Impact of Stress in Productivity

Research Project Report
On
IMPACT OF STRESS IN PRODUCTIVITY ( A CASE STUDY
OF BPO SECTOR)

For the partial fulfillment of the requirement of
MASTER OF BUSINESS ADMINISTRATION
Affiliated to Mahamaya Technical University, Noida U!P!"
#$%#&#$%'"
Under The Guidance o
Mr Ayan (os)ami
Asst! Professor
(N*T MANA(+M+NT ,-.OO/
Su!"i##ed !$%
VANYA SING&
Ro'' No()*+,-./)/+
(N*T Mana0ement ,chool
1&-, 2no)led0e Par3&**, (reater Noida (! 4! Na0ar"
1
(N*T Mana0ement ,chool
1&-, 2no)led0e Par3&**, (reater Noida (! 4! Na0ar
5ate6
To 0ho" I# Ma$ Concern
This is to certify that Mr! 7Ms!NUSRAT PRA0EEN student of M!4!A! course #$%$&%#" at
GNIT
Mana1e"en# Schoo' )ith dual speciali8ation in MAR2ETING 3 &UMAN RESOURCE
has
satisfactorily completed the summer N-R"
Research project on STUDY OF CUSTOMER SATISFACTION REGARDING BB4
BURGER IN 2ENTUC2Y FRIED C&IC2EN (2FC)5”.
This study is done under the 0uidance of the undersi0ned 9y partial fulfillment for the a)ard of
M!4!A! * )ish him7her all the 9est for 9ri0ht future ahead!
Facu'#$ Su6er7i8or Direc#or
2
Cer#iica#e
From company
Ac9no:'ed1e"en#
3
Preace
Ac9no:'ed1e"en#
* )ould li3e to record our than3s to Mr8( Dr( Sa7i#a Mohan; (Direc#or); GNIOT<
Mana1e"en# Schoo', Mahamaya technical University for encoura0in0 and supportin0 me in
doin0 this project successfully!
* o)e my personal de9t of 0ratitude to our 0uide MR( A$an Go8:a"i for his valua9le ideas,
creative support, timely advice, 3een interest and the encoura0ement sho)n in successful
completion of this project!
!
And all other faculty mem9ers, students, friends and all those )ho are directly and indirectly
involved in this endeavour
5AT+6 :AN;A ,*N(.
P/A-+ %#1<'=$%$1
M4A '
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,+M
4
PREFACE
>/earnin0 cate0ori8es you and practicin0 on that learnin0 speciali8es you?! Theoretical concepts
tau0ht and discussed in the classroom prove useful if they have to remain relevant! Practice orientation
of mana0ement student is must 0eneratin0 competence to deal )ith issues at 0rass root level it is for
this reason that t)o month trainin0 project study is prescri9ed as a part of sylla9us for M4A 5e0ree!
This research report is the mode of impartin0 practical trainin0 to the student! The o9jective is to
provide a deep insi0ht into practical aspects of the functionin0
of the or0ani8ation! Thetrain apprises the student to the actual function responsi9ility and pro9lem
faced 9y an or0ani8ation! *t provides him )ith the 3no)led0e of the various 3ind of pro9lem that crop
up in the day to day functionin0 of the or0ani8ation !The )ay they are solved 9y the departments and
appraisal of the crucial decision ta3en 9y the mana0er at the crucial time! The )ay 9y )hich the
>,TR+,, MANA(+M+NT > is done in an or0ani8ation!
2ey point in the study )as6&
• @or3 load in 4PO !
• Mental stress in 4PO
• /ess appraisals in 4PO
• @or3 conditions in 4PO
5
DEC=ARATION
* here9y that the summer Trainin0 project titled >IMPACT OF STRESS IN
PRODUCTIVITY ( A CASE STUDY OF BPO SECTOR)5 9ased on my research report is
an ori0inal and authentic )or3 done 9y me, and is 9ased upon the study conducted 9y me!
The project )as underta3en as a part of the M4A pro0ramme of (reater Noida *nstitute of
Technolo0y and Mana0ement school (reater Noida!
5AT+6 :AN;A ,*N(.
P/A-+ %#1<'=$%$1
M4A '
T.
,+M
6
TAB=E OF CONTENT
7
8
,!No! TOP*- PA(+ NO!
%! -.! * *ntroduction %$ & #$
%!% A9out The Topic %% & %A
%!# O9jective Of The ,tudy %1
%!B Method +mployed %= & %C
%!' ,i0nificance Of The ,tudy #$
#! *ndustry Profile #% & #=
B! -ompany Profile #< & '1
'! ,)ot Analysis '= & A$
A! 5ata Analysis And *nterpretation A% & AA
1! Findin0s A1 & ='
=! -onclusion =A & =1
<! Recommendation == & =<
C! ,u0esstion =C & <$
%$! /imitations <% & <#
%%! References <B & <A
%#! AnneDure <1 & <=
%#!% Euestonnaire <= & C%
E>ECUTIVE SUMMARY
9
The purpose of writing this paper is to address, the Human Issues in Call-Centers. I am of
the opinion that this paper will be use to HR-Heads of Various Call-centers, CEOs and
Center-Heads and also Team !eaders and "ro#ect $anagers. %"O&Call Centers has gi'en
man( gifts to "eople of India, few of them are) High *tress !e'el, +umber of other Illnesses,
%ro,en $arriages Etc.
Carr(ing out transactions o'er the telephone has a long histor(, beginning with operator
ser'ices and later, reser'ations lines, particularl( for airlines. %ut in the last -. to /0 (ears,
the introduction of information technologies and telecommunications ad'ances ha'e
e1panded the t(pes of wor, it is possible to underta,e, while reducing costs. Concurrentl(,
ideas of ser'ice and ser'ice relationships continue to be redefined as technolog( becomes
increasingl( ubi2uitous, rendering the public more recepti'e to mediated ser'ice interactions.
3or man( emplo(ed in the call center sector, 4the dail( e1perience is of repetiti'e, intensi'e
and stressful wor,, based upon Ta(lorist principles, which fre2uentl( results in emplo(ee
4burnout4. 5n E1pert, more 'i'idl(, characteri6es the wor, as 4repetiti'e brain strain4. These
descriptions are hardl( surprising, in a wa(, gi'en that call centers are established b(
organi6ations to 4create an en'ironment in which wor, can be standardi6ed to create
relati'el( uniform and repetitious acti'ities so as to achie'e economies of scale and
consistent 2ualit( of customer ser'ice4. This means, in other words, that wor,places are
organi6ed in wa(s that wea,en emplo(ee autonom( and enhance the potential for
management control, and 4a loss of control is generall( understood to be an important
indicator of wor,-related stress4.
There is almost uni'ersal consensus that call center wor, is stressful. E'en in studies that
report the obser'ation that some staff actuall( en#o(s their wor,, mention of stress is still the
10
norm, and a significant portion of the call center literature is de'oted to detailing the sources
of stress in call center wor,.
It is desirable to emplo( professional HR "rofessionals with ,nowledge of Human
"s(cholog( in %"O units&call centers. The ser'ices offered b( professionals ma( not be felt
in the initial stages. Companies li,e Tata, !7T, $ICO and few others ha'e emplo(ed
professionals in their factories. The professionals can do wonders in %"O sectors as well.
"eople are the bac,bone of %"O industr( and it is certain that professional HR or Human
"s(chologist can ma,e inroad in this emerging industr( and facilitate the growth of Industr( in
an immense wa(.
11
CHAPTER – 1
INTRODUCTION
12
ABOUT THE TOPIC
Toda(8s age is called 9The 5ge of 5n1iet(: and this centur( is called 9The
Centur( of *tress:. Toda( 'ast ma#orities of people are in a state of *tress. Their fast-
paced lifest(le demands that the( are raring to go alwa(s and are alwa(s under
pressure to perform. This pressure usuall( leads to *tress. *tress can be due to
'arious reasons. 5nd *tress in man( cases causes Tension, ;epression, 5n1iet(,
etc.
5 lot of research has been conducted into <stress8 o'er the last hundred (ears.
*ome theories about it are now settled and accepted= others are still being
researched and debated. Hans *el(e was one of the founding fathers of research on
stress. He stated in ->.? that 9*tress is not necessaril( something bad @ it all
depends on how we ta,e it.: The stress of e1hilarating, creati'e successful that of
failure, humiliation or infection is detrimental. *ince then, a great deal of further
research has been conducted on the sub#ect, and new ideas ha'e come to light.
*tress is now 'iewed as a 4bad thing4, with a range of harmful biochemical and
long-term effects. These effects ha'e rarel( been obser'ed in positi'e situations.
*tress is that stress is a condition or feeling e1perienced when a person percei'es
that 9demands e1ceed the personal and social resources the indi'idual is able to
mobili6e.: In short, it is what we feel when we thin, we ha'e lost control o'er e'ents.
There are 'er( man( pro'en s,ills that we can use to manage stress. These help us
to remain calm and effecti'e in high-pressure situations, and help us a'oid the
problems of long term stress.
*tress is something that occurs all the time and affects e'er(one one wa( or
another at least some of the time. *tress can be a good thing. It can be a source of
moti'ation to help get something done or help one to react 2uic,l( to a potentiall(
dangerous situation.
13
HISTORY OF STRESS
*ince the origin of the term stress it is ambiguous stress began life as a
'ariant on distress in the -Ath centur(. It meant the e1perience of ph(sical hardship,
star'ation, torture, and pain. These da(s, howe'er, the term re'ol'es around the
medie'al definition, in which stress simpl( meant hardship. The recent scientific
de'elopments inform us that stress is actuall( good for us. *tress is deri'ed from the
!atin word stranger, meaning to draw tight, and was used in the -Bth centur( to
describe hardships or affliction. ;uring the late -Cth centur( stress denoted 4force,
pressure, strain or strong effort,4 referring primaril( to an indi'idual or to an
indi'iduals organs or mental powers DHin,le, ->BEF.
5s has alread( been noted, stress has been defined as a stimulus, a response,
or the result of an interaction between the two, with the interaction described in terms
of some imbalance between the person de'eloped, particularl( that surrounding the
person-en'ironment D"-EF interaction, researches ha'e considered the nature of that
interaction and, more importantl(, the ps(chological processes which it ta,es place
D;ewe(, ->>/F.
*tress is a ph(siological and ps(chological imbalance. It arises due to the
demands on a person and that person8s inabilit( to meet these demands. *tress is the
bod(8s wa( of reacting to an( situation and it can ha'e serious repercussions on an
indi'idual8s life. Get, people fail to reali6e the importance of stress management in
their li'es. Effecti'e managers can sta( in control of life, without panic,ing e'en under
stressful situations. The( handle stress b( planning wor,, ta,ing regular brea,s, and
re#u'enating them.
14
*TRE**H Ihat is itJJJ
9*TRE** I* THE ;E$5+; $5;E K"O+ THE 5;5"TIVE C5"5CITG O3 $I+;
5+; %O;G:
--- ;5VI; 3O+T5+5.
It isn8t eas( to find a generall( acceptable definition of stress. The word
with different people ta,es different meanings L be it professionals, ps(chologists,
doctors, engineers, management consultants, all use the word in their own
distincti'e wa(s. $anagement consultants tal, in terms of organi6ational challenges,
ps(chologists in terms of human beha'iour and doctors in terms of
ps(chological mechanisms.
The word <stress8 is defined b( the O1ford ;ictionar( as 9a state of affair
in'ol'ing demand on ph(sical or mental energ(4. 5 condition or circumstance Dnot
alwa(s ad'erseF, which can disturb the normal ph(sical and mental health of an
indi'idual. In medical parlance stress is defined as a perturbation of the bod(8s
homeostasis.
5t one end of a scale, stress represents those challenges that e1cite us
and ,eep us on our toes whereas on the other end, stress represents those
conditions under which indi'iduals ha'e demands made upon them that the(
cannot ph(sicall( and ps(chologicall( meet. Hence, at one end, stress is a life- sa'er
and the other it is a life-destro(er.
15
TO ;E3I+E *TRE**L
It is a demand made upon the adapti'e capacities of mind and bod(.
This definition is useful in three wa(sL
3irstl(, it ma,es clear not onl( that stress can be both, good or bad, but also
that since there is wide range of things that can ma,e demand o'er the mind and the
bod(, there is wide range of things that can cause stress.
*econdl(, it infers the point that it isn8t the e'ents that determine that we are
stressed or not, but it is our reactions to them.
5nd thirdl(, as the definition sa(sL that stress is a demand made upon
the bod(8s capacities, its nature and the e1tent of these capacities determine our
response to the demand. If our capacities are good enough we will respond well. If
the( aren8tL we gi'e awa(.
