Determinants of talent retention in bpo industry.
Kumar, Ravinder ; Arora, Ritu
Introduction
Today's organizations are increasingly afflicted with the
issues concerning talent shortage. The shortage in skilled workers is
across the spectrum--from personal assistants and call-centre operators
to researchers, engineers and accounting staff. Managers and
administrators have realized that having capable staff is a competitive
advantage. Efficient and productive workforce makes an organization not
only survive but flourish too. With this understanding comes in view the
rapidly increasing focus on retaining key talent, which represents the
total of the inherent abilities, acquired knowledge, capabilities and
skills. Inarguably, diversity in workforce--age, sex, qualifications,
experience, competence, perception, quality etc.--has brought up more,
not fewer retention issues. While a small number of employees leaving an
organization is natural and acceptable, high turnover is considered a
matter of serious concern. High employee turnover can be seen in almost
all the sectors but it is certainly alarming in BPOs, especially in ITeS
(a whopping 35-50%). In an extremely competitive market, it has become
imperative for organizations to look into the causes of high employee
attrition and come up with a strategy for retaining one's talented
pool of employees. Increased attrition levels need to be monitored and
managed carefully as they eventually affect the overall performance of
the firm. The focus clearly needs a shift from recruitment to retention.
Another important reason for organizations to retain their employees and
curb employee turnover is the costs attached to it. The combined direct
and indirect costs associated with one employee leaving the organization
ranges from a minimum one year's pay and benefits to a maximum of
two years' of pay and benefits including the loss of corporate
memory, affecting productivity, profitability, product and service
quality, negatively affecting employment relationships, morale and
workplace safety. (Prakash & Chowdhury, 2004). The problem of low
employee retention can be addressed through a variety of proactive
retention strategies, workplace policies and practices which would not
only help offset negative impact of low retention but also work
proactively to increase employee retention. There is strong evidence in
the literature that creative and productive employees usually look for a
change and their retention is positively associated with not-so-obvious
factors which are perceived under the usual control of management. This
research attempts to identify determinants of talent s' retention
in BPO (ITeS) sector.
Rationale of Study
Globalization has forced multinationals outsource their production
and services to countries where they find a competitive advantage in
lower labor costs. Global outsourcing now occurs for all types of jobs
and across most industries (Gomez-Mejia et. al, 2010). The Indian BPO
sector's growth and increasing maturity is reflected across
multiple dimensions. In just over a decade, the industry has grown to
reach nearly US$ 11 billion in export revenues, employs more than
700,000 people, and accounts for more than 35 percent of the worldwide
BPO industry. Comparing past growth trends with the significant future
market opportunity, the Indian BPO industry can set itself a stretch
target of US$ 50 billion (nearly fivefold its present size) in export
revenues by 2012. This gigantic leap in the Indian BPO market due to
high growth in IT sector is likely to add nearly 2.5 percent directly to
India's GDP from exports earnings and provide direct employment to
about 2 million people. (Nasscom data 2010) However, this sunrise sector
is struggling with containing high employee attrition, which if is left
un-checked, shall have far reaching depressing implications on overall
industrial growth of Indian economy as the BPO sector constitutes a
sizeable part of Indian service industry, emerging propeller of the
nation's financial system.
Literature Review
The literature available was reviewed to identify determinants of
talent retention in BPO industry. Most of the sources consulted in the
study stress that there are many determinants of talent retention
depending upon priorities and life styles of employees. Causes of
attrition are different in relation to the gender (Vermaand Garg, 2011).
Results of this study show that female employees feel more stressed
because of work life imbalances and tend to leave jobs at an early stage
of their career. The top reason for talent attrition is "external
inequity of compensation". 27 percent of the employees in their
exit interviews mentioned compensation as primary reason whereas limited
career opportunities and role stagnation are stated as top two reasons
for low retention. (Ramaiya, 2008). Thus, despite the fact that there is
general agreement about the importance of competitive compensation for
employee retention (Ramlall, 2003), there is also a growing consensus
that high or even generous compensation will not independently guarantee
that an organization will be able to keep its key employees. Talent
engagement is necessary to retain an employee as disengaged employee
disturbs the system and multiplies the dissatisfaction levels in the
organization which results in decreased motivation, high talent turnover
and diminished performance. (Jeswani & Souren, 2008). Their research
mentions that raising and maintaining employee engagement is in the
hands of an organization and requires a perfect blend of time, effort,
commitment and investment to craft a successful endeavor.
