Companies Over the last few years, a number of xperienced professionals have set up start-up operations in India. Generally such start-ups have been funded by venture capital funds. Leading IT Services Companies enter BPO Given the magnitude of such opportunity, natural synergies with the software services business and the ability to leverage their high-end physical infrastructure and management 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 / Industry Specialized BPOs Niche players in industry verticals or specific usiness processes have apparatus BPO businesses. Many of these pl ayers have had vast experience in the home(prenominal) market and are now offering offshore BPO services Generalized large BPO players are now stressing on verticalizing their competencies and structures Industry Structure MNC subsidiar ies Internatio nal BPO Companie s Diversifi ed IT Compan ies GE Convergys Daksh Infosys (Progeon) British Airship canal Sitel Brigade Wipro (Spectrami nd) eServe, HSBC, Scope, AmEx eFunds Talisma Tech Mahindra Hewlett Packard - gunslinger HCL Table 2 Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA NOV-DEC 2011Available emailprotected ijcta. com 3059 ISSN2229-6093 Size and Growth of BPO in India frame of reference 2 The growth in the BPO sector of India in 2004 was mainly due 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 sector of India. The companies that were affect included third parties, Indian companies and MNC. Growth of BPO sector in India has been truly impressive in modern years, but things can sire even better, according to market analysts. India stands out already as a market leader as far as BPOs are oncerned and so India also attracts huge foreign investments which are extremely essential since the Indian economy is expected to have an unprecedented growth in the years to come. Growth of BPO Sector in India during the first half of 2007 was showing a moderate trend of growth which is registered at 14%. Five years ago, the growth in this sector was preferably low due to less contracts but the situation is worse now. However, the growth of the BPO sector is expected to improve. The BPO and KPO sectors in India have been showing some positive signs with demands from western countries increasing manifold due to the vailability of cost-effective labour in India, which is exceedingly skilled and also fluent in English. The BPOs in India are centre on increasing the growth through change in determine techniques. Pricing in a BPO is sup tickd to be based on the value added to the business. So a remarkable change is in blood line as the BPOs in India work towards their full potential. Of course, the big boom in the BPO industry in 2003 had generated a lot of employment opportunities and continues even today. Nevertheless, Indian BPO sector is facing competition from countries like Philippines, Mexico, Malaysia, China, and kindleada. The xpected growth of this sector in 2003 was 25%. Nations like the United States and Europe are showing 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 equal long suit Superior competency Business risk mitigation 24 hour service Economy 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 According to studie s conducted by NASSCOM and leading business cognizance Company, McKinsey & Co. he Indian IT/BPO segment is expected to employ over 1. 1 million Indians by the year 2008. Market research shows that in terms of excogitate 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 jobs. An estimated 70,000 impudently Jobs expected in 2005 in the field pf ITES. Plus there will be additional hiring to replace industry attrition that is around 25%. On the other hand BPO and outsourcing services would generate around 1, 25,000 stark naked Jobs 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 Billion. 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 c ontour 3 Supplier-Side perspicacity 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 double digit Percent figure care rates are less compared to offshore segment Most Indian BPOs (especially all centers) are engaged throughout the night hours (for offshore clients), deviation the facility empty for the day. 1. This enabled them to be leveraged during the day for domestic markets in India Demand Side Assessment Financial, banking, and telecom companies are leading the domestic BPO range 1. BFSI sector companies UKs largest banking firm 2. Telecom major(ip)s- almost all major mobile & landline telephony provider 6. Factors responsible for attrition and retention of employees in BPO Hackman & Oldham (1976) proposed the Job Characteristics Model, which is wide used as a modelling to study how particula r ob characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, labor identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced function for outcomes, and knowledge of the literal results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc). The prefatorial hypothesis of this research that employee motivation, employee satisfaction, employee involvement, and life interest and work compatibility lead to rolonged fare is an extension of this model with minor modifications in it. It is proposed that the Job Characteristics model is modify by redefining job dimensions as growth prospects, accountability, understanding of accomplishment, self- admiration, job security, interpersonal relationships, working conditions, by extending organizational outcomes as well-off, activat ed, tough and retained employees. material body 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 slam and must herefore be simple and flexible enough to be of use to the management of an organization. Typical management questions would involve the likely motivational impact of job redesign, such as increasing employees level of control and responsibility over their work behaviour or introducing a scheme whereby employees participate in certain management stopping points. The model should therefore allow managers to manipulate a host of job characteristics and investigate the likely effects upon the motivation, performance and sustenance of the workforce. This study aimed at exploring the dimensions of attrition and retention.Based on our ground work sign survey and personal interviews held with the BPO employe es, it was found that factors that contribute to attrition are quite diametric from the factors that contribute to retention. 