*tress is the 4wear and tear4 our bodies e1perience as we ad#ust to our
continuall( changing en'ironment= it has ph(sical and emotional effects on us
and can create positi'e or negati'e feelings. 5s a positi'e influence, stress can
help compel us to action= it can result in a new awareness and an e1citing
new perspecti'e. 5s a negati'e influence, it can result in feelings of distrust,
re#ection, anger, and depression, which in turn can lead to health problems such as
headaches, upset stomach, rashes, insomnia, ulcers, high blood pressure, heart
disease, and stro,e. Iith the death of a lo'ed one, the birth of a child, a #ob
promotion, or a new relationship, we e1perience stress as we read #ust our
li'es. In so ad#usting to different circumstances, stress will help or hinder us
depending on how we react to it.
16
*tress is a fact of life. %ut too much stress can brea, down a persons
ph(sical, mental, and emotional health. "lanning can help people to manage stress
in their li'es. The( must begin to ma,e choices that support their 'alues and de'elop
a personal plan to ta,e charge of their li'es.
TYPES OF STRESS - SOME GOOD, SOME BAD
;id (ou ,now that some t(pes of stress can be good for (ouJ Thats rightH
*ome forms of stress can be good for (ou, but other t(pes of stress disorders can
cause ma#or health problems and e'en be life threatening.
There are four main t(pes of stress that people e1perience.
EUSTRESS
Eustress is a t(pe of short-term stress that pro'ides immediate strength.
Eustress arises at points of increased ph(sical acti'it(, enthusiasm, and creati'it(.
Eustress is a positi'e stress that arises when moti'ation and inspiration are needed.
5 g(mnast e1periences eustress before a competition.
DISTRESS
;istress is a negati'e stress brought about b( constant read#ustments or
alterations in a routine. ;istress creates feelings of discomfort and unfamiliarit(.
17
There are two t(pes of distress.
1. 5cute stress is an intense stress that arri'es and disappears 2uic,l(. 5cute stress
is the most common form of stress. It comes from demands and pressures of the
recent past and anticipated demands and pressures of the near future. 5cute
stress is thrilling and e1citing in small doses, but too much is e1hausting. %ecause
it is short term, acute stress doesnt ha'e enough time to do the e1tensi'e
damage associated with long-term stress. 5cute stress can crop up in an(ones
life, and it is highl( treatable and manageable.
2. Chronic stress is a prolonged stress that e1ists for wee,s, months, or e'en (ears.
*omeone who is constantl( relocating or changing #obs ma( e1perience distress.
Ihile acute stress can be thrilling and e1citing, chronic stress is not. This is the
grinding stress that wears people awa( da( after da(, (ear after (ear. Chronic
stress destro(s bodies, minds and li'es. It wrea,s ha'oc through long-term
attrition. Its the stress of po'ert(, of d(sfunctional families, of being trapped in an
unhapp( marriage or in a despised #ob or career
The worst aspect of chronic stress is that people get used to it. The( forget its
there. "eople are immediatel( aware of acute stress because it is new= the(
ignore chronic stress because it is old, familiar, and sometimes, almost
comfortable.
HYPERSTRESS
H(per stress occurs when an indi'idual is pushed be(ond what he or she can
handle. H(per stress results from being o'erloaded or o'erwor,ed. Ihen someone
18
is h(per stressed, e'en little things can trigger a strong emotional response. 5 Iall
*treet trader is li,el( to e1perience h(per stress.
HYPOSTRESS
H(po stress is the opposite of h(per stress. H(po stress occurs when an
indi'idual is bored or unchallenged. "eople who e1perience h(po stress are often
restless and uninspired. 5 factor( wor,er who performs repetiti'e tas,s might
e1perience h(po stress.
SIX MYTHS ABOUT STRESS
*i1 m(ths surround stress. ;ispelling them enables us to understand our
problems and then ta,e action against them. !ets loo, at these m(ths.
$(th -) *tress is the same for e'er(bod(.
Completel( wrong. *tress is different for each of us. Ihat is stressful for one person
ma( or ma( not be stressful for another= each of us responds to stress in an entirel(
different wa(.
$(th /) *tress is alwa(s bad for (ou.
5ccording to this 'iew, 6ero stress ma,es us happ( and health. Irong. *tress is to
the human condition what tension is to the 'iolin string) too little and the music is dull
and rasp(= too much and the music is shrill or the string snaps. *tress can be the ,iss
of death or the spice of life. The issue, reall(, is how to manage it. $anaged stress
ma,es us producti'e and happ(= mismanaged stress hurts and e'en ,ills us.
19
$(th E) *tress is e'er(where, so (ou cant do an(thing about it.
+ot so. Gou can plan (our life so that stress does not o'erwhelm (ou. Effecti'e
planning in'ol'es setting priorities and wor,ing on simple problems first, sol'ing them,
and then going on to more comple1 difficulties. Ihen stress is mismanaged, its
difficult to prioriti6e. 5ll (our problems seem to be e2ual and stress seems to be
e'er(where.
$(th A) The most popular techni2ues for reducing stress are the best ones.
5gain, not so. +o uni'ersall( effecti'e stress reduction techni2ues e1ist. Ie are all
different, our li'es are different, our situations are different, and our reactions are
different. Onl( a comprehensi'e program tailored to the indi'idual wor,s.
$(th .) +o s(mptoms, no stress.
5bsence of s(mptoms does not mean the absence of stress. In fact, camouflaging
s(mptoms with medication ma( depri'e (ou of the signals (ou need for reducing the
strain on (our ph(siological and ps(chological s(stems.
$(th ?) Onl( ma#or s(mptoms of stress re2uire attention.
This m(th assumes that the 4minor4 s(mptoms, such as headaches or stomach acid,
ma( be safel( ignored. $inor s(mptoms of stress are the earl( warnings that (our life
is getting out of hand and that (ou need to do a better #ob of managing stress.
20
*TRE** 5+; ME+;ER
;oes stress tend to affect the male of the species more than the femaleJ
Opinions 'ar(, since there are differentiating factors between the se1es. 5ll
parameters being e2ual, howe'er, the preponderant 'iew is that women are more
adept at handling stress, than,s to better coping mechanisms.
E33ECT* O3 *TRE**
The human bod(8s reaction to stress is natural. It results from the need to resist a
stressful situation. 3or e1ample, when a person is ner'ous, there is an increase in
his&her pulse rate. This is a <fight or flight8 response. Howe'er, things can go out of
control if too much stress is present. The person can ha'e a heart attac, or a ner'ous
brea,down. Too much of stress can tell upon a person8s health. If neglected, it can
lead to serious health disorders at a later stage. *tress has both ph(sical and
ps(chological effects on an indi'idual. DRefer E1hibit - to find out the effects of stress
on an indi'idual.F
STRESS IN CALL CENTERS
*tress e1ists in e'er( call center. Call centers are stressful wor, en'ironments.
The demands of ser'ing the customer in real-time helps to la( the foundation. 5dd to
this factor things such as #ob repetition, potential #ob dissatisfaction, poor ergonomics
or low pa( and the stress le'el climbs higher.
21
If stress in the wor,place Di.e. the call centerF is not on the agenda the results
of stress are re'ealed through higher absenteeism than other parts of the compan(,
higher Ior,ers Compensation claims and ultimatel( in reduced customer
satisfaction.
This Operations Topic focuses on 'arious approaches to managing stress.
Raising the pa( isnt necessaril( the solution. There are man( other creati'e means of
managing stress in (our call center.
• 3actors that Create a *tressful Call Center
• Emotional !abor
• *tress !e'els, *taff Turno'er and *ome *uggested *olutions
• Customer Centric 5ttitude and *tress
Recommene So!"#$on% #o So!&$n' S#(e%% $n #)e C*!! Cen#e(
• In'ol'e 3ront !ine *taff in Creating *olutions
• 5ttention to Ergonomic 3actors Helps Reduce *tress
• ;e'elop an Internal Ergonomic "rogram
• Emplo(ee 5ssistance "rograms Can Contribute
• Consider $assage Therap( *er'ices or Goga 5s "ossible *olutions
Resources
• Ia,e Kp Gour Call Center) Humani6ing Gour Interaction Hub
• $anaging Ior,place Chaos) Ior,place *olutions for $anaging Information,
"aper, Time and *tress
• Tele-*tress - Relief 3or Call Center *tress *(ndrome
22
HUMAN ISSUES IN CALL-CENTER INDUSTRY
NSTRESS
3or man( emplo(ed in call center sector, 9 dail( e1perience is of repetiti'e,
intensi'e and stressful wor,, based upon Ta(lorist principles, which fre2uentl( results
in emplo(ee 9burnout:. %rown characteri6es wor, as 9repetiti'e brain strain:. These
descriptions are hardl( surprising, in a wa(, gi'en that call centers are established b(
organi6ations to 9create an en'ironment in which wor, can be standardi6ed to create
relati'el( uniform and repetitious acti'ities so as to achie'e economies of scale and
consistent 2ualit( of customer ser'ice:. In other words, that wor,places are organi6ed
in wa(s that wea,en emplo(ee autonom( and enhance potential for management
control, and 9a loss of control is generall( understood to be an important indicator of
wor,-related stress:.
There is almost uni'ersal consensus that call center wor, is stressful. E'en in
studies that report the obser'ation that some staff actuall( en#o(s their wor,, mention
of stress is still the norm, and a significant portion of the call center literature is
de'oted to detailing the sources of stress in call center wor,.
FOUR +EY STRESSORS
- ,C*n -e 'e# o.. #)e /)one .o( * -)$!e01
The primar( source of stress reported is inherent to the nature of the #ob)
spending all da( on the phone dealing with people one after another, da( after da(, is
difficult. ;oing it under constant pressure to ,eep call 'olumes up, with no time
between calls to 9reco'er from an aw,ward call or from <customer re#ection8: is e'en
more difficult. 5nd doing it with 9'er( little authorit( or autonom( to rectif( problems:
that arise is perhaps the most difficult of all. $an( studies report agents as wanting to
<#ust get off the phones8. 3or e1ample, %elt and colleagues note 9agents in all three
sectors Nfinancial ser'ices, IT, and third-part( ser'icesO spo,e of the phenomenon of
23
<burnout8, caused b( the pressure of wor,ing e1clusi'el( <on the phones8:. In the same
stud(, the authors mention that the issue of <burnout8 was also recogni6ed b( some
managers) 9It was pointed out that managers face an inherent conflict between the
need to reduce staff boredom and labor turno'er, and the pressure to concentrate
staff energies on telephone based wor,:.
9The 2uestion of how call center emplo(ees deal with stress is an important
one, particularl( in 'iew of e'idence that a build-up of stress leads to illness,
absenteeism and turno'er,: writes Houlihan. $an( authors agree, and there are a
'ariet( of indi'idual coping mechanisms described in the literature. Tric,s to
circum'ent control mechanisms, such as those discussed abo'e are sometimes
mentioned as attempts at stress reduction, although the( are unreliable in this role as
the( ma( also increase stress.
Others mention social interaction s2uee6ed into brief moments--Callaghan and
Thompson describe agents using humorous Dor rudeF gestures towards the phone, or
ma,ing faces at colleagues to defuse stress o'er angr( or abusi'e callers, and
ma,ing #o,es to combat the tedium of the da(. !an,shear and $ason describe a
similarl( social approach to reducing tension in one of the sites the( obser'ed, where
staff often laughed and #o,ed with one another in inter'als between calls, with
management8s appro'al. $ore formall(, some call centers include stress
management as a component in training programs, and man( ha'e, or claim to ha'e,
team de-briefings which permit staff to 'ent frustrations while discussing difficult calls
or dissatisfactions with elements of wor,.
Pnights and $cCabe ta,e a different approach to stress in the wor,place. The(
note that although much organi6ational anal(sis and most of the call center literature
tends to conceptuali6e stress as an indi'idual problem, it is actuall( located within 9a
framewor, that emphasi6es the interrelationships between structural relations of
24
power and the sub#ecti'e interpretations and actions of emplo(ees:. This more
nuance positioning ma( pro'ide more insight into call center conditions, as it allows a
researcher to consider the response of emplo(ees 9forced to interpret the often
contradictor( demands management place upon them: including 9contradictionsL
o'er ser'ice 2ualit( 'ersus the 2uantit( of wor, output:. 9Clearl(,: these authors write,
9staffs face some fundamental contradictions o'er unit( 'ersus conflict, uncertaint(
'ersus certaint(, 2ualit( 'ersus 2uantit( and these are at the heart of the reproduction
of stress, resistance and control:. This focus on the 9contradictor(: nature of demands
stri,es at the heart of the second inherent sources of stress in Dprimaril( inboundF call
center wor,s) the 2ualit(&2uantit( conflict.
