UNIVERSITY OF MUMBAI

NCRD
STERLING COLLEGE OF ARTS, COMMERCE & SCIENCE
NERUL
COLLEGE CODE:
PROJECT REPORT ON
“THE STUDY OF BEST HR PRACTICES OF BPO IN WIPRO

SUBMITTED BY:
SNEHA SHAMSUNDER JADHAV
ROLL NO :

PROJECT GUIDE: K. PRASUNA

IN PARTIAL FULLFILMENT FOR BACHELOR OF MANAGEMENT

STUDIES. T.Y.BMS. (SEMESTER VI) ACADEMIC YEAR 2018-2019.

1
 CERTIFICATE

This is to certify that Miss. Sneha s. Jadhav has satisfactorily carried out the project work
on the topic; “The Study of Best HR Practices OF BPO IN WIPRO under the guidance
of Prof. K. Prasuna in partial fulfilment of Bachelors management studies (BMS)
Semester VI as per the curriculum laid by the University of Mumbai, during the academic
year 2018-2019.

Date:

--------------------------- -----------------------------
------------------------
Project Guide Principal
(Prof. K.prasuna)

------------------------ -------------------------------

Course Coordinator EXTERNAL EXAMINER

(Prof. Ranjeet Thakur)

---------------------------------
INTERNAL EXAMINER

2
 DECLARATION

I Miss. Sneha S. Jadhav student of bachelor Management Studies (BMS) and Commerce of
University of Mumbai declare that the work done on the project “ The Study of Best HR
Practices Of BPO in wipro ” in the academic year 2018-2019 is original. Any reference
used in this report has been duly acknowledged.

To the best of my knowledge and belief, the subject matter presented here is original.

DATE:______________

3
 ACKNOWLEDGEMENT

I would like to express my gratitude to NCRD Sterling College of Arts, Commerce, &
Science, Nerul (E) for giving me an opportunity to work on this project. Because of this
project, I could understand my topic: “THE STUDY OF BEST HR PRACTICES Of
BPO In wipro ” in a better way.

I would also like to thank our co-ordinator and my project guide, K. Parsuna for helping
out with this project. Without their support and valuable guidance, this project would not
have been a success. They helped me immensely by keeping me motivated throughout the
course of the project.

I would like to thank my college for providing us with various facilities like the Computer
lab, Library, etc. which helped me gather valuable information for my project

4
CHAPTER TITLE PAGE NO.
NO.
Chapter INTRODUCTION
.1 1.1 meaning and definition
1.2 Introduction
1.3 Best HR practices
1.4 Characteristics of HR practices
1.5 Advantages and disadvantages of not having department in
BPO
1.6 Benefits of HR
Chapter Company profile
.2
Chapter Design of the Study
.3 2.1 Data Collection
2.2 need of the study
2.3 scope of the study
2.4 Objective of the Study
2.5 literature review
2.6 hypothesis of study
2.7 Limitation of the Study
2.8 Research Methodology
Chapter Data analysis and interpretation
.4
Chapter 5.1findings of the study

.5 5.1 Conclusion
5.2 Questionnaire
5.3 Bibliography
5.4 Reference

5
 Executive Summary

Introduction Of Project
This project is about HR Practices in BPO. The HR Practices in an organization helps
every individual to raise his/her potential by helping him to be satisfied and secured about
his present and future

Project Title
The title of the project is 'BEST HR PRACTICE OF BPO'. As the name indicates it is
study of HR practice in BPO.

6
CHAPTER – I

7
 DEFINITION

Human Resource Management (HRM) is a planned approach to managing people

effectively for performance. Good HRM practices are instrumental in helping achieve
departmental objectives and enhance productivity.

Meaning

HR practices are the means through which your human resources personnel can develop
the leadership of your staff. This occurs through the practice of developing extensive
training courses and motivational programs, such as devising systems to direct and assist
management in performing ongoing performance appraisals.

8
 Introduction

In the present competitive world. the companies are facing lot of skill shortage. talent
crunch and attrition those reached historically height ever, that made the companies feel the
internal customer also more important equally with external customers, so every company
try to devise best HR practices to attract best talent.

Modern best practice does more than just improve efficiency. it renovates an entire FIR
operations. Today, HR Professionals in almost every industry are coping with an array of
huge new problems: the growth of global markets. rapid creation of new technologies. skill
gaps in critical positions. and increased productivity demands. These are the initial building
blocks that will help HR leaders delix er the best possible business decisions.

Talent Development

The main focus for most organizations in 2016 is still be talent management and talent
development. particularly the managerial and technical roles that are the difference makers.
One of the major reasons to focus on talent is that it is a great way to get the HR function
into a broader discussion about what is next for the organization and what the business
strategy should be. It is possible to develop the right talent in order to implement business
strategy. Understanding the availability of talent in combination with knowing how it is
critical for the business strategy should lead to a more interactive relationship between the
strategic choices of the organization and how its talent is trained and managed.

Google is a good example of a company that has done an exceptional job of .recrii it in g
and managing people who have critical knowledge skills. It needs talented people to
perform well and that translates into how they communicate about the kind of talent they
are looking for and the jobs they offer. American Express. which has made the list all three
years, takes the top spot in this year's list of top companies for HR. as per the survey
conducted by Workforce Magazine in 2016.

9
HR Automation

Human resources software is on the rise for almost every organisation like Maersk.
Novartis, etc. So much so that 53 percent of companies with more than 1,000 employees
invested in I IR software this year, according to a 2015 study by The Starr Conspiracy
Intelligence Unit. The automation of everyday processes has made headache-inducing
tasks much less painful. Where HR is concerned. automation has literally put the human
back in human resources by freeing up more time to spend strategizing with the company's
leadership, finding and securing top talent and working with employees. Use workforce
analytic tools like employee engagement and satisfaction surveys. 360-degree review
software, and social media to make it easy to track, analyze and share people data that is
crucial to the company's bottom-line, it's important that HR leaders be proficient in
workforce analytics. Few HR automation soft-wares are Talentpool which is built to cater
to the needs of large recruitment teams handling numerous open positions across locations,
HR Web, which tracks, evaluates and manages the performance. attendance. and behavior
of employees more effectively, IBM Kenexa which is used for Talent Management, Talent
Acquisition. Learning and development, Performance management, Talent analytics and
surveys and many others.

HR as Business Partners

Human resources professionals no longer function behind the scenes. In fact, their in-depth
knowledge of the workforce has made them invaluable members of the team, especially
when it comes to the decision-making process. Human resource leaders make ideal
business partners because they have insight that no one else in the company has: insight
into individual employees and the workforce as a whole. For example at Amazon, HR
functions to deliver value-added service to management and employees that reflects the
business objectives of the organization. A Jul CareerBuilder survey of 88 leaders at
companies with revenue of at least $50 million revealed that a majority of CEOs (65
percent) agree that HR opinions carry greater weight with senior management. What's
more. 73 percent say that their HR leader has provided data that they have incorporated

10
into their business strategy. To provide business leaders with insight they can apply toward
overall strategy, HR professionals need to effectively and efficiently assess employees

Training and Development

The best HR practices include keeping an eye on how to train existing, employees
internally and dedicate a substantial part of the company budget to research and
development. This means hiring workers who can act as skill trainers and instructional
leaders.

Like an organisation, Jiffy Lube International accelerated into No. 1 (up from No. 2 last
year) on the 2016 Training Top 125. a survey conducted by Training magazine which is a
52-year-old professional development magazine written for training, human resources. and
business management professionals in all industries.

It's crucial to focus on individual talents during the search for company training candidates,
so as to match skilled leaders with an interest in and a talent for teaching to the position.
Making sure that the trainers picked are born teachers, rather than experienced project
managers or product developers_ can help avoid future frustration and lack of productivity.
And as per the Training magazine companies in the US spend an average $4.5 billion on
training and development programs for employees and the top performers in this category
are Seattle Genetics, SAS, Amazon, to name few.

Constant Innovations

A. recent Forbes article by Adam Hartung points out the importance of diversity and the
need for I IR io make a concerted effort to recruit outside the company—if only to gain a
new and different perspective of the usual order of business. David Neeleman, founder and
CEO of JetBlue started a new airline at a time when the marketplace was flooded with
airlines. According to him. "Innovation is trying to figure out a way to do something better
than it's ever been done before."

11
To accomplish this his edge was innovation. Innovation only comes as a result of change.
and change is not possible without somebody being willing to rock the proverbial boat.
Also, never underestimate the value of empathy and emotional intelligence, in relating to
colleagues, job candidates. and employees.

Tesla Motors tops Forbes' sixth annual list of The World's most Innovation Companies (in
the September 13, 2016 issue of Forbes magazine), for the second consecutive year.

In the present competitive world, the companies are facing lot of skill shortage, talent
crunch and attrition those reached historically height ever, that made the companies feel the
internal customer also more important equally with external customers, so every company
try to devise best HR practices to attract best talent. It is found that convergence of
practices of different companies in different HR areas, if any company wants to apply
those practices that will benefit for the company to become more competitive in the global
market.

12
 Best Hr practices :

1) No Micromanagement
Right from the interview till the time the candidate joins us, it is made clear to him or her
that they have to take complete ownership of what they do. And we keep our promise by
giving them complete ownership, which means no micromanagement. They can complete
the task in any way that they are comfortable, as long as the tasks are completed on
schedule and in an ethical way, it works for us.