A survey by Mercer Human Resources Consulting Services (2006)
showed that salaries soared higher as employers battled to attract and
retain staff in the tightest labor market in 30 years. The survey
revealed that the real challenge for human resources managers is to
maintain the right salaries and other variable rewards in a tight
market. Pillai (2006) attempted to bring out the amount of monetary
losses; company suffers because of high employee attrition. According to
this study major factors responsible for low employee retention are
higher salary expectations, lack of promotion opportunities and work
life imbalances. Raina (2006) by means of a series of surveys,
observations and interviews ascertained that employees' attrition
is higher in the age group of 20-25 years and within three months of
joining. Young professionals leave the job because of slow career
growth, poor relations with seniors/colleagues, health problems,
work-life imbalance and for higher studies.
Meyer et al, (2003) stated that building "affective
commitment" involved much more than paying well, and that retention
based on "compensation based commitment" is of course
sensitive to changes in compensation within the company. They found that
employers who based their retention on compensation based commitment
were always vulnerable to the possibility that their competitors may
offer better wages and, thus, lure away their employees. Similarly,
Smith (2001) argued that "money gets employees at the door, but it
doesn't keep them there." Dibble (1999) included money in her
discussion of financial incentives but she also argued that money is not
always a fitting reward. In a survey that she conducted, about
one-fourth of the respondents said that they changed their current jobs
because they did not feel cherished or appreciated in their current
organization. Lawler (1990) advocated that the key issue in retention
was the amount of total compensation relative to the levels offered by
the organizations. "Organizations that have high levels of
compensation have lower turnover rates and large number of individuals
applying for them." In addition, the study concluded that high wage
workplace may create a "culture of excellence."
A survey on talent shortage by ManpowerGroup (2011) reveals that
despite the slow and uneven recovery from the global economic downturn
and lingering high levels of unemployment in many markets, organizations
around the world still report that they cannot find the talent they need
when they need it. According to the survey, nearly half of India's
employers are struggling to fill critical positions because of a severe
talent crunch. Although the situation has improved over last year, 48%
of employers in the country are facing hiring challenges this year as
against the global average of 34%, the study said.
The research indicates employers in India, the United States, China
and Germany report the most dramatic talent shortage surges compared to
last year.
The above studies indicate that high attrition rate has made the
employers realize that retaining the existing talent is much more
beneficial than recruiting and developing the fresh ones. The literature
reviewed also stressed that to attract and retain the best from the
limited talent pool and to become an employer of choice, every employer
should make an effort to create an employee friendly and conducive work
environment. NASSCOM report (2010) has clearly indicated that BPO
industry is expected to face a shortfall of 2, 62,000 professionals by
2012 and employee retention, no doubt, is the call of the day and is the
fast emerging area of research in human resources management. However,
no study has been found debating on talent retention issue in BPO
industry although this sector is contributing significantly towards the
growth of Indian economy. Thus, the present study is intended to fill
this gap.
Objectives & Hypotheses
The present study strives to achieve the following objectives:
* To identify the determinants of low employee retention in BPO
(ITeS) industry.
* To explore the relationship between selected personal/demographic
variables and the determinants of talent retention.
* To appraise the relationship of selected organizational variables
with determinants of talent retention.
The study has examined various determinants which to lead an
employee to depart from the organization through an empirical survey of
employees of selected BPO companies and aimed at analysing the various
determinants causing low talent retention in BPO (ITeS) industry which
ultimately will help the companies to manage themselves in such a way
that an employee maintains his organizational citizenship. In order to
achieve the above objectives, the following hypotheses were drawn:
[H.sub.01]: Demographic and HR variables like age, qualification,
sex, person organization fit, rewards and recognition, remuneration,
training and career development, challenging job opportunities etc. do
not determine talent retention in BPO (ITeS) industry.
[H.sub.02]: Organizational variables like leadership behavior,
company culture and policies, teamwork, interpersonal relationship, work
environment etc. do not act as determinants of talent retention in BPO
(ITeS) industry.
Methodology
The research methodology adopted to carry out the study is both
exploratory and confirmatory in nature. The descriptive design was
applied in this study to explain the characteristics of groups of
employees and to find out the variance as well as relationship among
different variables. This implies that the study attempted to identify
the factors which affect employee decision to stay or leave the
organization. The present study makes extensive use of primary data
gathered from 250 employees serving in 25 BPO (ITeS) organizations. For
the purpose of collection of data probability sampling has been used.
The respondents were in the 20-40 years age group. The respondents were
found to be in the ratio of 51.6: 48.4 on gender basis. 51.6 per cent of
the respondents were post graduates and 42.4 per cent were simply
graduates whereas only 6 per cent were holding diplomas in their
discipline concerned. Work experience of the respondents was divided
into four categories with 41.2 per cent falling into the category of 3-5
years of experience, 46.4 per cent had an experience of 2-3 years in the
same organization. Further 23.6 per cent had less than one year
experience in the present organization (Table 1).