2UALITY32UANTITY CONFLICT
T(picall(, organi6ational rhetoric in inbound call centers is concerned with
<customer care8, or <,eeping customers happ(8 Dpro'iding 2ualit( ser'iceF, (et these
goals are #u1taposed with an ongoing pressure to ,eep call times down and call
'olumes up. Call centers are rooted in contradictor( tensions and structural
parado1es, and confront a number of trades-offs on that basis. These set a conte1t
for attitudes towards the organi6ation and can impose conflicting role re2uirements on
agents. 5 core e1ample is that of the pressure for 2uantit( 'ersus the aspiration for
2ualit(, the guiding logic of which is the conundrum of tr(ing to get closer to the
customer while routinising, centrali6ing, reducing costs and prescribing standards.
The dichotom( is not completel( straightforward, it is important to note. "art of
pro'iding 2ualit( ser'ice from a management perspecti'e is ma,ing sure customers
do not wait too long for their calls to be answered, e'en though the push to ,eep
2ueue waiting times short is t(picall( categori6ed as part of the pressure towards
2uantit(. 5s %ain points out, 9efforts to attain what is percei'ed to be the desired
balance between the 2uantit( and the 2ualit( of calls presents a perennial challenge:.
25
The practice of ongoing wor, practice modification and target re'ision as
management swings from one side to another of the 2ualit(&2uantit( debate is a ma#or
source of stress for call center agents. 5s Houlihan notes) 9The practice of putting a
<dri'e8 on particular targets for impro'ement Dfor e1ample, the collection of renewal
dates, the up-selling or cross-selling of products, the 2ualit( of data input, or the
intensit( of sales pushF and continual reprioritisation means that the <goalposts8 are
constantl( shifting:. Virtuall( all of the call center authors who write about wor,
conditions mention the difficult( of dealing with these competing goals. Porc6(ns,i
and colleagues suggest that this dilemma is particularl( difficult for front-line wor,ers
because the( ma( be li,el( 9to identif( with embodied indi'idual customers, for
interactions with specific customers ma( be an important arena for meaning and
satisfaction within the wor,:. The( contrast this customer-as-indi'idual orientation to
the managerial goal of balancing customer orientation with efficienc(, which the(
suggest leads management to prefer wor,ers to identif( with a generic categor(, <the
customer8, since 9such a disembodied image of the customer will encourage wor,ers
to deal with indi'idual customers efficientl( because the( will be conscious of the
concerns of other customers waiting in a 2ueue:.
26
OB?ECTIVE OF STUDY
The ob#ecti'e of stud( is to understand the initiati'e or measures ta,en b( the %"O8s
to manage stress. The stud( will also help the companies to e1ercise new ideas to
manage stress.
 @ill the employees 9e loyal to the 4PO sectorF
 @hat do the employees li3e or disli3e a9out the 4PO sectorF
 @hat chan0e they )ant to do in the 4PO sectorF
 .o) much the employees are dissatisfied )ith the 4PO sectorF
 *s employees satisfied from the services or salaryF
27
 .o) much the employees are in stress in 4PO sectorF
 @hat are the customer eDpectation from 2F-F
MET&OD EMP=OYED
RESEARC& MET&ODO=OGY
The research methodolo0y is an approach )hich encompasses of several issues includin0
pro9lems, constrictions and ethical preferences )ithin the research! The methodolo0y is the
speculative eDamination of the methods that are appropriate to a specific field of study! To
achieve the o9jectives and 0oals of the research, selection of methodolo0y is essential and is
indispensa9le for investi0ation and analysis! 2eepin0 in consideration the quality of services
provided 9y the or0ani8ation :alarie et al!, %C<A" the >onion theory?, plays an important role
in determinin0 the philosophy, approaches, strate0ies, time hori8on and the data collection
methods!
RESEARC& DESIGN
28
4efore eDaminin0 types of research desi0ns it is important to 9e clear a9out the role and
purpose of research desi0n! @e need to understand )hat research desi0n is and )hat it is not!
@e need to 3no) )here desi0n fits into the )hole research process from framin0 a question to
finally analy8in0 and reportin0 data!
*n order to achieve the o9jective it )as necessary to tal3 to the customers and pu9lic to dra)s
the conclusions re0ardin0 the o9jective! For collectin0 the relevant informationG a
questionnaire )ill 9e desi0n! The questionnaire )ill desi0n in such a manner to achieve the
o9jective of the research! The sample )as approDimately %#A!
DESCRIPTIVE RESEARC&@ 5escriptive research does not fit neatly into the definition of
either quantitative or qualitative research methodolo0ies, 9ut instead it can utili8e elements of
9oth, often )ithin the same study! The term descriptive research refers to the type of research
question, desi0n, and data analysis that )ill 9e applied to a 0iven topic! 5escriptive statistics
tell )hat is, )hile inferential statistics try to determine cause and effect!
5escriptive research is the eDploration of the eDistin0 certain phenomena! The details of the
facts )onHt 9e 3no)n! The eDistin0 phenomenaHs facts are not 3no)n to the persons!
PRIMARY DATA@ Primary data is data )hich has 9een collected 9y ourselves , )hich is
more relia9le and up to date! IPrimaryI are terms used to define data relative to the purpose 9y
)hich the data )ere collected ori0inally! IPrimary dataI are data collected for the need at
hand! Primary data analytics involves the a9ility to analy8e data for the purpose 9y )hich it
has 9een collected! Primary data is a data )hich is created for the first time and there is no
previous source availa9le!
SECONDARY DATA@ ,econdary data has 9een collected from a secondary source
Other people, 9usiness etc!" so it may not 9e valid or up to date! I,econdaryI are terms used
to define data relative to the purpose 9y )hich the data )ere collected ori0inally! I,econdary
29
dataI are data that )ere collected for another reason 9ut is 9ein0 re&purposed to address the
need at hand! ,econdary data analytics involves identifyin0 Isecondary data sourcesI to solve
a ne) pro9lem and then the a9ility to re&purpose that data!
SAMP=E DESCRIPTION
SAMP=E SIAE AND SAMP=E UNIT@ %#A respondents from 4PO offices )ho are
employees in 5elhi at 4PO sector ! As )e have ta3en %#A respondents sample to 3no) the
approDimately fi0ures of customers and consumers perception and satisfaction to)ards 4PO
sector, )hat they li3e and disli3e )ith respect to 4PO sector!
SAMP=E SE=ECTION PROCEDURE@ @e used multista0e sample selection
technique! At first sta0e )e used random samplin0 technique to select 4PO offices in 5elhi
city 9ecause it )as not possi9le to select all the offices in the city due to shorta0e of time!
At second sta0e )e used convenience samplin0 technique to ta3e responses from the
respondent 9ecause respondents are not easily availa9le and it )as not possi9le to sort out
respondent on the 9asis of their offices! *t too3 B )ee3s time to collect responses from the
respondents!
TARGET RESPONDENT
 The tar0et respondent )ould 9e the male and female!
 The a0e 0roup )ould 9e in&9et)een %<& 'C!
 Respondent )ill 9e ta3en from 4PO offices in 5elhi )hose are employee of 4PO!
30
DATA CO==ECTION MET&OD AND INSTRUMENT
 *n this research, total %#A respondents are participated fairly )ith the a0e 0roup of %<&
'1! Participants are varyin0 from student to professionals or 9usiness man or self
employed person hi0hli0ht the diversity of the survey! The samplin0 technique use for
the research paper is simple random samplin0 9y a0e! -ustomer )ith different
demo0raphic character has different 9uyin0 9ehavior!
 The data has 9een collected throu0h primary data as )ell as secondary data!
B(-( DATA INTERPRETATION AND ANA=YSIS TOO=S
AND TEC&NI4UES
@e are usin0 ,P,, )hich is a latest tool for easily analy8e the data and )e entered data in
+Dcel sheet and then prepared chart and 0raphs on the 9asis of the data! To calculate the
.ypothesis )e used ANO:A test!
31
SIGNIFICANCE OF T&E STUDY
,ellin0 of any product, there is needed to 9uild relationship )ith customer! For 9uildin0 a
relationship there is need for 3no)in0 the employee 9ehavior and ho) )ill 9e they satisfiedF
This project is underta3en to 3no) the employee satisfaction and stress for the 4PO sector at
5elhi"! The mar3et survey has done in 4PO sector offices ! The project is useful for the 9etter
understandin0 of the employee satisfaction and stress! The project encompasses the various
satisfaction of customer! Their pre and post satisfaction )hen they are eat! There is also
overvie) of the employeeHs attraction to)ards 4PO! This study )ill help 4PO to 3no) the
most popular )ay 9y )hich they are providin0 services and quality to the employees and to
3no) various customers Perceptions! From the study, )e found that, the employees )ere
hi0hly dissatisfied )ith the service of 4PO sector G it also found that 4PO is havin0 a 0ood
9rand ima0e in the mar3et! The present is the era of employees! +mployees are more
3no)led0ea9le than ever 9efore and 9ecause the customer is more 3no)led0ea9le, companies
must 9e faster, more a0ile and more creative than fe) years a0o! ,o 4PO should strive to
enhance employees satisfaction throu0h 3no)in0 their eDpectations re0ardin0 products!
32
C&APTER C *
INDUSTRY PROFI=E
33
INTRODUCTION
ABOUT BPO
%"O stands for %usiness "rocess Outsourcing. There is a common misconception
that %.".O. and call centers, mean one and the same.
5 call centre is a remote location in India wherein calls made b( customers abroad
are routed to India b( means of telecommunication e2uipments. This call is answered
b( call centre agents who are trained to spea, in an accent which the customer can
understand. This accent is commonl( referred to as +eutral 5ccent
Coming to the term %usiness "rocess Outsourcing, let us understand the term in a
simple wa( b( brea,ing it up. There is a business. Each business has got a process.
5 process means a specific wa( or method of doing a #ob. Those #obs which are
routine in nature, are gi'en to countries outside India, to sa'e mone( b( wa( of
salaries.
O4ER4IE5 OF 4ARIOUS CAREER OPPORTUNITIES IN THE BPO INDUSTRY
• Voice "rocess DInbound and OutboundF
• *emi Voice "rocess or %ac, Office *upport
• $edical Transcription
• $edical %illing
• ;ata Entr(
• E-$ail *upport
• Pnowledge "rocess Outsourcing
• Recruitment "rocess Outsourcing
• Education "rocess Outsourcing
• !egal "rocess Outsourcing
• Technical Iriting
• Content Iriting
34
• Ieb ;esigning
ABOUT NASSCOM
+5**CO$ stands for +ational 5ssociation of *oftware and *er'icing Companies
It regulates the functioning of the IT and ITE* industr(
IT means Information Technolog( which includes software programming and ER"
DEnterprise Resource "lanningF
ITE* stands for Information Technolog( Enabled *er'ices, which includes, %"O,
P"O, R"O, E"O and !"O
IE%*ITE) http)&&www.nasscom.org&
ABOUT CALL CENTERS
5 call center is a set up in India, wherein calls which are routine in nature made b(
foreign customers are routed to India and answered b( agents who are trained to
spea, in an accent, which a person from the other countr( can understand. The basic
reason for outsourcing these routine #obs was to sa'e mone( on salaries and
infrastructure. There are two basic functions which an( call center performs)
INBOUND
DTa,ing incoming callsF
Incoming calls means calls made b( the customer to the call centre agent which is
customer ser'ice. Qust to gi'e an e1ample, a person ban,ing with CITI %5+P in the
K.*. would call to ,now the balance in his account or a customer ma( call up the
customer ser'ice to ,now whether his ban, charges ha'e been re'ersed.
OUTBOUND
D$a,ing outgoing callsF
Out going calls focus on selling a product or ser'ice. In this t(pe of calling, the dialer
will automaticall( dial numbers of customers at random from the database and the call
centre e1ecuti'e will sell a product or ser'ice to the customer. If a ban, has come out
with new products, the call centre agent can call up the e1isting customers of the
ban, and tr( to promote the new ser'ice. This process is called as cross selling.
35
TYPES OF CALL CENTERS
Call Centers can be classified in two ma#or categories)
;O$E*TIC 5+; I+TER+5TIO+5!
;O$E*TIC C5!! CE+TER*
;omestic call centers handle sales and customer ser'ice onl( for Indian companies.
DOMESTIC CALL CENTERS IN INDIA
• Reliance $obile
• 5irtel
• Idea
• Vodafone
• 5%+-5%RO %an,
• ICICI %an,
INTERNATIONAL CALL CENTERS
International call centers handle sales and customer ser'ice for foreign clients.
%oth ;omestic and International call centers can be classified into two ma#or
categories)
C5"TIVE %.".O 5+; THIR; "5RTG %.".O
C5"TIVE %"O
In the case of a Capti'e %"O, the parent compan( will set up a dedicated call centre
for ser'icing its own clients. The ob#ecti'e of setting up a capti'e %.".O is to ensure
36
that customers get e1cellent and 2ualit( ser'ice within the least possible time.