2) Flexible Timings
This is something that has been gaining a lot of momentum in many companies these days.
We too are big fans of flexi-timings as we believe that employees do more work when they
are not busy looking at the clock. We have a 12-hour window during which an employee
can come in and work for a 9-hour period. As long as the work is getting done and it does
not affect co-ordination amongst teams, the employee must be free to set their own work
timings, that's why it’s best hr practices according to most employees and research.

3) Dress Code
Or rather the lack of it! It’s not necessary to have any dress code policy. We believe that
people should be judged by the work they do, how they do it, and the value they bring to
all the stakeholders of the company, i.e. the other employees and the clients. Our
employees are free to wear whatever they want when they come to the office. The only
rider is that we do tell them to use their good judgment when dressing for meeting any
external entities like clients or vendors.

4) Glass Door Policy

Actually, the correct term would be No Door Policy. We follow a flat-structure and don’t
really have any “boss” system. That’s why the only cabins in the offices are either
conference rooms or bathrooms! We trust our employees to be responsible for what they
do, and as mentioned earlier they are complete owners of their work.
13
5) Fun at Work
Well, this is more of a group of policies rather than a policy itself. Nevertheless, we
thought that it was worth a mention. We realize that all work and no play makes Jack a dull
boy, and that’s why we have a host of fun programs, ranging from pizza lunches to hookah
parties and even stand-up comedy shows and music evenings.
These are the major things that are required to make sure that our employees are happy so
that they do things which makes sure our clients are happy.

14
 Characteristics Best HR Practice human resources

Management of businesses, both large and small, are all having to react to unprecedented
pressures for change in today’s business environment. In doing so, it is important that
management is aware of the key characteristics of best practice in human resources.
Neglect of these basic principles, so essential to creating good team relations, will cause
the business ongoing damage and will not enable the business to perform to the best of its
ability.
There are six major characteristics of best practice in Human Resources:
1. Leadership
Leadership means that the business has a vision and a plan on how that vision is going to
be achieved. The business has decided how to get things done and how to stimulate team
members to be part of the achievement of the vision. Management must involve their team
in achieving the vision and in so doing should be able to attract their full attention and
commitment. Team members will be hesitant to follow the business’ leadership, unless
there is total commitment (at all levels) of the leadership chain, to the achievement of the
vision. For further information, refer to Paper 006- 001 - Personal Leadership Capacity
And Development.
2. Communication And Involvement
It is management’s role to ensure that all team members have a clear understanding of the
Organization’s purpose and vision. They also need to understand the factors that will be
taken into account in determining whether the organization’s vision has been achieved.
anagement should ensure that each team member understands his/her role in achieving the
firm’s vision.

What is management’s expectation of that particular team member’s work,

performance,
 productivity level, performance to be achieved?
 How will these items be measured?
 How is it going to be communicated to the team member?

15
  Is the information being handed back to the team member able to be understood and
acted on by the team member?
 Does the team member understand the messages that management is sending to
him/her?
 Are the actions and behaviour of management consistent with the messages being
sent to to team member?
To achieve excellence in human resources there must be excellence in teamwork. Every
must be involved to have team work achieve management’s aim. Management cannot be a
by stander observing the team work being displayed by their team members. Management
must be a participant. Part of the teamwork function is that management must be able to
communicate, but especially listen, to what is being said to them by their team members.
3. Talent Management
Talent management strategies should commence from the first interview of an applicant
and continue throughout the new team member’s induction process.The talent management
system should assist the SME business to engage people who have, or who are prepared to
develop, “business of business” skills including:
 customer relations
 customer service
 teamwork
 communication
 basic marketing skills

To employee “stars” your need to ensure that your organization has a caring attitude and
that senior management spends the time to ensure there is an ongoing job training,
mentoring and communications so as to assist talented team members. It is very hard for
SME businesses to attract talented team members therefore the talent management system
should include:
 personal development plans for each team member
 meaningful team meetings (weekly/fortnightly, monthly)

16
  A real “partnership” with the team members, encouraging them to feel that they
really are part of the organization.
The business’ systems should encourage every team member to participate and play a real
part in the development of the business. As part of the quality management for the
business, team members should be encouraged to express their views and have a real say in
the running of the business. A number of reports have indicated that team members believe
that their performance could improve if they had more freedom at work to contribute real
ideas and suggestions. The talent management system should be encouraging innovation
and team member engagement in solving the business’ problems.
SME businesses need to install the talent management strategies so that they can retain
good team members. This can be assisted by:
 Treating team members as individuals.
 Hire internally first (if a suitable person is available).
 Encourage continual training and skills development.
 Instigating succession plans for all positions.
 Discuss career development opportunities with individual team members (at least
annually).
 Give team members direct access to clients.
 Encourage multi-skilling.
 Conduct meaningful performance appraisals.
 Seek input from the team member and ensure proper reviews are being undertaken
of the team member’s personal plan and career development, achievement in the
last 12 months and
 Planning for the next 12 months.
 Ensure that the business implements what has been promised.

It is important that management shows leadership and encourages contributions from all of
the Team members.

17
To compete with bigger businesses SMEs need to introduce well thought out and talented
management systems so that the team members are motivated, challenged, trained and
enjoy working in the SME environment.
4. Investment
It is people who create the difference and give a business a competitive edge. The better-
trained, motivated and rewarded people are, the better the organization will perform. All
businesses compete in a very competitive environment - therefore the ongoing investment
in people is a crucial key characteristic of businesses that achieve best practice in human
resources. Forward thinking management ensures that the opportunities are provided to
enable team members to further develop their skills and talents through additional training.
5. Standards Of Behaviour
Management must ensure that the business lays down its own internal standard of behavior
or ethics by which the business will be bound. These standards of behavior or ethics should
not be ignored by management. They should be honoured - whatever the cost. It is the
acceptance of standards of behavior and abiding by them that develops trust and respect
throughout the organization . Honesty and openness cannot be expected from team
members alone - management must also be honest and open and fulfill what they have
promised to the team members.
6. Professional Advice
If you would like assistance in reviewing best practice in human resources in your
business, please contact your professional accountant.

18
 The Best Practices for Human Resources

Human resources best practices are functional activities and strategic plans that enable
improved services to employees and increased profitability for the employer. The term
"best practices" references actions that are successful methods for desired results. In the
human resources held. several best practices exist in every discipline. Yet recruitment and
selection. Employee relations and compensation and benefits are disciplines where best
practices in human resources may reap the best return on investment.

Employer of Choice
The first point of contact for applicants. potential candidates and prospective employees is
HR's recruitment and selection area. Therefore. making a good impression on job seekers
is essential if ) on want to become an employer of choice. or a place where people want to
work. Best practices for recruitment and selection include streamlining the hiring process
through tools such as applicant tracking systems and communicating with applicants and
candidates about the selection process. Best practices like these prevent a company from
earning a reputation for keeping job seekers in the dark. unaware of their status in the
hiring process.
Equal Opportunity
Best practices also include holding recruiters accountable for engaging in fair employment
practices :hat treat applicants equally within regard to non-job-related factors such as age,

19
sex, race, national origin and religions. and instead focusing solely on experience. expertise
and qualifications in decisions about narrowing the field of viable candidates.
Employee Retention
Employee compensation and benefits may be the most important area for best practices.
According to data published in February 2010 by outsource pros icier and consulting
company Ceridian. companies spent just over one-third of their total budget on human
resources. Almost 70 percent of that amount is for salaries and a little less than 30 percent
is allotted to benefits.
Being an employer of choice doesn't mean your company pays the highest wages or that it
offers the trendiest benefits. though. Best practices in compensation requires understanding
the value of john and their worth in the labor market. Additionally. offering retention-
focused benefits packages are among best practices in human resources. Attention to best
practices in sour organization', compensation and benefits structure improves job
satisfaction. morale and employee retention. all of which ha∎ e a positive effect on your
company's bottom line.
Performance Management
Of all the HR disciplines. the employee relations discipline has the broadest reach. Human
resources leaders generally have a common to strengthen the employer-employee
relationship. An effective way to strengthen the relationship is through a well-constructed
performance management system. Employees need feedback. They need to understand
their employers' expectations. and employers have an obligation to provide employees with
the tools necessary to achieve high performance. Within the context of HR best practices
performance management comprises job descriptions performance standards. Continuous
feedback from supervisors and regularly scheduled performance appraisals. Employers
who overlook the importance of feedback may experience high turnover and overall
dissatisfaction among employees. On the other hand. employers w ho engage in best
practices demonstrate their commitment to helping employees achiever excellence. and
they rank high on the list of top companies to work for. They are capable of maintaining a
fully engaged work force that maximizes the company's productivity and. ultimately. the
company's profitability and success.

20
 Advantages and disadvantages of not having Human Resources
Department In BPO
Human resources refers to employees and managers who focus on tasks primarily related
to improving employee relations and recruiting new employees. Depending on the size of
your company, you may face challenges by not adding a human resources department or
you may find that a human resources department causes more problems than it would fix.
Employee Relations A company that lacks human resources may have difficulty
developing and maintaining a solid relationship with employees. Human resources bridges
communication gaps between company management and employees and offers employees
the opportunity to release their frustrations with the company and report wrongdoings. Cost
By not implementing human resources, you can save a large sum of money. Money spent
on human resources management and costs associated with human resources, such as
employee programs and services, can amount to over $1,000 per employee. According to
Human Resource Executive Online, the average cost for human resources per employee
totaled $1,569 in 2009. The money spent may be justified if you run a large business that
consists of hundreds of employees, but if your company sits on the other side of the
spectrum and consists of only a few employees, those costs are difficult to justify
Simplified Hiring Process Human resources management relieves managers and owners of
21
the stress of finding qualified employees when positions open up. Rather than searching for
candidates, interviewing them and performing background checks, owners and managers
can focus on their daily tasks and let the human resources department focus on the hiring
process. Simplified Management Adding a human resources department and human
resources services means more employees to watch over and more programs and services
to account for. This can place an additional burden on your accounting department and
yourself as the owner or manager of the company.