The data so collected have been analyzed by using statistical tools
and techniques like mean score, standard deviation, factor analysis,
Student's t-test, f-test (ANOVA). To find out whether there is any
significant difference between the mean score of employee satisfaction
related to gender, age, total experience, qualification, experience in
current organisation--Student's t-test and F-Test have been
applied. The data was gathered with the help of a well structured
questionnaire (prepared after pilot study) that includes the information
on different aspects of the research problem. To select the sample
respondents, random sampling technique has been followed. The entire
analysis was done using SPSS 17.0 version.
Findings & Discussion
Analysis of the questionnaires was carried out in two parts: (1)
Demographic Analysis of the Respondents, and (2) Descriptive Analysis.
To identify various determinants affecting employee retention Factor
Analysis through the Principal Component Analysis (PCA) and Varimax
Rotation were carried out over 82 statements for employees. Items having
loadings greater than +/- .40 were retained and only 75 statements in
the context of employee satisfaction were kept for further analysis. The
factor analysis reduced the 75 statements to 20 factors (Table 2). Then
by using the Extraction Method of Principal Component Analysis it seems
that these 20 extracted factors together account for 70.17 % of
cumulative variance. It means, it is adequate to retain 70 % of
information by 20 extracted factors and this way only 30 % of
information is lost. The scale of variables was also put to reliability
test, high value of KMO 0.873 (>0.8) indicates that a factor analysis
is quite useful for the data being used in this study. Similarly, the
significant value for Bartlett's test of sphericity is 0.000 which
indicates that there exists a significant relationship among the
variables. The obtained value shows that Cronbach's Alpha of the
scale was 0.81, which is also deemed satisfactory.
An attempt has been made to measure the dimensions of employees
satisfaction related to policies and systems of the organization, which
ultimately decides employee retention. A comparison of mean values and
standard deviation along with the dimensions of employee satisfaction
are represented in Table 3. High mean value shows the factors most
required to retain employees in an organization i.e. if top management
includes these factors in its system then very less employees might
leave the organization. Although compensation is commonly thought to be
the single most important factor in the case of a job change, the
results indicate otherwise: Organization Culture is the real reason why
employees leave (mean score being 4.25). Conducive and supportive
organizational culture controls the majority of the reasons people
leave. The workplace environment should be such where employees feel
more passionate about their work and exhibit the behavior that
organizations need to drive better results. In today's scenario
where job conditions are found to be more stressful, employees look for
second home at workplace only. Work life balances, rewards and
recognition, compensation and flexible benefits are highly weighted
factors affecting employees' retention. Employee training, career
advancement and promotion opportunities, information management and
communication, leadership, job clarity, job involvement, feedback and
performance appraisal, work place, group conformity and team work, job
security and job satisfaction are the next equally important dimensions
as rated by the respondents. Proper matching between the job and person,
fringe benefits and innovation with mean values below 3.00 indicates
lesser importance of these dimensions on employee retention.
Table 4 shows mean, t-test and significance levels of various
factors affecting employee retention between genders of the respondents.
The study revealed lack of work life integration as one of the important
reasons behind low employee retention as both male and female employees
have recognized the need of the same during the course of data
collection. They clearly stated that BPO jobs are highly stressful and
they fail to create a balance between their personal and professional
lives, feel unsatisfied and are looking for another viable option in the
market. The t values of various dimensions show that there is no
significant difference between mean scores of the respondents across the
gender except for factors "job satisfaction", "job safety
and security" and "training". Thus, in the gender group
of respondents almost equal agreement is found regarding each of the
factors affecting employee retention. Null hypothesis is hence accepted
that there is no significant difference between male and female
respondents regarding various factors affecting employee retention. The
factors, "job satisfaction", "job safety and
security" and "training" have values less than 5 percent
significance level, which clearly shows that males' and
females' views vary along these three aspects. Females prefer to
stay in an organization which provides them safety and security on the
job along with satisfaction in relation to policies and procedures of
the organization. On the contrary, males have been found to be in favor
of provision of training for their development and growth. Null
hypothesis is therefore accepted that there is a significant difference
between male and female respondents regarding various factors affecting
employee retention.
It can be seen that the respondents in the category of under 35
years of age rate work life balance (mean 4.28) and flexibility as more
important than their relationship with their bosses, and identify
organizational culture (mean 4.25) as one of the reasons to stay with
their organization. Employees above 35 years of age give preference to
an organization which offers them competitive pay package (mean 4.48)
and benefits (mean 4.29). Younger generation (18-21 years of age) has
been found to join BPOs to gain exposure to an international work
environment besides the fascinating infrastructure that BPOs provide
with. So, it is not just for quick money, as is generally perceived,
they join BPOs but more importantly -for a "luxurious
lifestyle" (Table 5). The relationship between the five categories
does not differ significantly except with respect to four factors i.e.
employee involvement (F6), career advancement and involvement (F7),
overall effectiveness (F12), feedback and performance appraisal (F13).