ER5$"!E* O3 C5"TIVE %.".O I+ I+;I5
• H.*.%.C DHong Pong and *hanghai %an,ing CorporationF
• CITI%5+P
• "RK;E+TI5! D!eading pla(er in the insurance segment in K.P.F
THIR; "5RTG %"O
Knder this, (ou ha'e one %.".O. or one compan( handling man( accounts or
processes. To ta,e an e1ample, one %.".O. sa( HC!, could handle ? processes, of
which E processes could be from K.P., / processes from K.*. and one process from
5ustralia. These processes can again be either inbound or outbound or a combination
of both.
5ll third part( %"O8s are rated each (ear b( +5**CO$ on the basis of set
parameters.
ER5$"!E* O3 THIR; "5RTG %.".O
• I+* Mlobal *er'ices
• Menpact
• 5llsec Technologies
• 5ccenture
• HC! %.".O. DHC! ChennaiF
HIER5RCHG I+ 5 C5!! CE+TER
VERTIC5! MROITH
-. *ERVICE ;E!IVERG $5+5MER D Responsible for all the processes F
/. O"ER5TIO+* $5+5MER D 3ull( responsible for one process F
E. TE5$ !E5;ER D Responsible for his team performance which normall(
consists of -. call centre agents and / team coaches F
A. *E+IOR C5!! C+TR ERECKTIVE S TE5$ CO5CH D Ta,es calls and also
helps new recruits in handling calls F
.. C5!! CE+TER ERECKTIVE D $a,es or recei'es calls F
HORI6ONTAL GRO5TH
37
Ie had a loo, at the 'ertical growth pattern. +ow let us ha'e a loo, at the hori6ontal
growth opportunities that a call centre agent can choose from depending on his s,ills
and performance.
RECRKIT$E+T) *hort listing resumes b( identif(ing the right profile and conducting
the selection rounds
TR5I+I+M) "roduct Training, "rocess Training, *oft *,ills and Voice and 5ccent
HK$5+ "OTE+TI5! $5+5ME$E+T) "lanning career growth of emplo(ees. 5ll
%"O8s ha'e a high attrition rate. This function has to ensure that it pro'ides growth
opportunities and 'arious career options. The( come out with 'arious policies which
are normall( referred to as HR inter'entions to ,eep the emplo(ee happ(.
*ERK5! H5R5**$E+T) To pre'ent e1ploitation of an emplo(ee
*5!E*) Menerating new business for the compan(
HOK*E PEE"I+M) $aintenance 7 up,eep of the compan( premise
3I+5+CE) $anaging the funds of the compan( and also loo,ing at 'arious options to
raise mone( for the compan( wherein the cost of funds is low
5CCOK+T*) $aintaining da( to da( cash transactions, preparing ban, reconciliation
statements and preparing the (earl( balance sheet and file income ta1 returns.
"reparing monthl( salar( statements and ensuring that all statutor( pa(ments are
made and records are in order
5;V5+T5ME* O3 THE %"O I+;K*TRG
"ro'ides emplo(ment opportunities to large number of people
Mood salar( le'els ensure better standard of li'ing
Emplo(ees hone their s,ills to be an e1cellent oral communicator and a powerful
listener
Ongoing training programs help emplo(ees to add on to their s,ill set and thereb(
become better professionals
5ll the %"O in the top rung, sponsor emplo(ees for professional programs. This not
onl( helps emplo(ees to ac2uire a professional 2ualification, but also opens up new
career options within the %.".O. industr(
Call center pro'ide emplo(ees with a world class wor,ing en'ironment, coupled with
fantastic per,s and incenti'es which moti'ate emplo(ees to gi'e their best
38
The call center industr( gi'es the emplo(ee, a chance to wor, across multiple
functions. 3or e1ample, an emplo(ee who performs well as an agent gets a chance to
grow hori6ontall( or 'erticall(
Emplo(ees also get a chance to gain international wor, e1perience
Emplo(ees ha'e to ma,e internal ad#ustments since the( ha'e to wor, in teams.
$oreo'er in the %.".O industr( the whole team has to wor, hand in glo'e with each
other. 5n( misunderstanding will se'erel( affect the whole team and the( also stand
the danger of losing their #ob. O'er a period of time, all emplo(ees become e1cellent
team pla(ers.
"RE*E+T *CE+5RIO O3 THE %"O I+;K*TRG
There is no doubt that the outsourcing business has come to sta( in India. The
ad'antage that India pro'ides the foreign clients is the a'ailabilit( of a good English
spea,ing population, who are well educated and ambitious, coupled with the sa'ings
that foreign clients ma,e with respect to salaries and infrastructure.
5nother unmatched ad'antage is the a'erage age of the wor, force in India, which is
#ust E0 (ears, as compared with an( other countr( in the world, where the a'erage
age 'aries between A. and .0 (ears. *ince the %.".O industr( re2uires a 'er( (oung
crowd this huge ad'antage cannot be matched b( an( countr( in the world.
Earlier onl( routine #obs were outsourced to India. This scenario has totall( changed.
5part from routine #obs, high end #obs are also outsourced, which has pa'ed the wa(
for functions li,e P"O, R"O, Technical writing and so on.
O'er the last few (ears there ha'e been a few stra( cases of frauds ta,ing place
within the %"O industr(. This is not a serious problem as portra(ed b( the fourth
estate. *uch frauds are 'er( common in countries li,e K* and KP, where %"O
emplo( la,hs of people. %ut in India, the ,ind of h(pe the media generates, show
these happenings to ha'e damaging conse2uences on the %"O industr(.
To tac,le the problem of frauds, +5**CO$ has ta,en the initiati'e to come up with a
c(ber law which punishes an( emplo(ee who resorts to unethical practices. 5s part of
the ongoing process, +5**CO$ is ta,ing it on priorit( to ma,e the securit( s(stems
as fool proof as possible.
5nother initiati'e is the appointment of 'erification agencies to ensure that the
information gi'en b( the candidate in his resume is authentic.
5n 5ll India Ran,ing *(stem ,nown as +5C D+asscom 5ssessment of CompetenceF
is on the cards for all candidates who want to be a part of this industr(, thereb(
ensuring 2ualit( manpower and reducing the recruitment time of HR personnel and
thereb( help them focus on critical issues. The +5C test is online and tests the
39
candidate on all s,ills re2uired for a call centre e1ecuti'e, which is an entr( le'el
position. The +5C test will be mandator( for all %"O aspirants in the near future.
Though countries li,e China, Vietnam and "hilippines are gearing up to get a chun,
of the business, there is absolutel( no doubt whatsoe'er, that India will continue to be
the most preferred destination. E'en though the wages in countries li,e China and
"hilippines are low as compared with India, still the a'ailabilit( of a (oung wor, force
ma,es India the preferred choice.
Initiall( the %.".O. industr( was loo,ed down upon b( people from other industries.
%ut graduall( with the passage of time and the emergence of new areas li,e P.".O ,
R.".O, E.".O, Content Iriting, Technical Iriting and so on, which re2uires highl(
2ualified and e1perienced personnel with professional 2ualifications and speciali6ed
s,ill, professionals ha'e started loo,ing at the %.".O. industr( seriousl(, as a long term
career option.

CHAPTER-3
COPANY PROFI!E
40
INTRODUCTION
Iipro !imited DIiproF, incorporated on ;ecember />, ->A., is a global information
technolog( DITF, ser'ices compan(. Iipro pro'ides a range of IT ser'ices, software
solutions and research and de'elopment ser'ices in the areas of hardware and
software design to companies worldwide. The Compan( uses its de'elopment centers
located in India and worldwide, 2ualit( processes and global resource pool to pro'ide
IT solutions and deli'er time-to-mar,et and time-to-de'elopment ad'antages to its
clients. It also pro'ides business process outsourcing D%"OF ser'ices. The Compan(
operate in three segments) IT *er'ices business segment, IT "roducts business
segment and Consumer Care and !ighting business segment. On Qune -0, /0--, it
ac2uired the global oil and gas information technolog( practice of the Commercial
%usiness *er'ices %usiness Knit of *cience 5pplications International Corporation
Inc. along with -00T interest in *5IC Europe !imited and *5IC India "ri'ate !imited.
On Qul( /, /0--, it also ac2uired -00T interest of *5IC Mulf !!C D*5ICF. In Qune
/0-E, the Compan( ac2uired a minorit( sta,e in 51eda Corp.
The IT *er'ices segment pro'ides IT and IT enabled ser'ices to customers. Its ,e(
ser'ice offering includes software application de'elopment, application maintenance,
research and de'elopment ser'ices for hardware and software design, data center
outsourcing ser'ices and business process outsourcing ser'ices. The IT "roducts
segment sells a range of Iipro personal des,top computers, Iipro ser'ers and
Iipro noteboo,s. It is also a 'alue added reseller of des,tops, ser'ers, noteboo,s,
storage products, networ,ing solutions and pac,aged software for international
brands. In certain total outsourcing contracts of the IT *er'ices segment, the
Compan( deli'ers hardware, software products and other related deli'erables. The
Consumer Care and !ighting segment manufactures, distributes and sells personal
care products, bab( care products, lighting products and h(drogenated coo,ing oils in
the Indian and 5sian mar,ets. The Compan( holds A>T interest in Iipro ME $edical
*(stems "ri'ate !imited.
IT *er'ices
The Compan(8s IT *er'ices segment pro'ides a range of IT and IT enabled ser'ices,
which include IT consulting, custom application design, de'elopment, re-engineering
and maintenance, s(stems integration, pac,age implementation, technolog(
infrastructure outsourcing, %"O ser'ices and research and de'elopment ser'ices in
the areas of hardware and software design. %usiness 5pplication *er'ices D%5*F
offers integrated technolog( to the enterprise IT landscape for its customers. Its
business process solutions are applied in the areas of enterprise resource planning
DER"F, suppl( chain management and customer relationship management with
pac,ages, including *5" and Oracle. It offers business-to-customer D%/CF, business-
to-business D%/%F and business-to-emplo(ee D%/EF collaboration and commerce
41
solutions. It offers a portfolio of ser'ice-oriented integration solutions, including
application-to-application integration and %/% integration, enabling seamless cross-
functional business processes within the enterprise and across the e1tended 'alue
chain. The Compan( offers end-to-end integrated enterprise securit( solutions and IT
securit( ser'ices. Its solutions enhance performance of information securit( and
enable compliance programs to adapt with agilit( to constantl( e'ol'ing business and
IT ris,s. Its ser'ices enable the clients to de'elop a testing strateg( with inno'ati'e
solutions to ensure total 2ualit( assurance. It enables organi6ations to na'igate and
adopt new paradigms, such as Cloud&*oftware-as-a-*er'ice D*aa*F, sustainabilit(,
digital mar,eting and social computing.
The Compan(8s global infrastructure ser'ices DMI*F bac,ed b( its ITE?0 framewor,
enable clients to deplo( the latest in technolog( solutions. *ome of its ,e( industr(
specific ser'ice offerings include Iireless "lace, *hoptal,, and %an, in a bo1, while
its traditional offerings include ;ata Center $anagement, Cloud, $anaged +etwor,,
$anaged *ecurit(, End Kser Computing and %usiness 5d'isor( ser'ices. Its mar,et
pro'en solutions framewor,s, such as ;igital TV middleware stac,s, tele-health
gatewa( and automoti'e connecti'it( solution and product lifec(cle ser'ices, such as
Collaborati'e ;esign, $anufacturing 7 *ustenance DC;$*F program. Iipro $obilit(
*olutions enable mobile products and applications from design of mobile de'ices
creating mobile ecos(stems for enterprises to ser'e internal and e1ternal customers.
Its %"O ser'ice offerings include customer interaction ser'ices, such as IT-enabled
customer ser'ices, mar,eting ser'ices, technical support ser'ices and IT helpdes,s=
finance and accounting ser'ices, such as accounts pa(able and accounts recei'able
processing= process impro'ement ser'ices that pro'ide benefits of scale for repetiti'e
processes li,e claims processing, mortgage processing and document management=
,nowledge process outsourcing ser'ices which in'ol'e high-end ,nowledge wor, on
intellectual propert(, e2uit( and finance, anal(tics, mar,et research and data
management, and process transformational offerings, such as automated chats and
e-mails, speech anal(tics and IVR based 'oice solutions.