Benefits of best HR Practices

Beyond the employee handbook. these will help an organization to develop FIR practices
that support %our culture and encourage growth.
Effective interviewing tips and developing, an interview process .Pre-employment
background check practices. including drug screening and criminal checks.New hire
orientations and employee integration strategies—creating the plans an organization needs
in order to effectively assimilate a new hire.
Compensation planning approaches—how your organization review pay rates for
employees systematically, reviewing market data to ensure you're paying within range,
adjusting annually for inflation, and creating strategies for performance-based/merit
increases.
Best practices for regular employee surveys that take your employees' pulse on whatever
you want to measure and then incorporating that feedback into an organization.

22
CHAPTER :II

23
COMPANY PROFILE

24
 Introduction of the company

Wipro Limited (wipro) , together with this subsidiaries and associates ( collectively ,the
company or the group ) is a leading India based provider of IT services and products,
including Business. Process outsourcing (BPO) services , globally . Further , wipro has
other business such as India and Asiapac IT services and products and customer care and
Lighting , wipro is headquarters in Bangalore, India. Wipro technologies is a global
services provider delivering technology – driven business solutions that meet the strategic
objective clients . Wipro has 40+ ‘centers of Excellence' that create solution around
specific needs of industries . Wipro delivers unmatched business value to customer through
a combination of process excellence , quality frameworks and services delivery innovation

25
. Wipro is the world’s first CMMi level 5 certified software services company and the first
outside USA to receive the IEEE software process Award
Wipro is a $3.5billion Global company in information Technology services , R&D services
, Business process outsourcing . Team wipro is 75,000 strong from 40 nationalities and
growing . Wipro is present across 29 counries,36 Development canters, Investors across 24
countries.
1. Largest third party R&D services provider in the world .
2. Largest Indian Technology Infrastructure management services provider
3. A vendor of choice in the middle east
4. Among the top 3 indian BPO services provider by Revenue (*Nasscom)
5. Among the top 2 Domestic IT services companies in india(*IDC India)

Group companies
 Wipro Infrastructure Engineering Ltd.
 Wipro Inc.
 CMangopte Ltd.
 Wipro japan kk
 Wipro Shanghai Ltd.
 Wipro trademarks holding Ltd.
 Wipro Travels services Ltd.
 Wipro Cyprus private Ltd.
 Wipro cousmer care Ltd.
 Wipro health care Ltd.
 Wipro chandrikaLtd.(a)
 Wipro holdings (Mauritius) Ltd.
 Wipro Australia pty Ltd.
 WMENTSERV Ltd.(a)
 Quantech Global services Ltd.
 3D network pte Ltd.
 Planet PSCG Pte Ltd.
 Spectramind I

PROFILE OF WIPRO
Company profile
Compny globally Wipro providers comprehensive IT solutions and services , including
system integration , information system outsourcing , package implementation, software
application development tand maintenance, and research development to corporation
glabally

26
The group’s principal activity information technology services . The services include
integrated businessWipro limited is the first PCMM level 5 and SEI CMM Level 5
certified IT services co , technology and process solution including system integration ,
package implementation , software application development and maintenance and
transaction processing . The services also comprise of information technology consulting ,
personal computing and enterprise products , information technology infrastructure
management and system integration services . The group also offers product related to
personal care , baby care and wellness product . The operation of the group are conducted
in India , the united States of America and other countries . During fiscal 2007 , the group
acquired Wipro cyrupspvt Ltd, RetailboxBV, Enable information SA, Enabler UK Ltd,
RetailboxBv, informatica SA, Enabler France SAS,EnablerUK Ltd , Enabler Brazil Ltd,
Enabler and retail consult Gmbh , cmangoInc,cmango (India) Pvt Ltd,saraware oy ,
quantechGlobal services and Hydroauto Group AB

Global IT services and products:

The company’s Global IT services and products segment provides IT services to customer
in Americas,Europe and japan. The range of its services includes IT consulting, custom
application desgin, development , re-enginneering and maintenance, system integration and
research and development services in the areas of hardware and software design. Its
services offerings in Bpo services include customer interaction services , finance and
accounting services and process improvement services for repetitive process,
The global IT services and products segment accounted for 74% of the company’s
revenues and 89% of its operating income for the year ended march 31,2007
(fiscal2007),of these percentage ,the IT services and products segement accounted for
68%of its revenue , and the BPO services segment accounted for 6% of its revenue during
fiscal 2007

Customized IT Solutions :
Enterprise solution primarily to fortune 1000 and global 500 companies . Its services
extend from a range of industries , including energy and utilities , finance , telcom, and
media and entertainment . The Enterprise solution division accounted for 63% of its IT
services and products revenuesWipro provides it’s clients IT solutions in the areas of
enterprise IT services , technology infrastructure support services, and research and
development services. The company provides a rang for the fiscal 2007

Technology infrastructure service :

Wipro offers technology infrastructure support services, such as help desk management ,
system management and messaging services . The company provides its IT services and
products client’s with around-the - clock support services . The technology infrastructure
support services division accounted for 11%of wipro's IT services and products revenues
in fiscal 2007.

Research and development services :

Wipro's research and development services are organised into three areas of focus;
telecommunications and inter-networking , embedded systems and internet access devices
and telecommunication and services providers . The company provides software and
27
hardware design , development and implementation services in areas, such as fiber optics
communication network and networking protocol . Wipro's software solution for embedded
system and internet access devices is programmed into the hardware integrated circuit
(ASIC) to eliminate the need for running the software through an external source . The
technology is electronic, computer peripherals, automotive electronic and mobile phones ,
as well as other machines , such as process -controlled equipment . The company provides
software application integration and maintenance services to telecommunications services
providers, application service providers and internet data centres

Business process outsourcing services

Wipro BPo'sservice offering include customer interaction services , such as IT-enabled
customer services, marketing services, such as accounts payable and accounts receivable
processing, and process improvement services for repetitive processes , such as claims
processing , mortage processing and document management . For bpo projects, The
company has a defined framework to manage the complete BPO process migration and
transition .The company competes with Accenture , EDS, IBM Global services , cognizant,
Infosys ,satayam and Tata consultancy srrvices . India and AisaPAC IT services and
products.
The company's India and Asiapac IT services and products business segment, which is
referred to as wiproinfotech , is focused on the India , asia-pacific and middle -East
markets, and provides Enterprise clients with IT solutions. The India and AsianPacIT
services and products segment accounted for 16% of wipro'srevenue in fiscal 2007.The
company’s suite of services and products consist of technology products; technology
integration, IT management and infrastructure outsourcing services ; custom application
development, application integration, package implementation and maintenance, and
consulting.

Wipro's research and development services are organised into three areas of focus;
telecommunications and inter-networking , embedded systems and internet access devices
and telecommunication and services providers . The company provides software and
hardware design , development and implementation services in areas, such as fiber optics
communication network and networking protocol . Wipro's software solution for embedded
system and internet access devices is programmed into the hardware integrated circuit
(ASIC) to eliminate the need for running the software through an external source . The
technology is electronic, computer peripherals, automotive electronic and mobile phones ,
as well as other machines , such as process -controlled equipment . The company provides
software application integration and maintenance services to telecommunications services
providers, application service providers and internet data centres
Business process outsourcing services :
Wipro BPo'sservice offering include customer interaction services , such as IT-enabled customer
services, marketing services, such as accounts payable and accounts receivable processing, and
process improvement services for repetitive processes , such as claims processing , mortage
processing and document management . For bpo projects, The company has a defined framework
to manage the complete BPO process migration and transition .The company competes with
Accenture , EDS, IBM Global services , cognizant, infosys , satayam and Tata consultancy services
.

28
History of wipro :

Wipro is the one of the largest IT services companies in India . Established in 1980 as
subsidiary of WIPRO limited listed on new york exchange . Wipro is a global IT sector
company. Wipro started as a vegetable oil company in 1947 from an old mill founded by
Azim premjl's father . When his father dled in 1966, Azim, a graduate In
ElectricalEngineering from Stanford university , took on the leadership of the company at
the age 21. He repositioned it and transformed wipro (western India vegetable product
LTd) into a coutmer good company that produced cooking oils/ fat company , Laundry
soap, wax and tin containers . At that time , it was valued at $2 millions .
In 1977, when IBM was asked nto leave India , Wipro entered The finished product. This
was the first in a string of products to that would make Wipro one of India’s first computer
makers'' IN 1980 Wioved in software development and started developing customized
software packages for their hardware customer . This expanded their IT business.

VISION&MISSION :

VISION
 The vision of wipro includes being a leader in areas of business, customer and people
 The company aims to be among the best IT company in India and the world
 Its golasaslo include being the first choice among customers and employees

MISSION
 To be RF system solution provider , through its innovative Research &Desgin works
for a new world of Broadband wireless communications.