For these factors their responses differ significantly at 0.05 levels.
Study clearly shows that with age, employee priorities also change. At
one point of time he/she gives more preference to salary and at another
point of time he/she is found in favor of supportive organizational
culture, career development and growth opportunities. He/ she needs
regular feedbacks and appropriate appraisals. Hence, the null hypothesis
is rejected and alternate hypothesis accepted for these factors.
Employees having less than five years of work experience are more
attracted towards the BPO industry because of its diverse work culture
(mean 4.26) and relatively high salaries (mean 4.23). Employees having
experience of more than one year in the same company give priority to
work life balance whereas employees with some specialization prefer
higher salary and other fringe benefits (Table 6).
The F values for work life integration(F1) and proper matching
between the job and the person (F3) are significant at 0.05 level
indicating different opinions among the respondents having different
experiences. The null hypothesis, thus, stands rejected and alternate
hypothesis accepted stating that respondent's experience does
invite significant differences on opinions in the context of retention
factors. Table 7 shows that the significant level taken for analysis is
0.05 and 0.01. When the results were considered on the basis of academic
qualification it was seen that the mean score on the different factors
affecting employee retention is highest on organization culture (F18)
for graduates, work life integration (F1) for post graduates and
compensation and flexible benefits (F5) for diploma/other qualifications
holders. The lowest mean value is on innovation (F9). Thus, it can be
said that graduates, mostly in the age group of 20s give preference to
organization culture, especially in the case of BPO organizations where
they enjoy late night parties, western culture, frequent team dinners,
and get-togethers etc. International BPOs offer western culture to their
employees, which is generally enjoyed by our Indian youth and they give
preference to join/stay in these companies, whereas post graduates give
preference to work life integration i.e. a balance between their
professional verve and personal life so that they can enjoy their social
life too as shown by the F-test.
The results obtained (Table 8) exhibited the mean values of
domestic and international BPOs regarding all the factors affecting
employee retention. The mean value regarding "work life
balance" is higher in the case of domestic BPOs (mean = 4.40) in
comparison to international ones (mean= 4.23). The t value is 0.04,
which is significant at 5 percent level. It reveals that for the
employees of domestic BPO companies maintaining work life balance is the
major issue for leaving their jobs because of stress and other variables
than the employees of an international BPO where employees feel
organization culture is the major factor which influences their decision
of staying or leaving the organization. The other factors that have
significant difference in its mean value are proper matching between job
and person, rewards and recognition, employee involvement and fringe
benefits. The extent of mean values also conveys the same. The t value
endorses a significant difference (p [less than or equal to] 0.011)
between the two companies. The same is also indicated by the mean
values. However, both types of companies have one factor in common which
prompts an employee to think about leaving an organization, which is
innovation.
Conclusion
The retention of talented staff is becoming difficult day by day
due to the complex nature and demand of the work and the inability of
the management to understand the needs of the recruits prompting them to
seek alternative employment. The results of the research clearly show
that there lies a significant disparity between the opinions of
respondents regarding determinants of their retention decision. The
study draws out that the respondents regard the organization culture
followed by work life integration and compensation as the most prominent
organizational determinants that they consider while planning a job
change. Thus, the determinants affecting employees' decision to
stay or leave the BPO-ITeS sector, in Indian perspective, primarily
depends on the culture of organization. This is probably due to the fact
that working conditions influence the performance level and also the job
satisfaction of the employees. The next in the order of importance is
the work life balance. This is quite as anticipated especially in the
Indian scenario where family life is given the utmost importance and
domestic reasons are crucial in deciding where an individual would go to
work. Results also show that demographic factors like age,
qualification, gender, experience etc., too have significant
relationship with the employee retention. While a good number of
responses due to inequality in qualifications have been found
significantly divergent on the fringe benefits dimension of employee
retention, age of an employee also impacts his retention decision. With
the age and growing experience, employee priorities also change. At one
point of time he/she gives more preference to salary and at another
point he/she is found in favor of supportive organizational culture,
career development and growth opportunities. Therefore, the employers
and organizations need to go for introspection whether they are willing
to create the desired "green pastures" in the same
organization or would let the employees search for the same somewhere
else.
References
Antonucci, Y.L. & Tucker III, J.J. (1998), "IT
Outsourcing: Current Trends, Benefits and Risks", Information
Strategy: The Executive's Journal: 16-26.