The Compan(8s 5nal(tics and Information $anagement ser'ice helps customers
accelerate enterprise wide performance through smart, agile and integrated anal(tical
solutions and framewor,s. %usiness Intelligence, "erformance $anagement and
Information $anagement it helps customers deri'e 'aluable insights, ma,e informed
decisions and dri'e re'enues b( harnessing and le'eraging enterprise information. Its
ser'ice line pro'ides consulting, business centric and technolog( specific anal(tical
solutions and data management framewor,s de'eloped through a complete
ecos(stem of partners, focusing on industr( specific anal(tics, optimi6ation and
operations anal(tics, Enterprise ;ata Iarehouse, $;$, ;ata 2ualit( and data life
c(cle management. Iipro Consulting *er'ices DIC*F helps companies sol'e
business issues. C* has nine industr( consulting practices, which includes %usiness
Transformation, "roduct *trateg(, *uppl( Chain $anagement, 3inance and
5ccounting, Human Resources and Organi6ational Change $anagement, CR$,
"rocess E1cellence, Ris, and Regulator( Compliance and Enterprise 5rchitecture. Its
42
consultants are based across +orth 5merica, Iestern Europe, India, the $iddle East,
5frica and the 5sia "acific.
The Compan( competes with 5ccenture, I%$ Mlobal *er'ices Cogni6ant Technolog(
*olutions Corporation and Tata Consultanc( *er'ices.
IT "roducts
Iipro8s IT "roducts segment pro'ides a range of IT products encompassing
computing, storage, networ,ing, securit( and software products. The Compan( sells
IT products manufactured b( the Compan(, as well as third-part( IT products. Its
range of IT "roducts consists of wipro manufactured products, enterprise platforms,
networ,ing solutions, software products, data storage, contact center infrastructure,
enterprise securit( and emerging technologies. The clients for its IT "roducts
segment range from single users to large enterprises. It pro'ides its offerings to
enterprises under all ma#or industries, including the go'ernment, defense, IT and
ITe*, telecommunications, manufacturing, utilities, education and financial ser'ices.
The Compan(8s manufactured range of products includes des,tops, noteboo,s, net
power ser'ers, net*tor storage and super computers. It offers form, factors and
functionalities that cater to the entire spectrum of users-from indi'iduals to corporate
entities. The Compan(8s offerings enterprise platforms categor( include design and
deplo(ment ser'ices for enterprise class ser'ers, databases and ser'er computing
resource management software. The Compan(8s offerings under networ,ing solutions
categor( are comprised of consulting, design, deplo(ment and audit of enterprise
wide area networ, DI5+F, wireless local area networ, D!5+F and unified
communication s(stems. The Compan(8s products under software products categor(
are comprised of enterprise application, data warehousing and business intelligence
software from software product companies.
The Compan(8s products under data storage categor( are comprised of networ,
storage, secondar( and near line storage, bac,up and storage fabrics. The
Compan(8s offerings include switch integration, 'oice response solutions, computer
telephon( interface, customi6ed agent des,top application, predicti'e dialer, customer
relationship management, multiple host integration and 'oice logger interface. The
Compan(8s securit( products include intrusion detection s(stems, firewalls and
ph(sical securit( infrastructure co'ering sur'eillance and monitoring s(stems. It also
offers new technologies, including 'irtuali6ation, Internet protocol DI"F 'ideo solutions
and pri'ate cloud implementations.
The Compan( competes with HC!, Tata Consultanc( *er'ices, C$C, Redington,
I%$, ;ell, H", !eno'o, 5cer, *on( and Toshiba.
Consumer Care and !ighting
43
Iipro8s Consumer Care and !ighting DCC!F business segment focuses on mar,et
segments in personal care in specific geographies in 5sia, the $iddle East and 5frica,
as well as office solutions in India. The Compan( le'erages its brands and distribution
strengths to sustain a profitable presence in the personal care sector, including
personal wash, fragrances, hair and s,in care, male toiletries and household lighting
and office products. Its office solutions include lighting products, modular switches,
modular furniture and securit( solutions. Its *antoor soap brand is the soap categor(
brand, and its *afi brand is the Halal toiletries brand in $ala(sia. Its Gardle( brand
operates in the $iddle East in the lu1ur( segment of personal care.
The Compan(8s range of personal care products includes deodorants and fragrances,
hair care, bath and shower, s,in care and other personal care products. The
Compan( has focused on consolidating its brand portfolio and has about EA brands,
including Gardle(, Enchanteur, *afi, E'ersoft and Romano. Its product lines include
soaps and toiletries, as well as bab( products, all produced using ethnic ingredients.
Its umbrella brands include *antoor, Chandri,a, Iipro 5cti'e and Iipro %ab( *oft, a
range of infant and child care products that includes soap, talcum powder, oil, diapers
and feeding bottles and wellness products.
The Compan(8s product line includes modular switches, incandescent light bulbs,
compact fluorescent lamps and luminaries. It operates both in commercial and retail
mar,ets. It has also de'eloped commercial lighting solutions for pharmaceutical
production centers, retail stores, software de'elopment centers and other industries. It
also offers securit( solutions for household and institutional consumers. Its modular
furniture is for office use and includes wor,stations, storage and chairs. Its product
range includes premium wor,stations and seating s(stems designed b( international
designers. It operates both in commercial and retail mar,ets. It sells its products to
software de'elopment centers, ban,s and financial institutions, insurance companies
and manufacturing companies who are in the process of setting up new facilities or
e1panding their current wor,spaces.
The Compan( mar,ets and sells its personal care products through a host of
distribution channels, which include modern retail outlets, h(permarts, supermarts,
traditional retailers, 'an operators and wholesalers. It sells and mar,ets the consumer
care products primaril( through its distribution networ, in India, which has access to
o'er A,000 distributors and appro1imatel( -.> million retail outlets throughout the
countr(. It sells a portion of its lighting products to ma#or industrial and commercial
customers through its direct sales force, from EA sales offices located throughout
India.
The Compan( competes with Knile'er, "roctor and Mamble, Qohnson 7 Qohnson,
!8Oreal, ITC D3$CMF, Rec,itt %enc,iser, Modre#, "hilips, Meneral Electric, Ha'ells,
%a#a#, Crompton and %" Ergo.
44
Iipro8s others business segment includes its infrastructure engineering business.
The Compan(8s Others segment is centered on its mobile construction e2uipment
business and its material handling business. The Compan( manufactures and sells
c(linders and truc, h(draulics, and it also distributes h(draulic pumps, motors and
'al'es for international companies. The Compan( has manufacturing facilities in
Europe, %ra6il, China and India and sell to customers across the globe. It also
e1panded this business segment to pro'ide water solutions that address the entire
spectrum of treatment solutions and s(stems for water and waste water. Its others
business segment also includes its Iipro Eco Energ( business unit, which pro'ides
energ( generation, distribution and consumption.
The Compan( competes with KT !imited DIndiaF, ;ong(ong, "acoma, *undaram
H(draulics, ;antal, the Pa(aba, "recision H(draulics Compan( and H('a.
INDUSTRY LANDSCAPE)
Reform dri'en healthcare pro'ider industr( is e1pected to undergo significant IT and
operational changes as The "atient "rotection and 5ffordable Care 5ctD""5C5F is
set to o'erhaul the entire healthcare s(stem. The rise in healthcare claims
submission, increased consumer dri'en health plans, $edicare reimbursement cuts
b( U CT, performance lin,ed pa(ments b( pa(ers, mandator( IT augmentations such
as EHR, HI"55 .0-0, is resulting in a paradigm shift in the functioning of healthcare
pro'ider industr(.
In order to optimi6e pa(ments for their ser'ices the( are focusing on impro'ing 2ualit(
and outcome of patient care, directing funds towards IT enhancement and dri'ing
operational efficienc( to cut costs. The healthcare pro'ider industr( is focusing on
what the( do best, that is pro'iding 2ualitati'e patient care and rel(ing on other
'endors for support in dri'ing business and operational e1cellence.
5IPRO INDUSTRY SOLUTIONS)
Iipro %"O is one of the pioneers in pro'iding healthcare pro'ider industr( solutions.
Our ser'ices and solutions address administrati'e, non-clinical and clinical wor,
functions, which enables healthcare pro'iders to pro'ide 2ualit( time to patient care.
Our focus is on de'eloping an E1tended *er'ice "artner model to address ma#or
bac,-office functions such as Re'enue C(cle $anagement, $edical Records
Retrie'al, and Clinical "rocess *er'ices. Iith uni2ue propositions li,e dedicated
business support units, *i1 *igma, Pai6en and !ean methodolog(, Iipro is
committed to pro'iding transformational business outcomes and 'alue creation for its
customers. Iipro ensures e1ecution e1cellence across customer engagements
through its three tenets - "eople, "rocess and Technolog(. These tenets ha'e helped
our customers achie'e process and cost efficiencies, and enhance o'erall customer
e1perience.
45
5IPRO INSIGHT
Re&en"e C7c!e M*n*'emen#- Ie ha'e e1tensi'e e1perience across the Re'enue
C(cle. To battle out decline in reimbursement rates, Healthcare "ro'iders will ha'e to
loo, into the efficac( of re'enue& charge capture and which is fuelling the greater
integration of pre and post inter'ention ser'ices. Iipro8s highl( e1perienced team of
%illing specialists will carr( out e1tensi'e re'iew of "atient8s medical records and
carr( out Charge integrit( re'iew to identif( and resol'e discrepancies in charge
capture process to impro'e billing efficiencies
P*#$en# Acce%% M*n*'emen#- Healthcare reforms and focus on core business would
lead to increase in "re-Inter'ention ser'ices. Iipro pro'ides a "atient 5ccess "ortal
for scheduling appointments, registration, updating information and bill pa(ment
besides Real Time Ieb lin, with "a(er networ, to chec, eligibilit( during registration&
scheduling. Ie ha'e "atient 3inancial Counselors to assist patients in understanding
the comple1 pa(ment s(stems
Me$c*! Co$n'- $edical coding in the Healthcare "ro'iders arena would remain as
the most significant indi'idual ser'ice element. Impending shortage of IC;--0 certified
coders is dri'ing increased adoption of coding %"O as a discrete ser'ice among all
bu(ers within this segment. Iipro has certified coders for Coding of IC;->, HC"C*
and C"T-A codes and automated wor,flow enhanced b( computer assisted coding.
Records re'iew and intimation pro'ided to pro'iders on need for & lac, of
documentation. Ie handle o'er /00, 000 cases annuall( with an accurac( of V>.T.
AR *n Den$*! M*n*'emen#- Krgenc( for increased re'enue capture will boost
adoption of traditional methodologies such as 5&R outsourcing among the 3inanciall(
;istressed segment. Iipro has a pool of highl( e1perienced, trained, and certified
resources to handle 5&R management center. Ie ha'e an automated wor,flow to
manage allocation, handling of e1ceptions and reporting
C"%#ome( Con#*c# Cen#e(
Iipro is one of the leaders in the Customer Contact Center space with o'er -E,000
3TEs handling o'er /E million calls e'er( month for A0W global customers in /0
different languages.
Iipro offers Customer Contact Center *er'ices that include inbound and outbound
call Centers, e-mail and correspondence response and chat support ser'ices to
Healthcare "ro'iders.
Co(/o(*#e B"%$ne%% Se(&$ce%- Iipro offers integrated suite of ser'ices for the
corporate bac,-office that includes finance and accounting, human resource
management and a source to pa( that will be enabled b( a proprietar( wor,flow
46
solution %aseFFFT$ . Iipro has o'er ?000 resources deli'ering these ser'ices to our
Mlobal clients in a multi-shore deli'er( model.
C!$n$c*! P(oce%% O"#%o"(c$n'- Teleradiolog( and E; image reconstruction is an
9e1treme: professional ser'ice with widespread usage of approach. Ie ha'e a team
of radiologists performing the acti'it( of E; reconstruction= radiolog( perspecti'e
enables them to understand the anatom(. Iipro e1pertise in the area of Clinical
process spans across E; reconstruction 7 "rocessing *er'ices for $R 5ngiographies
and CT, collaborati'e reporting and Treatment planning for Oncolog( and
Orthopedics. Ie ha'e HI"55 compliant facilit(, which can pro'ide /A 1 B 1 E?.
co'erage.
Remote Health $onitoring- In order to impro'e the Xualit( of Care pro'iders are
resorting to increased adoption of Telemedicine. Iipro8s capabilities in the area of
remote health monitoring include)
• Remote "atient $onitoring
• ;isease $anagement& Iellness Counseling
• Customer Contact Center
TOOLS 3 ENABLERS
5o(8.!o- *n 5o(8.o(ce M*n*'emen# Too!%9 To facilitate claims in'entor(
management, calls management, capacit( planning, agent rostering and real-time
agent monitoring
E-SPECTRUM9 5 web-based proprietar( ,nowledge management tool that
disseminates information such as business rule updates, state mandate updates etc
to all the claims processors on the floor in a single instance
CLIC+ TO CHAT) 5 'irtual chat solution that has the abilit( to respond automaticall(
to C0T of the customer in2uiries and reduces contact center staff b( o'er .0T.