29
30
31
32
33
34
35
36
37
38
39
 INNOVATIVE HR PRACTICES OF INDIAN COMPANIES

India now becomes a player in the global stage. Everyone wants to do business with us,
this change has given lot of opportunities to our country to grow further but it posed lot of
challenges in front of us like Indian companies gained confidence to acquire foreign giant
companies and try to establish themselves very competitive than the foreign companies at
the same time we have to give emphasis on the various challenges before us like the gap
between people in the corporate world and those in the rural areas is becoming serious
concern and the wage differentials between blue collared workers and senior managers, the
candidates having good education and communication skills getting more chance in the job
market than other people lesser than them, attrition levels are all time high in India for
example business process outsourcing facing problems with talent retention.
This paper try to extract the facts to find out how the companies in India facing HR
problems and what kind of innovative practices they are following to recruit and retain
their employees and made them feel best place to work and enjoying working and made the
companies in the great height in their own field of business.

FOUR CRITICAL DIMENSIONS OF BEST PRACTICES

Attract and Access:

Attracting and retaining talent is becoming a big problem for every organization, they are
following every trick and strategy to recruit and retain the employees.
Develop and Grow:
Nowadays organizations try to recognize the aspirations of employees and focus on their
growth and development. India provides job rotation opportunities to high – performing
employees from operations division. This gives them broader understanding of the
business.
Engage and Align:
Employee engagement has retained the focus of organizational leadership and many
companies keep launching new practices to woo employees. They are using innovative
40
practices like “Loyalty Interview”- to find out what is it that makes its employees stay on,
the feedback from loyal employees often reflects on the leadership style and is seen to
work as a great motivation.

Transition:
Movement of talent within the organization and outside of the organization sends strong
signals to the employees about the organization’s care and concern. Right from the
induction, which is often the first impression the employees carries, to the exit interview,
the sensitivity displayed by the organization has a lasting impact on all employees.

INNOVATIVE PRACTICES IN HR AREAS:

Recruitment and selection
Learning and development
Rewards and recognition
Career planning
Compensation and benefits
Performance management
Leadership and development
Organization structure

1. RECRUITMENT AND SELECTION

1. Google:
(i) Diversity among employees: Ex – army man to former school teacher in the workforce.
(ii) For recruitment they expect the person has to be comfortable with technology and be
optimistic about the future. “Like someone who you would find interesting on a long train
journey”. The company’s recruitment process ensures that it gets the people edge it needs.
There is a battery of wiring tests, interviews are rigorous, not in the sense of being a stress
interview, but interviewers try and go deep into what makes the candidate tick. Then the
detailed feedback on the candidate is given to an independent team in charge of hiring. The
company’s credo is to hire someone who is better than you.

41
2. Employee referrals by employees which comprises 50% of all hiring at SAP Labs India,
Bangalore.
3. Non – standard pool of talent: housewives with a gap in career
4. “Bar Raisers”:
The HR department has organized an elite group of 34 employees – who have veto power
in an recruitment decision, if a Bar member feels a potential recruit does not match upto
the company’s standards.
5. Short stories:
The Company compiled 52 short stories, one for each week, the company used to introduce
new recruits. The stories talk about its history and evolution, technology and people who
made a difference.
6. The company goes beyond its employees and connects with their support group: the
family, when an employee joins, his parents or spouse get a welcome letter.

2. LEARNING AND DEVELOPMENT

SME’s (Subject Matter Experts):

HR team identifies the internal subject matter experts to give training to the employees
Sending employees for higher studies

E Welcome:
When employees join the company, they have to interact with functionaries in other
regions who assume that the new person in knows the internal systems. Often the new
employee is unfamiliar with the systems and is at sea. The E welcome gateway lists
certain universal systems of the company and helps them get familiar with such things. A
stand – out feature is that if this checklist remains incomplete it sends an automatic notice
to the manager responsible for the employee.
Company follows a training policy to have seven days of training every year is mandatory
for all employees, even this chairman and the directors.

42
GOLD (Godrej Organization for Learning and Development):
Web-based learning tied up with UK – based NetG to distribute e- learning modules among
the workforce. The company gives equal importance to soft skill training. “ Out of box
thinking is more important “, the sponsored the Edward De Bono certification of lateral
thinking for two of its managerial employees, so they could teach in – house. This learning
creates a leadership pipeline.

3. Rewards and Recognization

1.MAD (Mutual admiration):

Is an event where every employee is given green card board leaves on which they scribble
messages of appreciation pin them onto the MAD tree in the cafeteria . the leaves are a way
of reaching out to colleagues and teams who have mattered .and at the of the week,the
foliage gets thick surely,the employee like being around each other.

2. Smart Work And Smart Reward

in fewer working hours then stipulated .’’ the reward process is well defined and
transparent It directed towards improving employee productivity . it rewards those who
complete task.it has helped in ensuring better –life balance.

3. Career Plannning
 Career Success Centre :
An online portal and a one – stop shop for all career related resources. The portal
helps employees plan and develop their careers according to business needs.

4. Compensation And Benefits

1.] Paternity leave
2.] Extra three months maternity leave at half the salary leave
3.] No attendance monitoring
43
4.] unlimited sick leave
5.] equal privileges for employees across levels: employees at all levels travel in the same
class, stay in similar hotels, work out of standard cubicles, log in their own leave.

5. Performance Management
1.] 360 degree feedback system

2.]“Performance Task Force”: A cross functional team constitutes 20 members and this

force keeps track of what needs to be plugged, and what seems to be working. It goes back

to HR every six months to deliver feedback.

6. Leadership And Development

1.] Food for thought:

Inviting employees in groups to chat with Managing director over lunch in an informal

environment on various issues and topics.

2.] Succession planning

3.] Employee empowerment

4] Reach out:

An initiative to keep a direct link of communication to its employees, the president of the

company meets the employees.

7. Organization Structure

1.] Flexi and Part – time

2.] The companies allow the employees to shift jobs if they wish to, across its different

functions.

44
3.] Skits: The companies are asking the employees to devise skits to dramatize its values,

design screen savers and even create mascots themed on the values, they would much

rather hunker down and design some more.

4]. The company created new position called “Employee Engagement Manager”: the major

task of the manager is to energize the workplace with fun – filled events and effective

communication.

5.] “People Champions”: Every project team has one facilitator from the HR department.

The people champion takes care of any administrative need a project might have, leaving

the project members free to concentrate on their work.

6.] Orientation along with parents: The Company invites the parents of new recruits for

orientation, its good for the parents to know the kind of organization their children work

for, this insight came from campus recruitment, where parents would stay with their

children right till results were parents would stay with their children right till results were

announced.

7.] “People Movement Management Review Committee”: it ensures talented employees

were retained by reassigning them to other groups. The company also hired consultants to

assist those who were asked to leave to find jobs in other organizations.

45
CHAPTER - II

46
Data collection
ß Analysis of the primary data
ß Analysis of the secondary data
RESEARCH DESIGN
Research design means a specified framework for controlling the data collection. The
research is of descriptive in nature, which could provide an accurate picture of induction
procedure
conducted in the organization. Descriptive research includes surveys and fact-finding
inquiries of different kinds. The research is of Ex post facto nature in which researcher no
control over the variables has. Statistical method lay stress on objectivity rather than rely
on intuition and
judgment and average & percentages can easily be calculated.
The statically method needs the collection of data in two forms
1. Primary data
2. Secondary data
2. PRIMARY DATA
The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. The data on the required information is collected from
actual persons using the product/ services. This data is more suited for the objectives of the
project.
2. SECONDARY DATA
The data which have already been collected by someone else or taken from published or
unpublished sources and which have been already been passed through the statistical
process.
Need of the study:
47
It’s no secret that business success today revolves largely around people, not capital. This
is of great significance especially in ‘people businesses’ like software companies with
relatively high people costs and low capital costs. According to Barber&Strack, (2005)
people businesses are those companies with relatively high employee costs, a high ratio of
employee costs to capital costs, and limited spending on activities, such as R&D aimed at
generating future revenue. The question of where and how value is being created or
squandered could be identified in people-intensive businesses by looking into metrics of
productivity of people rather than of capital.

The critical resources are employees a software company hires, motivates and retains.
While occasionally, the value employees create in some software companies does take the
form of intangible assets like intellectual property, brands, and the like, most employees in
people businesses like IT services and products concentrate more on creating short-term
value directly for customers, month to month and year for year, without the intermediary
step of creating an intangible asset. The distinct but generally unappreciated economics of
people-intensive businesses like software call not only for different metrics but also for
different management practices. Even slight changes in employee productivity in software
companies have a significant impact on shareholder returns. In such cases “human resource
management" is no longer a support function but a core process for line managers. It goes
without saying that managing people is a key task for any company. But in a people
business, this task becomes central to success because employees represent both the major
cost and the major driver of value creation, People management measures that lead to even
small changes in operating performance can have a major impact on returns (Barber
&Strack, 2005). Given the high financial stakes, people management needs to be a core
operational process and not solely a support function run by the Human Resource
department. Line managers have a vital role to play in improving employee productivity, in
terms of both business issues (such as whether to concentrate on large or small accounts)
and management issues (such as how to create an organization and work environment that
fosters productive output). If success in a capital-intensive business comes primarily from
making the right investment decisions, success in a people-intensive business comes from
hiring the right people and putting in place processes and an organization that makes them

48
productive (Barber &Strack, 2005). Managers also need to ensure that the employees'
interests are aligned with a company's business objectives and their execution. It is crucial to keep
employees engaged and productive.