Jeswani, Saket & Souren, Sarkar. (2008), "Integrating
Talent Engagement as a Strategy to High Performance and Retention",
Asia Pacific Business Review, 4(4): 14-23.
Lawler, E.E., III. (1990), Strategic Pay, San Francisco:
Jossey--Bass.
Luis R. Gomez-Mezia, David B. Balkin & Robert L. Cardy (2010),
Managing Human Resources, PHI Learning Pvt. Ltd., New Delhi.
ManpowerGroup (2011), "Talent Shortage--Annual Survey
Results", The Economic Times, 30 May, 2012.
Mercer Investment Consulting (2006), "Staff Retention Problems
in China" From the Asia Corporate News Network, http://
www.acnnewswire.net, retrieved on 7th March 2010.
Meyer, John, Topolnytsky, Laryssa, Krajewski, Henryk &
Gellantly, Ian (2003), Best Practices: Employee Retention, Toronto:
Tomson- Carswell.
NASSCOM-Everest India BPO Study (2010)BPO Landscape.
(www.nasscom.in) Pillai, Anandan (2006), "HR Issues in BPO",
HRM Review, May: 21-9
Prakash, S. & Chowdhury, R (2004), "Managing Attrition in
BPO", In Search of Excellence, Cool Avenues, http://
www.coolavenues.com., retrieved on 16th February 2011.
Ramlall, Sunil (2003), "Organizational Application --Managing
Employee Retention as a Strategy for Increasing Organizational
Competitiveness", Applied HRM Research, 8(2):63-72
Raina, D, Anupama (2006), "Management of Call Centres-Boredom,
Employee Attrition and Retention", The ICFAI Journal of
Organisational Behaviour, 5(1): 23-9.
Ramiya, Bhas (2008), "Money Matters", Times Assent-A
Supplement of The Times of India, 28th May: 4.
Smith, Gregory P (2001), Here Today, Here Tomorrow, Dearbon Trade
Publishing, Chicgo
Verma, Anju & Pooja, Garg (2011), "Work is to Balance Life
and Life is to Balance Work- A Comparative Study", Business and
Management- Contemporary Research Issues, Macmillan Publishers India
Ltd., New Delhi:102-09
Woodruffe, C. (2005), "Employee Engagement", British
Journal of Administrative Management, 50: 28-9.
Ravinder Kumar (drkumar 2005 @gmail.com) is Associate Professor,
Department of Commerce & Business Studies, Jamia Millia Islamia, New
Delhi. Ritu Arora (
[email protected]) is Associate Professor in
DAV Institute of Management, Faridabad.
Table 1 Demographic Profile of Respondents
Demographic Categories Respondents
Variables
Number Percentage
Gender Male 129 51.6
Female 121 48.4
Age (in years) Below 21 8 3.2
21-25 107 42.8
26-30 82 32.8
31-35 40 16.0
36-40 13 5.2
Total experience Less than one year 42 16.8
(in years) 1-3 years 49 19.6
3-5 years 103 41.2
Above 5 years 56 22.4
Qualification Graduate 106 42.4
Post Graduate 129 51.6
Diploma Holders 15 6.0
Association with Less than one Year 59 23.6
the organisation 1-less than 2 Years 54 21.6
(in years) 2-less than 3 Years 116 46.4
More than 3 Years 21 8.4
Type of BPO Domestic 40 16.0
International 210 84.0
Table 2 Total Variance Explained
Comp Initial Eigen values Extraction Sum of
onent squared loadings
Total % of Cumula Total % of Cumula
varian cetive % varian cetive %
1 8.51 10.26 10.26 8.51 10.26 10.26
2 5.72 6.89 17.16 5.72 6.89 17.16