S/eec) An*!7#$c% Too!) 5 web-based anal(tics tool that aids in anal(6ing the pattern
and reason for repeat calls, calls with high 5HTs and root causes of irate customer
calls which will in turn help our clients to identif( and introduce mitigation measures to
stem customer attrition and impro'e C*5T scores
G!o:*! L$%#en$n' P!*#.o(m9 5 combination of third part( *ocial $edia $onitoring
tools coupled with Iipros robust anal(tical process to anal(6e and report customer
perceptions on *ocial media to enable proacti'e correcti'e actions b( Iipros clients
BUSINESS IMPACT
47
• Iipro Reduced !ength of *ta( of patients b( E0T Dfrom B/ hours to AC hoursF
and Reduced costs b( o'er ?0T b( adopting a fle1ible "a(-per -Case pricing
model for a leading teaching hospital in K*
• Iipro has efficientl( coded a 'olume of /00,000 'isits per annum for a
Healthcare "ro'ider at an impressi'e C*5T score of V >.T for a !eading
pro'ider of Pidne( care and ;ial(sis *er'ices compan( in the K*
• Iith Iipro8s 5utomation of call list we were able to increase Contacts&hour b(
?CT together with achie'ing a Xualit( Target of >B.?/T as against a target of
>0T for 5 !eading K* based Communit( Voluntar( Health Organi6ation for
Cancer
=ITERATURE REVIE0 OF BPO
Call center is a generali6ed term that embraces a number of acti'ities li,e reser'ation
centers, help des,s, information lines or customer ser'ice centers, irrespecti'e of how
the( are organi6ed or what t(pes of transactions the( handle. Call center is generall(
referred to a refined 'oice operations setting that pro'ides a full range of high-'olume,
inbound or outbound call-handling ser'ices, including customer support, operator
ser'ices, director( assistance, multilingual customer support, credit ser'ices, card
ser'ices, inbound and outbound telemar,eting, interacti'e 'oice response and web-
based ser'ices.
Call centers are becoming increasingl( popular in toda(s business, where
man( companies ha'e centrali6ed customer ser'ice and support functions. Call
centers are generall( large offices with representati'es who either ma,e or recei'e
phone calls. ;epending on the t(pe of wor,, call centers ma( ha'e a single office
emplo(ing a few people or large office with thousands of emplo(ees. The main
acti'it( in some call centers is answering inbound calls, such as a ban, that gi'es out
a toll-free number for customers needing help. 5t the same time there are some call
centers that focus on outbound calls too.
Iith increase in outsourcing, call centers are also becoming popular. %( wa( of
outsourcing, companies contract out some functions to other companies located
48
mostl( in cost effecti'e destinations li,e India. In this field India en#o(s se'eral
ad'antages o'er a number of de'eloped counties. In India, we a ha'e large pool of
2ualified people= English spea,ing graduates and IT professionals. In addition to this
India ha'e some other ad'antages li,e cheap labor, fle1ibilit( in wor,ing hours and
time 6one difference. This is the reason wh( a number of $+Cs are outsourcing their
business acti'ities to India.
Call centres are comparati'el( a recent introduction to the world of career
options in India. The career a'enues pro'ided :7 C*!! cen#(e% $% one of the best
suited and growing option which e'en a fresher can opt for. Iith the opening up of
the Indian econom( and the ad'ent of globalisation more and more companies from
abroad are basing or outsourcing their call centre ser'ices to India, a trend started b(
ME when it established a call centre near +ew ;elhi in ->>C.
5 call centre is a ser'ice centre with ade2uate telecom facilities, access to
internet and wide database, which pro'ide 'oice based or web-based information and
support to customers in the countr( or abroad through trained personnel. Call centres
e1ist in all sectors of business including ban,ing, utilities, manufacturing, securit(,
mar,et research, pharmaceuticals, catalogue sales, order des,, customer ser'ice,
technical 2ueries Dhelp des,F, emergenc( dispatch, credit collections, food ser'ice,
airline&hotel reser'ations etc. The wide area of ser'ices pro'ided b( the call centres
ma,es it a lucrati'e career with a range of opportunities.
49
C&APTER C -
S0OT ANA=YSIS
S0OT Ana'$8i8
50
S#(en')#%9
*,illed manpower) ;i'ersified s,ill base across ser'ice lines, deli'er( capabilities and
client satisfaction.
Commitment to go the e1tra mile
Research and ;e'elopment) Technological partnership with other software
companies
!ow cost ad'antage) 5bilit( to continuall( reduce the cost of ser'ices DIipro ltd et al.,
/00>F.
5e*8ne%%e%9
+ot a proacti'e compan() ;omestic mar,et was huge but was underde'eloped
*mall pla(er in global mar,et) +o e1posure to standard wor,
!imited domain) Iipro pro'ided 'er( limited number of ser'ices DIipro ltd et al.,
/00>F.
O//o(#"n$#$e%9
Huge global mar,et) The Compan( has entered into the global mar,et so now it8s the
biggest opportunit( a'ailable to the compan(.
Huge "otential in ;omestic $ar,et DIipro ltd et al., /00>F.
T)(e*#%9
Competition b( Indian companies in domestic mar,et
"resence of big companies in global mar,et
E1change rate) This can be a threat to the compan( as the compan( is ma,ing profits
due to the high e1change rate and if this rate comes down in future it can lead to a
ma#or problem for the compan( DIipro ltd et al., /00>F.
51
C&APTER< B
RESEARC& &YPOT&ESES
52
RESEARC& &YPOT&ESES
A hypothesis is an educated 0uess or proposition that attempts to eDplain a set of facts or
natural phenomenon! *t is used mostly in the field of science, )here the scientific method is
used to test it!
*n this research report )e are findin0 some of the outcomes on the 9asis of prediction and
assumptions! For this purpose )e formed some hypothesis6
.%6 There is a si0nificant difference in overall satisfaction )ith 9po sector o on the 9asis of
income 0roup!
.#6 There is a si0nificant difference in overall satisfaction )ith )or3 load on the 9asis of a0e
0roup!
.B6 There is a si0nificant difference in overall mental stress on the 9asis of 0ender 0roup!
.'6 There is a si0nificant difference in overall satisfaction )ith 0ender in in 4PO!!
53
.A6 There is a si0nificant difference in overall performance appraisal on the 9asis of )or3
0roup!
.16 There is a si0nificant difference in overall )or3 condition 9asis of a0e 0roup!

RESEARC& MET&ODO=OGY
The research methodolo0y is an approach )hich encompasses of several issues includin0
pro9lems, constrictions and ethical preferences )ithin the research! The methodolo0y is the
speculative eDamination of the methods that are appropriate to a specific field of study! To
achieve the o9jectives and 0oals of the research, selection of methodolo0y is essential and is
indispensa9le for investi0ation and analysis! 2eepin0 in consideration the quality of services
provided 9y the or0ani8ation :alarie et al!, %C<A" the >onion theory?, plays an important role
in determinin0 the philosophy, approaches, strate0ies, time hori8on and the data collection
methods!
54
RESEARC& DESIGN
4efore eDaminin0 types of research desi0ns it is important to 9e clear a9out the role and
purpose of research desi0n! @e need to understand )hat research desi0n is and )hat it is not!
@e need to 3no) )here desi0n fits into the )hole research process from framin0 a question to
finally analy8in0 and reportin0 data!
*n order to achieve the o9jective it )as necessary to tal3 to the customers and pu9lic to dra)s
the conclusions re0ardin0 the o9jective! For collectin0 the relevant informationG a
questionnaire )ill 9e desi0n! The questionnaire )ill desi0n in such a manner to achieve the
o9jective of the research! The sample )as approDimately %#A!
DESCRIPTIVE RESEARC&@ 5escriptive research does not fit neatly into the definition of
either quantitative or qualitative research methodolo0ies, 9ut instead it can utili8e elements of
9oth, often )ithin the same study! The term descriptive research refers to the type of research
question, desi0n, and data analysis that )ill 9e applied to a 0iven topic! 5escriptive statistics
tell )hat is, )hile inferential statistics try to determine cause and effect!
5escriptive research is the eDploration of the eDistin0 certain phenomena! The details of the
facts )onHt 9e 3no)n! The eDistin0 phenomenaHs facts are not 3no)n to the persons!
PRIMARY DATA@ Primary data is data )hich has 9een collected 9y ourselves , )hich is
more relia9le and up to date! IPrimaryI are terms used to define data relative to the purpose 9y
)hich the data )ere collected ori0inally! IPrimary dataI are data collected for the need at
hand! Primary data analytics involves the a9ility to analy8e data for the purpose 9y )hich it
has 9een collected! Primary data is a data )hich is created for the first time and there is no
previous source availa9le!
55
SECONDARY DATA@ ,econdary data has 9een collected from a secondary source
Other people, 9usiness etc!" so it may not 9e valid or up to date! I,econdaryI are terms used
to define data relative to the purpose 9y )hich the data )ere collected ori0inally! I,econdary
dataI are data that )ere collected for another reason 9ut is 9ein0 re&purposed to address the
need at hand! ,econdary data analytics involves identifyin0 Isecondary data sourcesI to solve
a ne) pro9lem and then the a9ility to re&purpose that data!
SAMP=E DESCRIPTION
SAMP=E SIAE AND SAMP=E UNIT@ %#A respondents from 4PO offices )ho are
employees in 5elhi at 4PO sector ! As )e have ta3en %#A respondents sample to 3no) the
approDimately fi0ures of customers and consumers perception and satisfaction to)ards 4PO
sector, )hat they li3e and disli3e )ith respect to 4PO sector!
SAMP=E SE=ECTION PROCEDURE@ @e used multista0e sample selection
technique! At first sta0e )e used random samplin0 technique to select 4PO offices in 5elhi
city 9ecause it )as not possi9le to select all the offices in the city due to shorta0e of time!
At second sta0e )e used convenience samplin0 technique to ta3e responses from the
respondent 9ecause respondents are not easily availa9le and it )as not possi9le to sort out
respondent on the 9asis of their offices! *t too3 B )ee3s time to collect responses from the
respondents!
TARGET RESPONDENT
 The tar0et respondent )ould 9e the male and female!
56
 The a0e 0roup )ould 9e in&9et)een %<& 'C!
 Respondent )ill 9e ta3en from 4PO offices in 5elhi )hose are employee of 4PO!
DATA CO==ECTION MET&OD AND INSTRUMENT
 *n this research, total %#A respondents are participated fairly )ith the a0e 0roup of %<&
'1! Participants are varyin0 from student to professionals or 9usiness man or self
employed person hi0hli0ht the diversity of the survey! The samplin0 technique use for
the research paper is simple random samplin0 9y a0e! -ustomer )ith different
demo0raphic character has different 9uyin0 9ehavior!
 The data has 9een collected throu0h primary data as )ell as secondary data!
B(-( DATA INTERPRETATION AND ANA=YSIS TOO=S
AND TEC&NI4UES
@e are usin0 ,P,, )hich is a latest tool for easily analy8e the data and )e entered data in
+Dcel sheet and then prepared chart and 0raphs on the 9asis of the data! To calculate the
.ypothesis )e used ANO:A test!
57
C&APTER <+
DATA ANA=YSIS AND
INTEREPRETATION
58
DATA ANA=YSIS AND INTEREPRETATION
A'e G(o"/ O. Re%/onen#%
The abo'e table mentions different age group of respondents. It consists /?
respondents are below /. Grs,EA are between /. 7E. Grs,AA are between
E.7A. Grs,.A are between A. 7 ?0 Grs and A/ respondents are abo'e ?0
Grs
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5ME
%elow/. Grs /? -E
%etween /. 7
E. Grs
EA -B
%etween E. 7
A. Grs
AA //
%etween A. 7
?0 Grs
.A /B
5bo'e ?0 Grs A/ /-
TOT5! /00 -00
59
Se; G(o"/ O. Re%/onen#%
3or the anal(sis the male respondents are -E> which are ?>..T, and the
3emale respondents are ?- which is E0..T.
60
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5M
E
$ale -E> ?>..
3emale ?- E0..
Total /00 -00
AGE GROUP OF RESPONDENTS
0
-0
/0
E0
A0
.0
?0
%elow/.
Grs
%etween
/. 7 E.
Grs
%etween
E. 7 A.
Grs
%etween
A. 7 ?0
Grs
5bo'e
?0 Grs
N
O
.
O
F

R
E
S
P
O
N
D
E
N
T
S
Occ"/*#$on O. Re%/onen#%
The abo'e table shows that the occupations of the respondents are as
follows
Emplo(ees)/0T,
%usinessmen)EET,E1ecuti'es)/AT,!abourers)/ETRespecti'el(
61
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5M
E
Emplo(ees A0 /0
*r . E1ecuti'e ?? EE
E1ecuti'es AC /A
!abourers A? /E
Total /00 -00
SEX GROUP OF RESPONDENTS
0
.0
-00
-.0
$ale 3emale
N
O
.