SCOPE OF THE STUDY: The study is focused on only the certified companies,
since the study of uncertified companies or the unorganized sector, may not project the true
picture of the industry. So, only CMM Level 5 certifies companies are selected for the
research. The study focuses on Human Resource Management Practices in Multinational
Companies.

Objectives of study:

1.] To know the important attached to best HR Practices in today's corporate world.

2.] Strategies employed by the company to improvise on the rate of employee turnover
rates.

3.] General problem faced by the companies while practicing Best HR Policies.

4.] To study the trends of HR Practices prevailing in the company.

5.] To study about the awareness and satisfaction of employees in the company.

6.] To find out the various benefits being derived out of Best HR Practices in the
organization.

7.] To understand the recruitment procedure adopted by the Indian companies

8.] To understand the HR Practices and policies adopted by Indian companies.

9.] To identify the training and development program adopted by the Indian
companies.

49
10]. To identify compensation salary increment policy adopted by the Indian companies.
11.] To identify the present performance of an employee being appraised through career
advancement.
12]. To identify employee welfare scheme launch by the govt.
13.] To identify working hours of the Indian companies.
14.] To provide better employee health, safety, welfare facilities as per their standard
policies.
15.] To understand the quality circle is beneficial for solving the problem.
16.] To understand the reason of employee turnover.

50
CHAPTER-III

51
LITERATURE REVIEW

52
 LITERATURE REVIEW

The BPO industry in India has come a long way. From humble beginning, it has turned into
a billion dollar industry, and is a major revenue earner for India. In 2012, the exports are
expected to reach $60 billion (NASSCOM, 2012). In addition to earning precious foreign
revenue for India, BPO is also a major employer, employing fresh graduates from various
fields. For such a vast reaching industry. however, little has been researched.

The industry sufferers from an image problem, being viewed as a having no growth
prospects by the professionals, and as a place of loose morals by the moralists. The one
aspect of the BPO, the high attrition rate, has been written about the most. Studies have
been done to identify the reasons involved.

Srivastava.. Tiwari and Kumar researched on the Attrition and Retention of employees in
BPO sector in 2011. In their research, they concluded that companies should treat the
employees as investors in the company. They also concluded that loyalty was not a given,
and had to be earned by the company. As such, the company had to put in the necessary
policies in place to make the company seem like a good proposition for the employees to
work at.

For looking at the problem of retention, various theories by social scientists were studied.
These served as the basis for doing the research. Each scientist had a theory for why
attrition occurs in a company. Based on these theories, research has been conducted by the
researches on the problem of attrition in the BPOs.

Simmons (2003) highlighted the need for balancing performance, accountability and
equity in stakeholder relationships by pursuing socially responsible HR practice.Harel and
Tzafir (1999) highlighted the effect of human resource management practices on the
perceptions of organisational and market performance of the firm. Chen, Hsin-yi (1995)
examined the difference of organisational climate and human resource practices between
American and Chinese companies in Taiwan. Jacobson, R. (2006) in his research paper
has emphasized that the most widely used and an effective tool for performance appraisal
as perceived by human resource professional is 360-degree competency assessment

53
process. Hestudied the systems that aim to improve workforce performance. He opines that
an appraisal system should have the full support of senior Mangement.Pethe (2005) opine
that, in management, the current era is the era of Human Resource Development and
Employee Involvement There is a direct relationship between the concept of employee
involvement and employee empowerment and organizational growth and development.
Ramesh, T. (2005) studied the changes occurring in the field of human resource
management in today‟s era. He observed that today‟s competitive business climate
presents the HRM function with a number of important challenges and opportunities –
dramatic advances in technology, in recruiting, selection, training, appraisals, rewards and
other human resource practices. Singh, K. (2003) studied the effect of human resource
management practices on the firm performance in India. He examined that the aim of the
human resources in the organization context is to ensure theavailability of competent,
motivated and learning employees to the organization to facilitate the achievement of its
business objectives. Dhawan, S. K. (2001) found in his study that job satisfaction varies
with the type of job, level of organizational hierarchy, personality types etc. he examined
five factors for job satisfaction i.e. opportunity, learning & challenge, influence over
superiors, work enjoyment & meaningfulness, satisfaction with work group and desirable
future. Kassahun, T. (2005) As per his findings, there is a significant difference in
perceptions of Indian employees towards the level of their commitment to their
organization. Sanne G.A. et al (2005) their paper examined the effects of Human Resource
Management (HRM) practices and antecedents personal variables, job and role
characteristics, and work experiences) on organizational commitment among Dutch
university employees.

Abdullah Aldarrab, Sandeep Jagani and Tauseef Iqbal (2006) “Outsourcing to India:
Current and Future Trends” researched that the Indian market. Multinational Corporations
(MNC‟s) have managed to identify several countries world wide to outsource their non
core competencies abroad, in order to focus more on what they can do better than others
and improve profitability. India is one of the leading countries to attract foreign business
activities in the past two decades. This was a result of multiple factors that made the
country an attractive choice for outsourcing by MNCs.

54
Abdulwahed Khalfan, (2003) " A case analysis of business process outsourcing project failure
profile and implementation problems in a large organization of a developing nation",
Business Process Management Journal, Vol. 9 Iss: 6, pp.745 - 759. As is the case for many
developing economies, internationally published research on information systems (IS)
practice in Kuwait is in short supply. The few reports of Kuwaiti IS/information
technology (IT) practice highlighted in studies of Middle Eastern or Arab computing, have
also largely discussed them in terms of these broader regional identities rather than their
specific national context.

Arti grover(2009) “The Indian Business Process Outsourcing Industry: An Evaluation of

Firm-Level Performance” published in Delhi School of Economics Journal, University of
Delhi, (pg 1-29). Stated that the even though offshoring significantly affects a host
country, most research on offshore production still focuses on its demand side. It,
introduces the factors that affect the performance of Indian suppliers in an outsourcing
relationship, popularly called the Business Process Outsourcing (BPO) firms. In the
absence of a sound theoretical framework on BPO firms, combination of suitable elements
from the model of an intermediate input producer of the endogenous growth theory.
AsherefIlliyan (2008) - “Performance, Challenges and Opportunities of Indian
Software Export” Journal of Theoretical and Applied Information Technology (Pg1088-
1106) India has emerged as an „IT Super power‟, especially in the field of software and
related services export. The paper is an attempt to discern and delineate the growth
performance, challenges and opportunities of such a promising sector of Indian economy.
It has been observed that software export has registered an annual compound growth rate
of 45 per cent during the last decade and continues to show robust growth even today.

BhimraoGhodeswar, JanardanVaidyanathan, (2008) "Business process outsourcing: an

approach to gain access to world-class capabilities", Business Process Management
Journal, Vol. 14 Iss: 1, pp.23 - 38. This paper sets out to review the different types of
outsourcing, its drivers and process, and to identify world-class capabilities that host
organizations can leverage. This paper is primarily based on a review of literature.
Outsourcing helps the organization to achieve higher levels of value creation for the final
customer.
Chandraiah K., S.C. Agrawal, P. MarimuthuAnd N. Manoharan (2008) in their study in few of
the large scale industries in Calcutta - “Occupational Stress and Job Satisfaction Among
Managers” published in Indian Journal of Occupational and Environmental Medicine,
found that job becomes less satisfying under excessive stress and their expected intrinsic
and extrinsic needs are not fulfilled. Devesh Kumar Srivastava, Durg Singh Chauhan and
Raghuraj Singh (2011) “Square
Model- A Software Process Model for IVR software System” published in
International Journal of Computer Applications this paper stated that the process is not a
static entity. Improving the quality and reducing the cost of products are fundamental goals
55
of software engineering discipline. As the qualities are determined by the process to satisfy
the objectives of quality improvement and cost reduction, the software process must be
improved. Nowadays it has been widely accepted that the quality of software
highly depends on the process that is carried out in an organization.
Dharmendra Mehta, Jitendra K. Sharma & Naveen K. Mehta (2011) in their article
“An Empirical Study on Job Prospects in BPO: Indian Perspective” Published in UTMS Journal of E
conomics, concluded that, it can be inferred that rural aspirants in India have started givingserious
consideration to BPO sector while their respective career planning. It has been indicated
that there is significant preference of rural youth aspirants towards BPO as a career
prospect
.
DibyenduChoudhury and Dr. Sasmita Mishra(2010) - “Compensation-satisfaction
correlation at workplace: A study on BPOs at Orissa” published in International Journal of
Business and Management Tomorrow Vol. 1 No. 1 pg 1 -15. Sated that Indian BPOs have
been in news for certain contradictory issues. While this industry is able to create more
employment on the other hand is facing the problem of attrition. Although these issues
have been addressed from different perspective, more and more researches are required to
understand the employment trends and employee expectation and satisfaction, may be in
the local level.
A study conducted by Dun & Bradstreet (India), 2009 a report published in the The
Financial Express attempts to highlight Key trends in the Indian public sector undertaking
and provides insight into their performance. The study pointed out that the aggregate net
profit margin of the profiled PSUs was 8.3 percent in FY 08. Within this the manufacturing
PSUs and the service had an NPM of 9.1 percent and 7.8 percent respectively. The study
further pointed that PSUs are enjoying a low dept and huge cash reserve position. Many
private sector companies wanted growth at all costs whereas PSUs used their strong
earnings to strengthen their balance sheets and make calculated expansions.