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 Figure4 limited version of Hackman and Oldhams Job Characteristics Model Based on the Hackman and Oldhams Job Characteristics Model and the modifications made to it, a clearer and more lucid brilliant framework of the model is given in Figure 5 and 6. Figure 5 learly illustrates the basic constructs of the attrition model personal characteristics, negative job characteristics (job dimensions), and the final resultant as attrition. Figure 6 illustrates constructs of retention model i. e. personal characteristics, inwrought job dimensions and the resulting level of satisfaction, motivation and involvement (work outcomes) and the final result i. e. retained employees (organizational outcomes). Figure 5 Basic models f or attrition Figure 5 clearly suggests the personal characteristics as age, education, gender, marital status and tenure along with the negative characteristics of a BPO job i. . monotonous nature of job, lack of motivation, poor mentoring, power and politics, dissatisfaction with colleagues, low career growth, lack of skill variety, insurgent working hours, work not recognized etc. These two together with result in the attrition of employees. The question is how much do these factors in reality contribute to attrition. Similarly figure 6 describes the personal characteristics and core job dimensions which are intrinsic in nature and how do they contribute to retention of employees. Figure 6 Basic model for retention of employee 7. Result and Analysis Regression Model for retentionThe dependent variable was sustenance in an organization, and the unaffiliated variables were personal characteristics to wit age, gender, education, marital status, and retention factors viz. motiv ation factors, extraneous factors, involvement 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. Intrinsic motivation factors, employee involvement factors, age and education are the main determinants of retention. The value of multiple 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 = Stay in the organization X1 = Intrinsic Motivation Factors X2 = interest Factors X3 = Age X4 = Education After forming the regression model, value for each respondents willingness to stay in the organization was calculated.These predicted values were then compared to the certain values as given by the respondents. There was a solid correlation between the actual and predicted values. The correlation came out to be 0. 659** which was meaning(a) at 0. 01 level. Thus, on the basis of the regression model it can be concluded that intrinsic motivation factors and involvement 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 turn out tool to motivate and retain mployees and according to the result here, it can be constructive in the Indian BPOs too. In the West, there has been ongoing interest in getting workers more involved in various processes, such as decision-making and information sharing. Employee participation adds to employees growth needs and sense of ac hievement through a healthier deployment of their dexterity and potential. Employee participation in supply and decision making and in articulating new policies also acts an important tool to improve employee motivation. Finding ways to intrinsically motivate employees to improve effectiveness and performance can have ong lasting impact on their sustenance too. Based on the two dimensions i. e. motivation and involvement which, according to the regression model, significantly contribute to the sustenance of an employee in the organization, employees can be broadly sort out into four broad cat egories. There are people who are woefully inadequate in both dimensions i. e. neither are they involved in the work, nor are they motivated to perform. We may call such people as detached who leave the organization for no rhyme or reason, hence extremely difficult to be retained. Next comes the disgruntled who get involved in the iven assignment but lack aspiring motivation. such people are moderately to highly difficult to be retained as they lack in the basic intrinsic motivation. The other two segments comprise of strugglers and stars who are at the higher(prenominal) end of the motivation continuum. The agent may be relatively lower in their involvement as compared with the latter. Strugglers lack involvements but have a high course of intrinsic motivation, because of which they struggle hard to work. It is moderately difficult to retain them. The ease and art lies in fulfilling their involvement needs by expanding their responsibilities, empowering them, aking them involved in decision making etc. Stars are highly motivated and highly involved in the work, and thus they are the easiest to be retained. Disgruntled and strugglers are the focus segments, which a company would not want to lose. They need to be enhanced, protected, valued and retained by pulling away all the non recollective forces and kicking the retentive forces into high gear. DISGRUNTLED Highly involved but demotivated employees Moderately to highly difficult to retain STARS Highly involved and highly motivated employees aristocratic to retain DETACHED Uninvolved and demotivated employees Highly Difficult to