R
E
S
P
O
N
D
E
N
T
S
E"c*#$on*! 2"*!$.$c*#$on O. Re%/onen#%
The educational 2ualifications of the respondents are as follows
Illiterates)-0T,%elow**C)//T,Mraduates)E/T,"rofessionals)E?T.
62
+O.RE*"O+;E+T* "ERCE+T5ME
A0 /0
?? EE
AC /A
A? /E
/00 -00
0
-0
/0
E0
A0
.0
?0
B0
OCCUPATION OF RESPONDENTS
INCOME LE4EL OF THE RESPONDENTS
63
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5M
E
Illiterate /0 -0
%elow **C AA //
Mraduates B/ E?
"rofessionals ?A E/
Total /00 -00
EDUCATIONAL 2UALIFICATION OF
RESPONDENTS
0
/0
A0
?0
C0
I
l
l
i
t
e
r
a
t
e
%
e
l
o
w
.
.
.
M
r
a
d
u
a
t
e
s
"
r
o
f
e
s
s
.
.
.
N
O
.
R
E
S
P
O
N
D
E
N
T
S
The income le'els of the respondents are as follows
%elowRs.E000&-)E0T,Rs.E000&-toRs..000&-)/ET,Rs..000&-
toC000&-)-CT,5bo'e Rs.-0000&-)/>T
64
;E*CRI"TIO+ +O.RE*"O+;E
+T*
"ERCE+T5ME
%elow
Rs.E000&-
?0 E0
Rs.E000&-
toRs..000&-
A? /E
Rs..000&-
toRs.-0000&-
E? -C
5bo'e
Rs.-0000&-
.C />
Total /00 -00
A-*(ene%% o. BPO SECTOR
3rom the abo'e table -B/ respondents are aware of the %"O sector and the
remaining /C are not aware of the %"O sector.
The percentage of awareness is C?T and not awareness of product is -AT.
65
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5M
E
5wareness -B/ C?
+ot 5wareness /C -A
Total /00 -00
INCOME LE4EL OF
RESPONDENTS
0
/0
A0
?0
C0
%
e
l
.
.
R
s
.
.
.
.
R
s
.
.
.
.
5
b
o
.
.
N
O
.
R
E
S
P
O
N
D
E
N
T
S
F*c#o(% $n.!"enc$n' -)$!e o$n' <o: $n BPO %ec#o(
3rom the abo'e table it is clear that while doing the #ob in %"O sector /AT of the
respondents are influenced b( the part time,E-T b( the for house problem,->T b(
the their education ,0?T b( the ma,ing future in bpo sector,0?T b( the salar(
influence,-0T b( the goodwill, and 0AT b( durabilit(.
66
0
.0
-00
-.0
/00
5wareness +ot 5wareness
NO.RESPONDENTS
A5ARENESS OF LIFEBUOY SOAPS
67
;E*CRI"TI
O+
+O.RE*"O+;
E+T*
"ERCE+T5ME
"art time
#ob
AC /A
House
problem
?/ E-
eduction EC ->
$a,ing
future in
bpo
/0 -0
salar( -/ ?
goodwill -/ ?
;urabilit( C A
P(e%en# o$n ' <o: $n $..e(en# BPO %ec#o(%
3rom the table it is clear that the doing #ob in Iipro are E/ out of /00
respondents,// are in I%$,E/ are in Menpact,-/ are in 5ccentur,-C are in
Hcl,A0 are using ;ell,EC are in india mart,/ are in international call centre
and A in others.
68
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
part time AC /A
house problem ?/ E-
education EC ->
ma,ing future /0 -0
salar( -/ ?
goodwill -/ ?
;urabilit( C A
Total /00 -00
0
/0
A0
?0
C0
NO.RESPONDENTS
FACTORS INFLUENCING 5HILE
DOING =OB IN BPO SECTOR
69
;E*CRI"TIO+ +O.RE*"O+;
E+T*
"ERCE+T5M
E
wipro EA -B
Ibm // --
Menpact A0 /0
5ccenture -/ ?
Hcl -C >
;ell E/ -?
Indiamart EC ->
Others A /
Total /00 -00
3rom the abo'e table it is obser'ed that media for the awareness of %"O
sector are gi'en below.
"rintmedia)-.T,Electronicmedia)?.T,3riends7Relati'es)-/T,"eers7Colleg
ues)0CTRespecti'el(
70
;E*CRI"TIO
+
+O.RE*"O+;
E+T*
"ERCE+T5ME
"rint media E0 -.
Electronic
media
-E0 ?.
3riends
Relati'es
/A -/
"eers7Colleg
ues
-? C
Total /00 -00
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
II"RO EA -B
I%$ // --
ME+"5CT A0 /0
5CCE+TKRE -/ ?
HC! -C >
;E!! E/ -?
I+;I5$5RT EC ->
OTHER* A /
Total /00 -00 0
.0
-00
-.0
/00
/.0
II"RO
ME+"5CT
HC!
I+;I5$5RT
Total
NO.RESPONDENTS
/(e%en# o$n' <o: $n $..e(en# BPO
F*c#o(% $%!$8e :7 #)e em/!o7ee%
71
MEDIA FOR THE A5ARENESS OF
MSS
0
.0
-00
-.0
"
r
.
.
.
E
l
.
.
.
3
.
.
.
"
.
.
.
N
O
.
R
E
S
P
O
N
D
E
N
T
S
The abo'e table shows that />T of the respondents disli,e the timing,0BT
disli,ed the wor, load,/AT disli,ed the treatment ,-ET disli,ed the no
appraisals done,/0T of the respondents dis li,ed both the timing and the
tretment in the %po sector
72
;E*CRI"TIO
+
+O.RE*"O+;
E+T*
"ERCE+T5ME
timing -A B
wor,load .C />
treatment AC /A
+o appraisal /? -E
$ental
pressure
-A B
Timing and
treatment
A0 /0
Total /00 -00
O/$n$on *:o"# #)e em/!o7ee% $n :/o %ec#o(
3rom the abo'e table it is clear that the opinions of the respondents about
the bpo sector are as follows)
*atisfied respondents are )A?which is /ET,who are thin,ing less is 0? which
is 0ET,and the respondents who are thin,ing wor, load is high -AC which is
e2ual to BAT.
73
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
TI$I+M -A B
IORP !O5; .C />
TRE5T$E+T AC /A
+O 5""R5I*5! /? -E
$E+T5! "RE**KRE -A B
TI$I+M 5+; TRE5T$E+T A0 /0
Total /00 -00
0
-0
/0
E0
A0
.0
?0
B0
TI$I+M
IORP !O5;
TRE5T$E+T
+O
5""R5I*5!
$E+T5!
"RE**KRE
TI$I+M 5+; TRE5T$E+T
NO.RESPONDENTS
FACTORS DISLI+ED BY THE
EMPLOYEES IN BPO
74
;E*CRI"TIO
+
+O.RE*"O+;E
+T*
"ERCE+T5M
E
*atisfactor( A? /E
!ow ? E
High -AC BA
Total /00 -00
RESPONDENTS OPINION ABOUT
THE PRICE OF THE PRODUCT
0
.0
-00
-.0
/00
*atisfactor( !ow High
N
O
.
R
E
S
P
O
N
D
E
N
T
S
A&*$!*:$!$#7 o. %/ec$*! #(e*#men#
The abo'e table gi'es us the clearance of a'ailabilit( of special treatment to
the respondents are)
The special treatment a'ailabilit( is) >A..T and the non-a'ailabilit( is) ...T.
75
;E*CRI"TIO
+
+O.RE*"O+;E
+T*
"ERCE+T5ME
Ges -C> >A..
+o -- ...
Total /00 -00
PERFORMANCE APPRAISAL
The abo'e table showing the performance appraisal acti'ities which are
preferred b( the companies. In that /?T of emplo(ees prefer incenti'es,
/0Tprefer free gifts, /ATprefer promotion, -0T prefer coupons, and /0T of
the respondents prefer other performance acti'ities.
76
0
.0
-00
-.0
/00
Ges +o
NO.RESPONDENTS
A4AILABILITY OF SPECIAL
TREATMENT
77
;E*CRI"TIO
+
+O.RE*"O+;
E+T*
"ERCE+T5M
E
incenti'es ./ /?
3ree gifts A0 /0
promotions AC /A
Coupons A0 /0
Others /0 -0
Total /00 -00
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
incenti'es ./ /?
3reegifts A0 /0
promotion AC /A
Coupons A0 /0
Others /0 -0
Total /00 -00
0
-0
/0
E0
A0
.0
?0
NO.RESPONDENTS
PERFORMANCE APPRAISAL
O/$n$on *:o"# :/o :7 #)e (e%/onen#%
Opinion gi'en b( the respondents towards the lifebuo( soaps are as follows)
Ver(good) AET, Mood) />T, Kptomar,) -/T, *atisfactor()
-?TRespecti'el(.
78
;E*CRI"TIO
+
+O.RE*"O+;E
+T*
"ERCE+T5ME
Ver( good C? AE
Mood .C />
Kp to mar, /A -/
*atisfactor( E/ -?
Total /00 -00
S"''e%#$on% :7 #)e (e%/onen#%
The abo'e table is showing most of the respondents are suggesting to
reduce the wor, load i.e.--C,0B are suggesting to impro'e wor,
conditions,/0 are suggesting to pro'ide freegifts,EC are suggesting to
pro'ide more benifits, and -0 respondents are suggesting to ma,e full
appraisals, Others B suggesting out of /00 respondents.
79
RESPONDENTS OPINION ABOUT
MSS
0
/0
A0
?0
C0
-00
V
e
r
(
.
.
.
M
o
o
d
K
p
t
o
.
.
.
*
a
t
i
s
f
.
.
.
N
O
.
R
E
S
P
O
N
D
E
N
T
S
80
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
To reduce wor, load --C .>
To impro'ewor, conditions B E..
To "ro'ide "romotional Offers /0 -0
To gi'e more 5pparisals EC ->
Others B E..
To ma,e more 5wareness -0 .
Total /00 -00
on *&*$!*:$!$#7 o. (e%/onen# $% %)$.# #o
**
81
;E*CRI"TIO
+
+O.RE*"O+;
E+T*
"ERCE+T5ME
Other sector -AC BA
Oher %rand ./ /?
Total /00 -00
C&APTER< .
FINDINGS OF T&E STUDY
82
;E*CRI"TIO+ +O.RE*"O+;E+T* "ERCE+T5ME
Other sector -AC BA
Oher %rand ./ /?
Total /00 -00
0
.0
-00
-.0
/00
Other sector Oher %rand
NO.RESPONDENTS
IF NON-A4AILABILITY RESPONDENTS
SHIFT TO
FINDINGS OF T&E STUDY
From the )hole research * have 0ot follo)in0 major findin0s
*tress in the Call Center will affect the agent, manager, director, or an(one in the call
center when the( let stress gain control. Ihen this happens, the( lose self control
and ha'e the feeling of being o'erwhelmed. The first step in gaining control is and
identif(ing what the stressors are and understanding the causes and effects. *tress is
caused b( man( things. Time pressures, high e1pectations, lac, of communication,
high call 'olume, ine1perience, ill-prepared, to name a few. The effects are decreased
producti'it(, an1iet(, low morale, poor customer ser'ice le'els, and increased
83
turno'er. Ihen faced with these stressors, training is the tool to resol'e the issues.
Gou must go to (our training programs and processes and as, (ourself if the training
(ou are pro'iding the call center emplo(ees deli'ers the tools re2uired for them to
accomplish their goals without the negati'e stress. 5pproach dealing with the stress
in the Call Center with asserti'eness and confidence. One of the most effecti'e things
I ha'e done, in m( own call center e1perience, as well as seen in other call centers, is
to ha'e a specific wor,shop co'ering stress. !et emplo(ees 'oice their specific
stressors and de'elop actions to o'ercome them and resol'e what is inhibiting their
performance. Their minds are then clear and mentall( prepared. It will then be
moti'ated for training to ma,e them a more confident and capable call center
emplo(ee.
• LAC+ OF COMMUNICATION
This is a call center disease that some call centers #ust gra'itate to simpl( because
e'er(one is too bus( with their #ob duties and with doing someone elses #obs that we
simpl( forget to communicate. *ounds harmless but if (ou dont address it could
slowl( but surel( drag down (our centers morale, emplo(ees self esteems, wor, life
balance, #ob securit(, emplo(ees producti'ities, etc.
• HIGH 4OLUME
This one is a little tougher because the causes could be 'ariet( of different issues.
The more common s(mptom of high 'olume is poor wor,force mgmt. "ut, wor,force
team needs to be 'er( proacti'e in correctl( forecasting (our 'olume two wee,s in
ad'ance Dwithin >CT of the actual 'olumeF and be read( with a staffing anal(sis of
how efficient C*R schedules are b( da( for (ou. If this is e'er( wee, from (our
wor,force team, (ou will be well aware of (our holes e'er( da( for the ne1t two
wee,s and (ou can ma,e staffing decisions before the da( happens. If (our
wor,force team is good, then (ou will better prepare to handle spi,es&lull in (our
'olume.