3 5.18 6.24 23.40 5.18 6.24 23.40
4 4.76 5.74 29.14 4.76 5.74 29.14
5 3.89 4.69 33.84 3.89 4.69 33.84
6 3.67 4.43 38.27 3.67 4.43 38.27
7 3.13 3.77 42.04 3.13 3.77 42.04
8 2.76 3.33 45.38 2.76 3.33 45.38
9 2.50 3.02 48.40 2.50 3.02 48.40
10 2.42 2.91 51.32 2.42 2.91 51.32
11 2.33 2.81 54.13 2.33 2.81 54.13
12 2.10 2.53 56.67 2.10 2.53 56.67
13 1.91 2.30 58.98 1.91 2.30 58.98
14 1.77 2.14 61.12 1.77 2.14 61.12
15 1.70 2.05 63.18 1.70 2.05 63.18
16 1.50 1.80 64.98 1.50 1.80 64.98
17 1.44 1.73 66.72 1.44 1.73 66.72
18 1.38 1.67 68.40 1.38 1.67 68.40
19 1.38 1.66 70.06 1.38 1.66 70.06
20 1.28 1.54 71.60 1.28 1.54 71.60
Comp Rotation sun of
onent Squared loadings
Total % of Cumula
varian cetive %
1 8.33 10.03 10.03
2 4.99 6.01 16.05
3 4.22 5.08 21.14
4 4.12 4.96 26.11
5 3.69 4.45 30.56
6 3.37 4.06 34.62
7 3.34 4.02 38.65
8 2.63 3.17 41.83
9 2.26 2.72 44.56
10 2.24 2.70 47.27
11 2.21 2.66 49.93
12 2.20 2.65 52.59
13 2.16 2.61 55.20
14 2.14 2.58 57.78
15 1.90 2.29 60.08
16 1.80 2.17 62.25
17 1.74 2.10 64.36
18 1.68 2.03 66.39
19 1.65 1.99 68.38
20 1.48 1.78 70.17
Table 3 Overall Status of Determinants of Talent Retention
Factors No. Factor Ranking Determinants of Talent Retention
F1 II Work Life Integration
F2 XIV Group conformity and Team work
F3 XVIII Proper matching between job and the
person
F4 III Rewards and Recognition
F5 IV Compensation and Flexible Benefits
F6 XII Employee Involvement
F7 VII Career Advancement and Promotion
Opportunities
F8 XIX Fringe Benefits
F9 XX Innovation
F10 XIII Work place
F11 VIII Leadership
F12 X Overall effectiveness
F13 IX Feedback and Performance Appraisal
F14 XI Job Clarity
F15 XVII Job Satisfaction
F16 XV Job Security and Safety
F17 XVI Transparency
F18 I Organisation culture
F19 VI Employee Training
F20 V Information Management and
Communication
Factors No. Mean Std. Dev.
F1 4.25 0.473
F2 3.18 1.291
F3 2.90 1.505
F4 4.19 0.487
F5 4.12 0.760
F6 3.34 0.374
F7 3.84 0.656
F8 2.88 0.961
F9 1.65 0.531
F10 3.27 0.765
F11 3.75 0.801
F12 3.64 1.254
F13 3.74 0.918
F14 3.59 1.148
F15 3.04 1.222
F16 3.08 0.853
F17 3.08 0.853
F18 4.29 0.501
F19 3.86 1.504
F20 3.90 0.750
Table 4 Gender wise Comparison of Determinants of Talent Retention
Determinants Male (N=129) Female (N=121)
t- Sig.
(F) Mean S.D Mean S.D value Value
F1 4.24 0.56 4.33 0.41 -1.44 .149
F2 4.25 0.46 4.25 0.48 -0.02 .984
F3 4.21 0.45 4.18 0.51 0.48 .629
F4 4.09 0.80 4.15 0.71 -0.60 .547
F5 3.89 0.76 3.90 0.74 -0.10 .917
F6 3.93 1.96 3.79 0.74 0.73 .464
F7 3.84 0.66 3.84 0.65 0.00 .999
F8 3.79 0.78 3.70 0.81 0.88 .377
F9 3.77 0.86 3.71 0.97 0.43 .663
F10 3.62 3.66 3.66 1.29 -0.28 .776
F11 3.53 1.14 3.66 1.15 -0.95 .342
F12 3.33 0.35 3.35 0.39 -0.36 .714
F13 3.31 0.79 3.22 0.73 0.91 .360
F14 3.20 1.29 3.16 1.29 0.23 .818
F15 2.95 0.85 3.22 0.83 -2.47 .014 *
F16 2.95 0.85 3.22 0.83 -2.47 .014 *
F17 2.96 1.23 3.13 1.20 -1.10 .269
F18 2.79 1.50 3.00 1.50 -1.10 .272
F19 3.02 1.00 2.73 0.89 2.42 .016 *
F20 1.66 0.50 1.64 0.56 0.32 .745
* Significant at 0.05 percent level.