Easterlin and Crimmins (1991) studied the issues of personal self-fulfillment, family life, and
public interest with reference to values of American youth. A change in students‟ opinion
and career plans toward those leading to higher paying jobs and a marked increase in
attractiveness of working in large corporations was observed. Herald Monis and T. N.
Sreedhara (2010) in their article “Correlates Of Employee Satisfaction With Performance
Appraisal System In Foreign MNC BPOS Operating In India” published in Mangalore
University Journal, concluded that, the present system may be made simple and
supportive of the employees‟ personality development and learning, it may provide a
basis for factual feedback for the future development of the employees.

Herald Monis and T. N. Sreedhara (2011) in their article “Employee Satisfaction With
Career Development Practices: A Comparative Study Of Indian And Foreign MncBpo
Firms” published in Researchers World concluded that, the employee growth and
development activities include continuing education courses, tuition reimbursement,
career development skills training, opportunities for promotionand internal career
advancement, coaching, mentoring, and leadership development programs.

56
Indra kumar and Dr. B. James. 1990 conducted a study entitled “Public Sector Enterprises in
India” Commonwealth Publishers, New Delhi. They have accepted the profitability test for
analyzing the performance of state owned enterprises in Kerala. International Journal of
Computer Applications (0975 - 8887, Volume 13- No.7, January 2011) stated that the process is
not a static entity. Improving the quality and reducing the cost of products are fundamental
goals of software engineering discipline. As the qualities are determined by the process to satisfy
the objectives of quality improvement and cost reduction, the software process must be
improved. Nowadays it has been widely accepted that the quality of software highly depends on
the process that is carried out in an organization. Jain Ravi K, 2005 in his study entitled “Working
Capital Management of State Enterprises in India” referred in his book “Manual of Disinvestment
in Public Sector policy and procedure, Vedans Books (P) Ltd, New Delhi, throws light on a number
of facets of Working Capital Management in the state enterprises in Rajasthan. JörgOhnemus
(2009) “Productivity Effects of Business Process Outsourcing (BPO)” stated that the impact of
business process outsourcing (BPO) on firm productivity based on a comprehensive German firm-
level panel data set covering manufacturing and service industries. The growing importance of
service inputs into the production process is undisputed. Firms increasingly decide to go to the
market and buy all or at least parts of selected services they need from external service providers.
This is especially true for services which rely to great extend on new information and
communication technologies. Doing so, outsourcing firms can concentrate on their core
competencies.

Jain K.K., FauziaJabeen,Vinita Mishra and Naveen Gupta (2007) - “Job Satisfaction
as Related to Organizational Climate and Occupational Stress: A Case Study of Indian Oil”
published in the International Review of Business Research Papers found the results of the
study also confirmed the assumption that high age group managers as well as high age
group engineers were equally satisfied with their jobs and the study revealed the same
findings when low age group managers and low age group engineers were compared on
their job satisfaction level. Kenneth L. Simons, Ashok Nag and Sumit K. Majumdar
(2010) - “Bodyshopping versus Offshoring among Indian Software and Information
Technology Firms “ stated that the investigations of offshore outsourcing of information
systems have presented little evidence on developing country software and information
technology (IT) industries. This study probes how Indian software and IT suppliers trade
off work in India versus body shopping of employees. Worldwide clients view these
practices as full offshoring versus on-shore temporary hiring from an Indian firm, but these
practices are probed from suppliers‟ perspective. Suppliers‟characteristics aretheorized
to affect their use of body shopping versus in-India work. A Reserve Bank of India survey
of every Indian software and IT firm elicited suppliers‟ use of body shopping to serve
clients abroad.
Khera S, J. Khandekar (2011) - “Computer Related Health Problems Among Information
Technology Professionals in Delhi” - A publication in Indian Journal of Community
Medicine found more on visual stress and musculoskeletal symptoms, initially being
mild and temporary and later with increasing years assuming more intense and
permanent nature. It also found that computer related morbidity had become an important
occupational health problem and of great concern. It suggested an immediate need for the
concerned authorities to collaborate and enforce suitable preventive measures.
57
Krishn A Goyal (2006) - “Impact of Globalization on Developing Countries (With Special
Reference To India)” The growing integration of economies and societies around the world
- has been one of the most hotly-debated topics in international economics over the past few
years. Rapid growth and poverty reduction in China, India, and other countries that were poor 20
years ago, has been a positive aspect of Liberalization Privatization and Globalization
(LPG). But Globalization has also generated significant international opposition over
concerns that it has increased inequality and environmental degradation. There is a need to
study the impact of globalization on developing countries from the viewpoint of inward
foreign direct investment. Attention should also be focused on the role which some
developing countries, particularly from parts of Asia and Latin America, are playing as
initiators of globalization through their own MNCs. India opened up the economy in the
early nineties following a major crisis that led by a foreign exchange crunch that dragged
the economy close to defaulting on loans.
Kulkarni GK. (2006) in an article “Burnout” published in Indian Journal of
Occupational and Environmental Medicine said that rapid change of themodern working
life is associated with increasing demands of learning new skills, need to adopt to new
types of work, pressure of higher productivity and quality of work, time pressure and hectic
jobs are increasing stress among the workforce. Further he added that privatization and
globalization has ignited mergers, acquisitions, and precarious employment has
critically affected the domestic industry.
Lakshminarayanan R (2010) in his paper “An Overview of Strategic Planning to
Combat Occupational Stress - Need of the Hour in the Present Indian Context” aimed at
job or occupational stress is something we all face as employees or employers and we all
handle it differently. It is a mismatch between the individual capabilities and
organizational demands. Also it is a mismatch between the expectations of both
individual and organization. Leemamol Mathew (2010) of University of Calicut found in -
“An Exploratory Study on Occupational Stress and Coping Strategies of Special Educators”
(those who teach the disabled) in South India as the sources of stress as i) school structure and
climate, ii) home/work interface, iii) relationship with other people, iv) intrinsic job factors. The
common effect of stress on special educators was found to be health related problems - both
physical and mental - and job dissatisfaction. There was no organized method to redress the
problem rising from occupational stress.
Mahmoodzadeh E, Sh. Jalalinia, F. NekuiYazdi, (2009) "A business process
outsourcing framework based on business process management and knowledge
management", Business Process Management Journal, Vol. 15 Iss: 6, pp.845 - 864.
Purpose - Nowadays, outsourcing has proved to be an enterprise management strategy in
the face of globalization and growing competition. The decision to outsource a business
process for any organization has far-reaching consequences and risks. The purpose of this
paper is to analyze the impact of business process management (BPM) and knowledge
management (KM) on reduction of outsourcing risks and pitfalls.
Meenakshi Rajeev and B. P. Vani (2007) in their article “Direct and Indirect Benefits of
Business Process Outsourcing on Indian Economy” published in International Journal of
Information Technology Impact concluded that, the Indian ITES-BPO segment besides
growing is also maturing rapidly. This sector is generating significant tax revenue for
the government and in turn putting pressure on the state to provide better physical
58
infrastructure. Mehta and Irani (2006) explored challenges and opportunities in Indian
BPO. The major themes emerged from primary content analysis were: career & business
prospects, HR issues, motivation & stress, work environment, customer relations,
competition, costs and quality in BPO. Muhammad Umer and Muhammad Akram Naseem
(2011) “Employees Retention (Human Capital) in Business Process Outsourcing (BPO)
Industry” published in Global Journal of Management and Business Research This paper
aims to investigate the impact of variables (career development, supervisor support, work
environment, work life balance) on employee retention. A total of 50 interviews were taken
from managers of different BPO organizations. Graphical Analysis is indicating that
these variables havesignificant and positive impact on employee retention. Very less
research have been done about employee retention in business process out sourcing,
especially in Pakistan. So, these finding will provide some insights to BPO‟s managers to
make policies about employee retention. Muhammad Umer, Muhammad Akram Naseem
(2011) in their paper “Employees Retention (Human Capital) in Business Process
Outsourcing (BPO) Industry” aims to investigate the impact of variables (career
development, supervisor support, work environment, work life balance) on employee
retention. Niranjan T.T., K.B.C. Saxena, Sangeeta S. Bharadwaj, (2007) "Process-oriented
taxonomy of BPOs: an exploratory study", Business Process Management Journal, Vol. 13
Iss: 4, pp.588 - 606. This paper sets out to classify business process outsourcing (BPO),
linking it to service level agreement (SLA) design needs. The paper develops a framework
based on prior literature to classify BPOs and illustrates it with field research of Indian
vendors. Nirmala S. and S. Deborah Sharon (2011) in their article “A Study On Conduct
Of Teams In An It And A BPO Company” published in International Journal of Computer
Trends and Technology concluded that, the Information technology (IT), India has built up
valuable brand equity in the global markets. In IT-enabled services (ITES),India has
emerged as the most preferred destination for business process outsourcing (BPO), a
key driver of growth for the software industry and the services sector. It has rapidly grown
in India and it is obligatory to study about the dynamics of human resource management
practices and systems.

Nora Palugod and Paul A. Palugod (2010) - “Global Trends In Offshoring And
Outsourcing” researched that the rapid growth of off shoring and outsourcing has
transformed the way businesses are managing their operations in this global world. This
has brought considerable benefits as well as challenges and often political backlash. In this
paper, we analyze the basic facts and trends surrounding the off shoring and outsourcing
phenomenon. We attempt to understand the genesis and basic drivers behind off shoring
and outsourcing.