retainSTRUGGLERS Uninvolved but highly motivated employees Moderately difficult to retain LOW eminent Table 3 Intrinsic Motivations Involvement vis-a-vis Intrinsic Motivation Effect on employee retention Model Validation For the final institution of the regression model, a small patch test was done on a sample of 50 employees in Intelnet Private 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 consecrate elsewhere.Data which was collected, after three months of implementation, was analyzed statistically. The response scores were put in the regression equation as derived from the fourth objective and the resultant willingness to stay in the organization was calculated. The comparison with their original scores clearly revealed that there was an escalation HIGH 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. intrinsic motivation factors and involvement factors. This result is robustly analogous with all the prevalent and established theories of motivation viz. Herzbergs possibility, Maslows theory, Alderfers Th eory, McClellends Theory. According to all these theories, the higher order needs revolve around self esteem, or selfactualization in one way or the other.According to Maslows theory, the higher-level needs are selfesteem and self-actualization. simply when one need is satisfied, another higher-level need emerges and motivates the person to do something to retaliate it. A satisfied need is no longer a motivator. totally the beside level of needs in the pecking order will act as motivators. Once a level of needs has been satisfied they no longer act as motivators and the individual then directs attention towards the next level of needs in the hierarchy. Herzberg draws a parallel 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 responsibility, approach and recognition for achievement. The motivator factors, which H erzberg 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 satisfaction and productivity. Thus, according to this theory, in order to motivate workers towards higher productivity, it is important to ensure that the motivators are utilized to arouse the disposition of the employees. Herzbergs motivator and hygiene actors can be mapped onto Maslows hierarchy of needs with the motivator factors corresponding to the higher order needs of ego and self-actualization. Next, according to Alderfers ERG theory, growth needs involve the intrinsic longing for personal development and include the intrinsic element of Maslows esteem category as well as self-actualization needs. Finally according to McClellends theory, people with a high achievement need have a compelling drive to succeed. They strive for personal achievement rather than rewards and have a desire to do something better or more e xpeditiously than it has een done before. They seek situations where they can attain personal responsibility for finding solutions to problems, where they can receive rapid feedback on their performance so they can tell easily whether they are improving or not, and where they can set moderately challenging goals. 9. Recommendations Organizations should have a proactive retention strategy which helps in reducing employee turnover. Retention plan strategies should be different 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 employee s 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 cover following aspects Reciprocity is the key. Employees are investors in the company and expect a return on investment. The return can be in the form of recognition, empowerment and authority. Retention must be part of the organizations DNA. Successful organizations have woven retention and engagement deeply into their structure. dedication is never given. Loyalty 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, instruction and development. Stars include more than just the top 10% or 1% Stars are people at any level who sustain 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 generation of employees has different reasons for staying. For the first time in modern history, there are varied 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. Mentor widely and in both directions. Build learning relationships in all directions and hold all partners responsible for the success. Train intelligently. Provide on-going retention training in manageable bites make it a continuous effort and find ways to size the retention plan to the specific demographics of the organization. Create a development culture. Career development is the right thing for the organization (identifying and d eveloping time to come leaders), the right thing for the employee (creating a development environment), and a key retention omponent. Recognize managers who keep employees. Meaningful recognition remains a potent energizer for employees and managers alike. 10. References 1. Vohra, Kushal, Systems Approach to Retention of Critical Employees. Available at SSRN http//ssrn. com/ plagiarize=662442 2. Tapper, David. Worldwide and U. S. IT Outsourcing Services 20042008 Forecast A Potential Perfect Storm. Market Analysis (April 2004) IDC, Document 31089 . 3. Witt, L. A. , Martha C. Andrews, and Dawn S. Carlson. When Conscientiousness Isnt Enough mad Exhaustion and Performance among Call Center Customer Service Representatives. diary of Management 30 (February 2004) 14960. 4. Walletwatch. Call Centre Attrition Puts HR Managers to Test. (April 2003). www. samachar. com/secret plan/fullstory. ht ml (Accessed on whitethorn 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). . 1000 Jobs Offshored . 6. Ravichandaran, Ram. BPO, ITES Sectors to Hot Up in 2005, Says NASSCOM Report. Financial Express (March 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, Cool 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. Economic 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