Table 5 Age wise Comparison of Determinants of Talent Retention
Determi A1 A2 A3 A4
nants (F) (N=8) (N=107) (N=82) (N=40)
Mean S.D Mean S.D Mean S.D Mean S.D
F1 3.90 0.60 4.26 0.45 4.28 0.46 4.26 0.51
F2 2.45 1.13 3.09 1.32 3.22 1.25 3.30 1.28
F3 2.12 1.55 2.72 1.46 3.08 1.46 3.00 1.60
F4 4.04 0.73 4.22 0.45 4.21 0.43 4.10 0.55
F5 3.87 0.86 4.15 0.69 4.01 0.85 4.19 0.76
F6 3.20 0.53 3.40 0.35 3.34 0.33 3.19 0.43
F7 3.37 0.42 3.86 0.63 3.75 0.72 3.96 0.55
F8 2.97 1.03 2.70 0.83 3.06 1.01 3.03 1.06
F9 1.62 0.51 1.67 0.54 1.62 0.53 1.75 0.49
F10 3.59 0.88 3.36 0.80 3.23 0.72 3.13 0.74
F11 3.71 0.77 3.66 0.80 3.93 0.73 3.65 0.83
F12 3.50 1.30 3.40 1.32 3.96 1.08 3.72 1.26
F13 4.25 0.92 3.69 0.94 3.73 0.87 3.70 0.99
F14 4.25 0.92 3.76 1.08 3.44 1.09 3.45 1.21
F15 3.06 1.17 3.01 1.23 3.09 1.25 3.12 1.17
F16 2.79 0.79 3.15 0.85 2.89 0.78 3.30 0.92
F17 2.79 0.79 3.15 0.85 2.89 0.78 3.30 0.92
F18 4.41 0.23 4.33 0.46 4.25 0.55 4.23 0.50
F19 3.25 0.88 3.81 0.71 4.01 2.40 3.75 0.79
F20 3.87 0.74 3.86 0.78 3.91 0.76 4.02 0.67
Determi A5 F Sig.
nants (F) (N=13) value Value
Mean S.D
F1 4.27 0.45 1.81 .317
F2 3.78 1.23 1.58 .178
F3 3.30 1.65 1.47 .209
F4 4.29 0.67 0.83 .506
F5 4.48 0.50 1.45 .217
F6 3.44 0.34 3.04 .018 *
F7 4.13 0.68 2.44 .047 *
F8 2.70 1.11 2.05 .088
F9 1.46 0.51 0.86 .487
F10 2.94 0.49 1.72 .146
F11 3.67 0.93 1.63 .165
F12 3.46 1.33 2.48 .044 *
F13 4.12 0.75 0.93 0.44 *
F14 3.23 1.58 2.11 0.07
F15 2.73 1.20 0.30 0.87
F16 3.20 0.86 2.25 0.06
F17 3.20 0.86 2.25 0.06
F18 4.25 0.49 0.64 0.63
F19 4.11 0.65 0.70 0.59
F20 3.80 0.66 0.39 0.81
* Significant at 0.05 percent level
Note: A1- Below 21 years, A2- 21-25 years, A3- 26-30 years,
A4- 31-35 years, A5- 36-40 years
Table 6 Total Experience wise Comparison of Determinants of Talent
Retention
Determinants (F) TE1 (N=42) TE2 (N=49) TE3 (N=103)
Mean S.D Mean S.D Mean S.D
F1 4.10 0.46 4.30 0.49 4.23 0.45
F2 2.89 1.31 3.34 1.25 3.19 1.27
F3 2.35 1.30 2.79 1.42 3.00 1.56
F4 4.25 0.59 4.26 0.34 4.14 0.49
F5 3.91 1.04 4.15 0.75 4.14 0.67
F6 3.34 0.40 3.37 0.33 3.32 0.40
F7 3.64 0.71 3.85 0.73 3.92 0.61
F8 3.03 0.88 2.90 0.90 2.86 1.00
F9 1.64 0.53 1.61 0.49 1.71 0.54
F10 3.20 0.70 3.25 0.74 3.34 0.82
F11 3.79 0.71 3.73 0.79 3.78 0.78
F12 3.40 1.41 3.60 1.37 3.78 1.16
F13 3.76 0.94 3.84 1.03 3.74 0.93
F14 3.66 1.01 3.71 1.11 3.56 1.21
F15 3.08 1.08 2.93 1.29 3.01 1.25
F16 2.99 0.85 3.11 0.85 3.10 0.90
F17 2.99 0.85 3.11 0.85 3.10 0.90
F18 4.26 0.37 4.37 0.43 4.26 .539
F19 3.76 0.72 3.89 0.68 3.72 0.76
F20 3.73 0.76 3.76 0.77 4.02 0.71
Determinants (F) TE4 (N=56) F value Sig. Value
Mean S.D
F1 4.38 0.46 3.11 .027 *
F2 3.23 1.34 0.98 .400
F3 3.19 1.53 2.86 .037 *
F4 4.19 0.48 0.81 .489
F5 4.21 0.65 1.44 .231
F6 3.6 0.34 0.27 .843
F7 3.83 0.58 1.86 .137
F8 2.78 0.98 0.56 .636
F9 1.58 0.53 0.88 .449
F10 3.20 0.71 0.53 .657
F11 3.68 0.91 0.21 .887
F12 3.60 1.18 0.98 .400
F13 3.64 0.74 0.39 .757
F14 3.50 1.17 0.37 .772
F15 3.16 1.21 0.34 .794
F16 3.10 0.77 0.20 .891
F17 3.10 0.77 0.20 .891
F18 4.29 0.56 0.58 .627
F19 4.18 2.86 1.23 .296
F20 3.92 0.76 2.17 .092
* Significant at 0.05 percent level.