84
5nother s(mptom of high 'olume is poor attendance&retention - if (ou
consistentl( dont ha'e the reps that (ou planned for, then (ou might as well sta(
home too. Issues li,e these are harder to address because the root causes are ne'er
the same. Gou ha'e to go the emplo(ees and find out wh( the( are not coming to
wor, or wh( the( are lea'ing (ou. Once (ou ha'e an idea of the root causes, then (ou
and (our team can creati'el( find solutions or create new policies to address them.
High 'olume is a self feeding animal - if (ou dont get control of it, it will surel(
brings down (our operation. Gour frontline super'isors will ha'e to help out on the
phones all the time and the( cant wor, with their C*Rs. Emplo(ees are constantl(
going from one call to the ne1t without much brea,s in between. Gour boss is
constantl( on (ou for high 5*5s and 5bandon Ts, blah - the stor( goes on and on
and the picture doesnt loo, prett(.
• Common causes include understaffing, impossible ser'ice le'els, inappropriate or
oppressi'e management st(le, mis-match between agent s,ills and #ob
re2uirements, mis-match between the stated aims of the #ob and the actual wor,
being done De.g. a sales centre that is swamped with technical ser'ice complaintsF,
#obs that re2uire no thought on the part of the operator and that could&should be
automated Ddirector( en2uiries, ban, balance re2uests etcF.
85
C&APTER C ,
CONC=USION
86
Conc'u8ion
*tress adds fla'or, challenge and opportunit( to life. Iithout stress, life would be dull
and une1citing. Howe'er, too much stress can seriousl( affect one8s ph(sical and
mental well-being. Recurrent ph(sical and ps(chological stress can diminish
selfesteem, decrease interpersonal and academic effecti'eness and create a c(cle of
selfblame and self-doubt. It is important for one8s health that one should find the
optimal le'el of stress that one can learn to manage effecti'el(.
*tress is uni2ue and personal to each of us. Ihat is rela1ing to one person ma( be
stressful to another. One person ma( find 4ta,ing it eas(4 at the beach rela1ing while
another ma( find it boring. The ,e( to stress reduction is identif(ing strategies that fit
one as an indi'idual.
S$'n% o. S#(e%%
The best wa( to cope with unhealth( stress is to recogni6e when one8s stress le'els
are building. Ihile we often thin, of stress as the result of e1ternal e'ents, the e'ents
themsel'es are not necessaril( stressful. It is the wa( in which each indi'idual
interprets and reacts to an e'ent that produces stress. "eople 'ar( significantl( in the
t(pe of e'ents the( e1perience as stressful and the wa( that the( respond to these
e'ents. "ublic spea,ing is a good e1ample) while some people see it as routine,
others e1perience it as highl( stressful.
87
S#(e%% S$'n*!%
*tress 4signals4 fall into four categories) thoughts, feelings, beha'ior and ph(sical
s(mptoms. Ihen one is under stress one ma( e1perience-
Fee!$n'%
5n1iet(, irritabilit(, fear, moodiness, embarassment
T)o"')#%
*elf-criticism, difficult( concentrating or ma,ing decisions, forgetfulness or mental
disorgani6ation, preoccupation with the future, repetiti'e thoughts, fear of failure.
Be)*&$o(*!
*tuttering or other speech difficulties, cr(ing, acting impulsi'el(, ner'ous laughter,
4snapping4) at friends, teeth grinding or #aw clenching, increased smo,ing, alcohol or
other drug use, being prone to more accidents, increased or decreased appetite.
P)7%$c*!
Tight muscles, cold or sweat( hands, headaches, bac, or nec, problems, sleep
disturbances, stomach distress, more colds and infections, fatigue, rapid breathing or
pounding heart, trembling, dr( mouth.
Ihen one becomes consciousl( aware of the abo'e factors stress becomes more
manageable. 3or e1ample if one e1periences fre2uent nec, problems or sleep
disturbances along with fatigue it is onl( ob'ious that stress is at wor,. *o, the best
88
wa( to handle or counter stress is to become aware of stress oursel'es and ta,e
actions for the same which can be b( going to a doctor or ta,ing a da( or two off from
wor, etc. How we decide to counter stress is completel( our initiati'e. One option of
course is to thin, that 9all is wrong: and feel depressed while the other far more 'iable
option would be to go for some e1ercise and wor,outs or learn music or dance etc
and channeli6e that energ( more constructi'el(. I would recommend the second
option.
3urther more I feel organi6ations would do well to accept the fact that their emplo(ees
are stressed rather than tr( to undermine the same. Ihile conducting this research I
had the chance of interacting with 2uite a few HR managers who refused to
ac,nowledge the fact that their emplo(ees are reall( stressed. This denial b(
organi6ations onl( adds to the problem all the more. Rather than den(ing that stress
is e1istent if not rampant among its wor,force accepting it and wor,ing towards it to
reduce its impact on the emplo(ees as well as the business is more ad'isable. How
that can happen would depend from one compan( to another. Half the battle is won if
there is this acceptance and of course emplo(ees need to be educated about leading
a more balanced life and also be made aware that stress is not something which is
onl( e1ternall( created or needs an e1ternal stimulus. Ie as indi'iduals also pla( a
ma#or role in creating stress and at an indi'idual le'el we should be read( to accept
the same. Moing around stress would re2uire the full fledged cooperation of both the
organi6ation as well as the emplo(ees. The need of the hour is to wor, together
towards it rather than pla(ing the blame game.
89

C&APTER< )/
SUGESSTION
90
SUGESSTION
• HANDLING THE ABUSE
5gents handle an a'erage of --0 calls a da(, and C0 percent of the calls that
come in ha'e some le'el of emotion. Ksuall( a caller is calling in because the(re
frustrated, angr(, upset, concernedYsomething has happened and the(re not happ(.
Therefore, it is crucial that agents and especiall( the call center manager note
these occurrences and become better prepared and informed on handling them for
the sa,e of their wor,ers and their callers. In these situations the tas, should become
how to handle this t(pe of emotional call rather than instantl( labeling it 4abusi'e4 and
not acceptable.
• =OB ROTATION

Ie instituted #ob sharing&intern program in our call center. C*Rs who meet or
e1ceed #ob e1pectations are eligible to do a rotation for three months in other groups.
C*Rs wor, half a da( on the phones, the other half in the Correspondence ;ept, or in
the Research ;ept, Ior, 3orce $anagement, or Xualit( 5ssurance. This brea,s up
their da(, teaches them new s,ills, 7 pro'ides us with a pool of trained staff whene'er
we need it. ha'e a #ob rotation program that alternate telephone staff to do
administrati'e tas,s to brea, up the da( to da( grind.
• SPORTS ACTI4ITIES
91
In our call center, what we followed recentl( is that we organised a sports wee,
where we as,ed the agents and their super'isours to organise and also ta,e part in
the same. This has brought a change in their wor,ing performance as far as we can
see. I personall( feel that (ou should organise something that will allow the agents
change their dail( routine and do something routine.
• BUDGET FOR ACTI4ITIES
If emplo(ee turno'er is a ma#or problem, (ou ma( want to budget mone( for
emplo(ee acti'ities & incenti'es. I ha'e a acti'it( commitee that plans birthda(
decorating, holida( potluc,s, contests, etc. In'ol'e the staff to #oin and participate in
the commitee.
• 5EE+LY EMPLOYEE FOCUS GROUP
5n( emplo(ee can come to a wee,l( or bi wee,l( focus group with the call
center manager and human resource manager. Xuestions from the emplo(ees are
posted publicl( and the date that the issues were addressed. O'er time, I ha'e seen
focus groups that started with 'er( serious issues slowl( e'ol'e to sessions that
become more li,e rap sessions - more fun and less serious.
• MONTHLY NE5SLETTER FROM THE COMPANY
Ges, this is a time consuming endea'or but if done right and done consistentl(,
could be a great medium to communicate new&re'ised policies, reward
emplo(ees&teams, train (our emplo(ees, and build strong team spirits.
92
• DAILY DEPARTMENT HUDDLE
Each team&department should be highl( encouraged to ha'e this 2uic,( huddle
dail( with their emplo(ees. This goes a long wa( in building that strong bond between
emplo(ees and super'isors and (es, (ou can also use this time to communicate.
• MONTHLY LETTER FROM THE BOSS
It could be from the V" of Ops, or it could be from the CC$. The point is, the
compan( will ha'e an opportunit( e'er( month to spea, to the wor,force.
!
93

C&APTER C ))
=IMITATIONS
94
=i"i#a#ion8
The information pro'ided b( the compan( based on which anal(sis is made was
strictl( confidential. *o while anal(6ing I can not use the name of the compan( or
official.
*ample si6e ta,en b( me is 'er( small and limited to onl( ;elhi and +CR.
Compan(8s senior officers are not open up to gi'e right information #ust because of
Confidentialit(. Officials are not accepting the fact that their emplo(ees are stressed.
95
C&APTER< )*
REFERENCES
96
REFFERENCES
0EB SITES
 K* ;epartment of labour and forrester, Qournal.
 5ll stressed up) *t "aul "ioneer "ress ;ispatch
 Hewitt Xaurterl() Qournal "ublished on new HR practices
 $anaging *tress) 5n article of +asscom
 Case stud( published in $c Pinse( Xuarterl( on *tress $anagement in India.
 *tress relief article published b( TC* DTata Consultanc( *er'icesF
 Iebsite)
• InterMlobe Enterprise website
• ER! Iebsite
• I%$ ;a,sh
• Iebsite
• ME+"5CT
97
C&APTER C )D
ANNE>URE
98
4UESTIONNAIRE
+ame of the respondent)ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
5ddress)ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
5ge)ZZZZZZZZZZ *e1)ZZZZZZZZZZZZ Income le'el)ZZZZZZZZZZZZZZZ
Occupation)ZZZZZZZZZZZZZZZZ Educational Xualification)ZZZZZZZZZZ--
-. 5re (ou aware of %"O sectorJ
aFGes bF+o
/. Ihich compan( are (ou wor,ing at presentJZZZZZZZZZZZZZZZZZZZZZ
E. How often (our shift is changingJ
aFIee,l( bFTwice a month cF$onthl(
dFOthers ZZZZZZZZZ
A. Ihich aspects influence (ou while doing the #obJ
aFsalar( bFhouse problem cFeducation dF;urabalit(
eF"art time fFfuture securement gFMoodwill hFOthers
.. Ihich feature in the %"O sector do (ou disli,eJ
aFwor, load bFTreatment cFwor, pressure dFmental
harrasment
eFno appraisals fFOthers
?. How do (ou ,now about the %"o sectorJ
aF"rint $edia bFElectronic $edia cF3riends7Relati'es
dF"eers7Colleagues eFOthers
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B. Ihich media would (ou suggest for performance appraisalJ
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
C. Ihat is (our opinion about the treatment in %"O sectorJ
aF*atisfactor( bF!ow cFHigh dFCompititi'e
eFOthers
>. ;o (ou ha'e the a'ailabilit( of the emplo(eesJ
aFGes bF+o
-0. if there is non a'ailabilit( of the appraisal do (ou shift toJ
aFOther sector bFOther brand
--. How do (ou rate the o'erall performance of %"O J
aFE1cellent bFMood cF5'erage dF"oor eFVer( poor
-/. ;o (ou feel more performance appraisals aspects is to be carried outJ
aFGes bF+o
if (es Ihich stress management acti'it( is more effecti'e for the
bpoJ
aF*amples bF3ree gifts cF;iscount coupons dFOthers
-E. *pecif( %"O (ou aware ofJ
aF wipro bFgenpact cFhcl dF;ell eF Others
-A. ;o (ou feel %"o ser'ice is to be impro'edJ
aFGes bF+o
-.. In (our 'iew who is the ma#or competitor to IiproJ
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-?. Ha'e (ou recommended this sector to the othersJ
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aFGes bF+o
-B. Ihat is (our le'el of satisfaction towards %"O J
aFVer( high bFHigh cF$oderate
dF!ow eFVer( low
-C. In (our 'iew ran, the following brandsJ
aF Iipro bF accenture cF Hcl
dF genpact eF Others
->. Ihat are the suggestions to impro'e the image of %"OJ
aFImpro'e 2ualit( bF Impro'e con'enience cF Impro'e a'ailabilit(
dF Impro'e added benefits eF Impro'e promotional offers
eF Impro'e 'ariet( and awareness
/0. 5n( suggestions for on the %"O ZZZZZZZZZZZ
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
Than,ing (ou for (our ,ind co-operation
"lace)
;ate)
*ignature
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Than9 $ou or 6ar#ici6a#in1 in #hi8 8ur7e$(
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