Phil Taylor and Peter Bain (2005) “India calling to the far away towns‟: the call centre
labour process and globalization” stated that the in recent years prominent companies
have migrated call centre services to India provoking much-publicized fears for the future
of UK employment. This article challenges the widely-held assumption that offshoring
voice services is a seamless undertaking, principally through an investigation of the Indian
call centre labour process. This enquiry is informed initially by an analysis of the political-
economic factors driving offshoring and shaping the forms of work organization to have
emerged in India. Preston and Biddle (1994) in their research found that a small percentage
59
of individuals consciously plan their career path; rest are dependent on others. Most career
programs use static processes rather than dynamic action learning process.

Rama Devi V and T.Anitha Devi (2010) in their article “wipro- The Future Cutting Edge
For India” published in Osmania Journal of Management concludedthat, the wipro delivers
high value to organizations by providing domain based processes and business expertise
rather than just process expertise. These processes demand advanced analytical and
specialized skill of knowledge workers that have domain experience to their credit.

Rajeswari K. S. and R. N. Anantharaman (2003) “Development of an Instrument to

Measure Stress among Software Professionals: Factor Analytic” published in SIGMIS
CPR investigated sources of negative pressure among software professionals, from the
perspective of the software development process. The results indicate that stress resulted
from fear of obsolescence and individual team interactions accounted maximum. Rajeswari
K.S. and R. N. Anantharaman (2010) on “Role of Human-Computer Interaction Factors as
Moderators of Occupational Stress and Work Exhaustion” found that IT professionals have
long work hours with different time zones, total team work, task to be completed on
deadline with perfection as per client needs, which requires interpersonal, technical, and
organizational. These characteristics lead to occupational stress and work exhaustion.

Shete S. (2009) “Business Process Outsourcing (BPO) and India” put across that the
research paper focuses on Business Process Outsourcing (BPO) since they play very
important role in employment generation and economicdevelopment of the country
today. There is lot of scope for the young generations for getting quick employment,
handsome salary and host of other opportunities. This further helps for the improving
economic development of the Indian population which helps in raising the standard of
living. [Advances in Management, Volume No.2 (9)].Siddharth Sinha, 2009 in his article
“Corporate Governance of State Owned Enterprises: The case of BSNL published in The
Economic and Political Weekly, pointed out that the Government’s existing Navratna
policy is not appropriate for state owned enterprises competing fiercely with the private
sector. They have to compete with the private sector on an equal footing. The key
requirement is a competent board with adequate powers. The role of board is likely to be
more crucial than even in the case of private companies. In the absence of corporate
governance changes, the only alternatives will be privatization.

Soni Agrawal, Kishor Goswami and Bani Chatterjee (2011) - of ITES Companies in
India published in Centre for Promoting Ideas, (Vol. 1 No. 2; Pg 218-226). Researched
that the USA Information Technology Enabled Service companies in India are providing
services to domestic as well as offshore clients because of the availability of low cost
talented English speaking employees. The growth ofoutsourcing industry in India is
impressive and companies are providing services in low-end as well as in high-end
services. However, sustaining this impressive growth is not possible always as these
companies are facing continuous challenges in terms of competition, global slowdown,
scarcity of talent, attrition of employees, and many other HR and technology related
issues. The present study investigates the challenges of the ITES companies in India. It

60
discusses the problems, preventive measures and strategies followed by the ITES
companies using case study methods.

Sudhashree V P, K.Rohit and K Srinivas (2010) in the Indian Journal of on

Occupational and Environmental Medicine on “Issues And Concerns Of Health Among
Call Center Employees”, talks more about the Burnout Stress Syndrome (BOSS),
which is the result of continuous noise pollution by way of sudden high frequency acoustic
shocks and musculoskeletal disorders. Subramanian S. and M. Vinothkumar (2009)
“Hardiness Personality, Self-Esteem and Occupational Stress among IT Professionals”
published in Journal of the Indian Academy of Applied Psychology. (Vol. 35, Special
Issue, 48-56). This paper said that the preoccupation with tight work schedules, offering
time bound business solutions to varied and complex problems within deadline etc are a
typical work life characteristic of IT professionals. Enhancing the strength of
individuals‟internal resources such as hardiness and self-esteem are assumed to act as
buffer while encountering any stressful events in occupational life. Present study was
conducted to examine relation among hardiness personality, self-esteem and
occupational stress index among IT professionals.
TomislavHernaus, RokŠkrinjar and Mojca G Indihar Štemberger (2007) in their
paper sated that the extensive literature on business process management suggests that
organizations can enhance their overall performance by adopting a process view of
business. It has been shown in previous studies that the companies which have reached
higher business process maturity level consistently outperform those that have not reached
them. The paper presents the results of the empirical research that confirms the impact of
business process orientation on organizational performance in transition economy by using
structural equation modeling.
Upadhyay and Singh (1999) in Journal of Labour Research found that the executive as
well as the teachers experienced a moderate level of stress, the executives experienced
more stress than the teachers did. The results revealed a significant difference between
these two groups on the experience of stress due to factors such as role overload, intrinsic
impoverishment and status variable.
Verma Poonam in her study “Personal Management System and there impact on
performance of executive in selected public enterprises: Department of Economics, Delhi
University, covered the personal systems and procedures established as the corporate level
affecting the executives above the level of supervisors.

61
 HYPOTHESIS OF THE STUDY:

H1: There is a significant relation between HR and today’s corporate world.

H2: There is no significant relation between HR practices and today’s corporate word.
H3: There is a relation between awareness and satisfaction of employees .

62
 LIMITATIONS OF STUDY

The focus of study will be the BP0 industry. which is known for its high attrition rate. It
will focus on the employees as well as the HR. • In conducting interviews. the employees
as well as the HR will be biased towards their own viewpoints and these may not gel with
each other. Being a researcher. we cannot focus on a particular viewpoint. We will need to
focus on viewpoints of the employees as well as the HR. It is possible that the information
provided by either the employees or the HR may not he correct, so we x% ill have to work
in a margin of error.

The BPO industry is a very varied industry. There are companies of all sizes, and within
the companies itself. there are outsourced processes that may vary in size and number.
Each of these processes will have their own sets of strengths and weaknesses. So, it can be
safely assumed that the primary data will be very varied and every changing. so it may not
be possible to accurately represent the industry.

63
The amount of literature on the issue of BPOs is limited, and this too, is focused more
towards the companies and the HR rather than the employees. Some bias may occur in the
secondary data as well.

Finally, sine the area of research is limited to the Delhi-NCR regions. it is not indicative of
the industry as a whole.

64
 RESEARCH

METHODOLOGY

65
 Research methodology

This research study was undertaken to provide an insight into the significant role of
effective human resource management in the BPO organization. Business dynamics based
on globalization has placed increased pressure on firms to become more competitive and
profitable. Organizations use various strategies to remain competitive. Outsourcing
activities have gained importance and have increasingly emerged as a. key strategic tool in
achieving cost reduction, quality and delivery improvement. cycle time reduction, and
improved responsiveness to customer, competitive and financial market demands.
Outsourcing efforts has been predominantly driven by cost savings, but there are other
strategic drivers as well. These include access to superior quality of goods, services and
labour: improved flexibility with respect to lean 'production cycles: quickness in response
times: and the ability to focus on a core set of activities and increased responsiveness to
market changes. Human Resource Management (HRM) plays a key role in today's ever
changing business environment and competitive marketplace. Best HR Practices has
become a major goal of the organization, HRM major importance is attached to best
practices and Human Resources function has to play a more strategic and business
partnership role.

The research has been done-to find the impact of best FIR Practices in Organization. FIR
practitioners engage in a set of proactive roles defined along two axis: strategy versus
operations. and process versus people. The four key roles that emerge are strategic partner,
administrative expert, employee champion and change agent. In the strategic partner role,
the HR executive partners with line managers to help them reach their goals through
effective strategy formulation and strategy execution. Change agents are responsible for the
delivery of organizational transformation and culture change. Administrative experts
constantly improve organizational efficiency by re-engineering the HR function and other
work processes such as introducing shared services'. The employee champion combines a
focus on people along with a focus on day-to-day operational issues.The research tools
used to collect the data is primary and secondary:

66
The present study is confined to cover human resource practices Study has been conducted
at managerial level of employees to present comprehensive picture of human resource
environment. Data is collected from 165 managerial level employees. Collected data was
put to plan statistical analysis using SPSS package. The tools, which were employed to test
the drafted hypothesis for analysis included: Analysis of Variance (ANOVA) and
Correlation Analysis. The demographic factors such as qualification, gender, marital status,
level of management, income and age, were taken into consideration. Regarding
Qualification, it was seen that 40.3% respondents were postgraduates i.e. they were well
qualified in their respective specializations. 36.5% were graduates and 22.7% were
Diploma holders. As far as Gender is concerned an over whelming 93% of managerial
employees were male. A large number, i.e. 86% were married. The managers are
categorized in Top level, Middle level and Junior level Top level management comprises
of Chief Executives, Senior Vice-Presidents, Vice-Presidents; Middle level includes Senior
Managers, Chief Managers, Managers and Deputy Managers while Junior level includes
Assistant Managers, Entry level Officers or Shift Officers. Annual income ranged from
more than 5 lacs (14.2.%) to under 2 lacs (37%). A majority of respondents (52.6%) are in
the 25-35 years age group and very few (2.4%) in the 55-65 years age group.

Various study has been undertaken to know the fact of BPO. We can find number of books,
journal_ articles and study on BPO but the efforts taken by the HR team in retaining the
young talent has always been overlooked by everyone. As young talent are attracted
towards BPO, they lose their health and many other things to be in the industry (that we
can explore and learn in future studies) in the same way even company works upon its
method in retaining such talents. The steps taken by the HR team and department cannot be
overlooked. The efforts put in by the HR team needs to get some limelight. As BPO
industry has always been looked upon from a young professionals point of view. being an
researcher I want to look at this matter from both the prospects. The research aims to
establish the best practices used in retaining talent and their - effectiveness.