Note: TE1- Less than 1 year, TE2- 1-3 years, TE3- 3-5
years, TE4- More than 5 years
Table 7 Qualification wise Comparison of Determinants of Talent
Retention
Determinants (F) Q1 (N=106) Q2 (N=129) Q3 (N=15)
Mean S.D Mean S.D Mean S.D
F1 4.17 0.45 4.33 0.47 4.21 .52
F2 3.00 1.25 3.31 1.30 3.30 1.35
F3 2.77 1.46 3.07 1.51 2.26 1.48
F4 4.22 0.51 4.17 0.46 4.26 0.53
F5 4.16 0.73 4.06 0.79 4.31 0.54
F6 3.36 0.33 3.35 0.39 3.20 0.41
F7 3.88 0.71 3.81 0.61 3.81 0.63
F8 3.09 1.02 2.71 0.88 2.84 0.94
F9 1.62 0.54 1.63 0.52 2.06 0.25
F10 3.25 0.72 3.28 0.79 3.26 0.88
F11 3.81 0.82 3.71 0.79 3.70 0.66
F12 3.48 1.30 3.76 1.18 3.73 1.38
F13 3.70 0.97 3.77 0.87 3.80 0.89
F14 3.58 1.08 3.59 1.20 3.70 1.13
F15 3.04 1.24 3.12 1.18 2.40 1.22
F16 3.07 0.85 3.11 0.87 2.88 0.67
F17 3.07 0.85 3.11 0.87 2.88 0.67
F18 4.30 0.48 4.28 0.50 4.28 0.61
F19 3.91 2.14 3.89 0.73 3.30 0.75
F20 3.84 0.75 3.96 0.73 3.80 0.79
Determinants (F) F value Sig. Value
F1 3.27 .039 *
F2 1.80 .167
F3 2.63 .074
F4 0.424 .655
F5 1.102 .334
F6 1.263 .285
F7 0.371 .690
F8 4.474 .012 *
F9 4.926 .008 ***
F10 0.059 .943
F11 0.455 .635
F12 1.511 .223
F13 0.162 .851
F14 0.063 .939
F15 2.384 .094
F16 0.502 .606
F17 0.502 .606
F18 0.063 .939
F19 1.149 .319
F20 0.802 .449
* Significant at 0.05 percent level.
** Significant at 0.01 percent level
*** Significant at 0.00 percent level
Note: Q1- Graduate, Q2- Post Graduate, Q3- Diploma in specialized areas.
Table 8 Type of BPO wise (Domestic & International) Comparison of
Determinants of Talent Retention
Determinants (F) Domestic (N=40) International (N=210)
Mean S.D Mean S.D
F1 4.40 0.46 4.23 0.47
F2 3.17 1.31 3.18 1.29
F3 3.45 1.48 2.79 1.49
F4 3.92 0.66 4.25 0.42
F5 4.01 0.54 4.14 0.79
F6 3.14 0.47 3.38 0.34
F7 3.83 0.69 3.84 0.65
F8 2.12 0.53 3.02 0.95
F9 1.62 0.49 1.66 0.54
F10 3.25 0.81 3.27 0.75
F11 3.65 0.76 3.77 0.80
F12 3.90 1.12 3.59 1.27
F13 3.71 0.97 3.75 0.90
F14 3.76 1.03 3.56 1.16
F15 2.97 1.43 3.06 1.18
F16 3.05 0.83 3.09 0.85
F17 3.05 0.83 3.09 0.85
F18 4.21 0.56 4.30 0.48
F19 4.01 0.73 3.84 1.60
F20 4.01 0.67 3.88 0.76
Determinants (F) t-value Sig. Value
F1 2.09 0.041 *
F2 0.04 0.965
F3 2.55 0.013 **
F4 2.99 0.004 ***
F5 1.22 0.226
F6 3.07 0.004 ***
F7 0.07 0.940
F8 8.43 0.000 ***
F9 0.42 0.669
F10 0.18 0.857
F11 0.88 0.382
F12 1.521 0.134
F13 0.205 0.838
F14 1.076 0.286
F15 0.360 0.720
F16 0.301 0.764
F17 0.301 0.764
F18 0.943 0.350
F19 1.068 0.288
F20 1.086 0.282
* Significant at 0.05 percent level.
** Significant at 0.01 percent level.
*** Significant at 0.00 percent level.