67
CHAPTER – IV

68
 QUESTIONNIER

Q.1) For how long have you being working for this company ?

a) Less than 1year

b) 1-5 years
c) 5-10 years
d) More than 15 years

Sales

10%

30%
less than 1 year
1-5 year
5-10 year
40% more than 15 years

20%

69
Q.2 What types of tanning and program is under gone here?

a) on the job training

b) off the job training

c) case study

d) class room training

13%
22%

on the job training

22% off the job training

case study
class room tranin

43%

70
Q.3 Do you think whether learning occurs without a formal training course?

a)yes

b)no

40% yes
no

60%

71
Q.3 our organization place the right person in the right job?

A) strongly agree

b) agree

b) disagree

c) undecided

13%
22%

strongly agreed
agree
sdisagree
33% undecided

32%

72
Q.4 Selection of the candidate in our organization is strictly based on his or her
merit?

A) strongly agree

b)agree

c) disagree

d)undecided

Sales

20%

40% strongly agree

agree
disagree
undecided
30%

10%

73
Q.5 Our organization places the right person in the right job?

A) strongly agree

b)agree

c) disagree

d)undecided

13%

25%

strongly agreed
agree
disagree

12% undecided

50%

74
Q.6 The induction of your organization structure and policies?

A) strongly agree

b)agree

c) disagree

d)undecided

13%

32%
strongly agreed
agree
disagree
33% undecided

22%

75
Q.7 Adequate and relevant information about the organization and the job is
provided to the candidate at the time of recruitment?

A) strongly agree

b)agree

c) disagree

d)undecided

Sales

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

76
CHAPTER –V

77
 FINDINGS OF THE STUDY
1.] 97% of the human resources practices respond that their organization rehire former
employees .whether 3% have responded they of not rehire former employees.

2.] Among 66 respondent 12 respondent that they have formal policy regarding rehiring
former employees and 52 of them say there is no formal policy .

3.] nearby 81.25% of the respondent say that there is no formal rehiring policy for hiring
former employees where as 18.75% of the human resources say that they have a formal
written policy available .

4.] Among 64 respondent 21 say that rehiring former employees is very important to the
organization. While 35 of them is quite important where as 8 of them felt that it is not so
important .

5.] 32.8% felt that rehiring is very important of the organization and 54% felt that it is not
important .that is overall 87% felt that rehiring employees is important and it would bring
benefits of the organization .

6.] 32% of them do not keep track of the former employees where as 1.6% of the
respondent reminded silent on the this query while 65.6 keep track of the former .

7.] 56% of respondent felt that they follow specific strategy to attract former employees
13% felt that they attract to some strategy while 7% gave no responses .

8.] 87.5% of the human resources they do not follow any attract while 47% to they follow
some strategy 78% of the HR practices reminded silent on this query .

9.] Nearby 54 of the human resources practices felt that rehiring former employees will
result in cost saving of the organization while 10 out of 64 human resources they there is
no significant cost saving .

78
 CONCLUSION

In the present competitive world, giving employees nice environment to work with, that

enables the company to retain talents, the above said practices are conceived and

implemented and found successful by the leading companies in India. It is found that

convergence of practices of different companies in different HR areas, if any company

wants to apply those practices that will benefit for the company to become more

competitive in the global market.

Considering the HR Practice, Career Planning for employees in units, emphasis should be
laid on occupational advancement, which is clear and easy to measure. A well-structured
Career Planning system should be incorporated through HR Practices, which gives clarity
of career progression to the employees in their organizations. The employees in these
selected units should also be given motivation through rewards and recognition. Rewards
could be monetary or non-monetary depending upon the performance of an employee and
the company policy. But the good work and efforts of an employee must be recognized
from time to time so that he is always charged up to perform better each time.To meet the
ever-growing challenges of these units, organizations must not overlook extra benefits for
their employees. Employee Satisfaction and commitment can see a remarkable upward
trend if extra benefits such as Loans for house building, Education assistance for children,
Leave travel concession, Fair price shops, Recreational facilities, Loans for purchasing
personal conveyance and host of other facilities like convenient & affordable health and
medical services and easy banking facilities are provided to employees. They must
understand the importance of an employee who is leaving his job. Reasons behind his
decision to quit must be acknowledged with full attention. For this the Exit Policy of the
firm must be determined with full attention; the Exit Policy of the firm must be very clear
and specific. Organizations can also provide welfare facilities either internally by means of
a counseling service or externally through an agency which runs Employee Assistance
Programmes (EAPs). These services can be availed of on contractual basis. They provide a
24 hour phone service giving employees and their families‟ access to counseling on a
range of problems including stress, alcohol and drug abuse, marital breakdown, financial
and legal problems. This can also help the employees in attaining a stress free and healthy

79
mental peace that will lead them to efficient work-life balance. To meet demand of the
hour the existing 3-tier management system must be clearly defined in the organizations
where employees at all levels should have high levels of Job Satisfaction. This can be
achieved by undertaking measures such as Job Enrichment, Job Enlargement, Job Rotation
and Job Analysis from time to time. Job Enrichment explicitly focuses on the task as a
source of relief from monotony. It helps in defining specific ways to add complexity and
meaningfulness to an employees work. Through Job Enlargement, the organisation can
increase the number of tasks for their employees and combine them along with added
responsibilities throughJob Enrichment. The practice of moving employee form one job to
another through Job Rotation also reduces job boredom and helps the organizations to
develop a flexible workforce at all the levels of management. The overall analysis of the
job can be thus done to see the levels of improvement and effectiveness in Job Satisfaction.
The HR Practices must emphasize on employee commitment as it is a two way process.
Employees cannot be expected to be committed unless management demonstrates that it is
committed to them. Therefore, a climate of trust by being honest to people, treating them
fairly and helping in their skill development must be developed throughprocess of regular
consultation and participation. The researcher strongly recommends that the Unitsshould
embrace a paradigm shift from performance appraisal to performance management
systems. The „appraising‟ element should give way to managing the entire performance of
an individual within the department concerned. This means that the individual manager or
employee will be involved right from the objective or goal setting stage through the
process of defining of standards to the final evaluation of performance. This is a healthier
approach, as full participation of the employee concerned is elicited at every step. The
overall culture of the organisation improves with these interventions. It also promotes open
communication and consequent growth of both the individual and the organisation. When
employees have an active say in managing their overall performance, there is bound to be
an increased sense of involvement and consequently stronger organizational commitment
all levels in the 3 tier management system.

80
 QUESTIONNAIRE

Q.1] Reasponses from human resources practices if they rehire the former employees ?

o yes
o no

Q.2] Responses from the human resources practices whether they have a formal rehiring
policy in their organization ?
o yes
o no

Q.3] Percentage of responses from human resources practices whether they have formal
rehiring policy in their organization ?
o yes
o no

Q.4] Number of response from human resources practices whether they do rehire former
employees ?
o yes
o no

Q.5] percentage of response from human practices whether they do rehire former
employees ?
o yes
o no

Q.6] Show the percentage of response from human resources practices whether they do
rehire former employees ?
o yes
o no

Q.7] Response from human resources practices whether they follow any specific strategy
to attract former employees ?
o yes
o no

Q.8] Percentage of response from human resources practices whether they follow any
specific strategy to attract former employees ?
o yes
o no

Q.9] Response from the human resources practices whether the rehiring former employees
reduce cost to the organization ?
o yes
o no

81
 BIBLIOGRAPHY

 Alpesh B Patel and Hemendra Aran (2005).BPO: The Business

 Imperative. New Delhi: Tata Mc Graw-Hill Publishing Company Limited, 12, 17-
 20, 22-23, 25-29.
 Amit Bhargava (2010). Hr Concerns In The It Sector : from
 http://www.spancobpo.com/bpo.html - accessed on March 27th, 2010.
 Anandan Pillai (2007). HR Issues in BPO: from www.iupindia.in/506/HRM HR, Issues
-
 accessed on 23rd April 2008.
 Anandkumar V and Subhasish Biswas (2008). Business Process Outsourcing: New
Delhi,
 SAGE Publications, Response Books, Mathura Road, 10, 13-21, 39, 41,102-
 104,125-126.
 Anupama D Raina (2007). Management of Call Center – Boredom, Employee Attrition
 and Retention: from www.docstoc.com/callcenter research reports - accessed on
 15th June 2008.
 Article (2007). Issues and concerns of health among call center employees: from the
 website www.ijoem.com - accesssed on 3rd June2009.
 Article (2009). India’s IT-BPO market (including exports) could touch $285 billion in
 2020: from http://www.bpowatchindia.com/BPO Research.htm - accessed on
 February, 10, 2010.
 Article (2008). Emerging-trends-in HRM: from the site http://www.
 articlesbase.com/human-resources-articles - accessed on 5th December 2009.
 Article (2008). High attrition a big challenge: from rphrm.curtin.edu.au/ 2008/issue2 -
 accessed on 2nd July 2009.
 Article (2009). India’s IT-BPO market (including exports) could touch $285 billion in
 2020: from http://www.bpowatchindia.com /BPO_Research.htm - accessed on
 February, 10, 2010.
 Ashok Agarwal (2008).Challenge in the BPO industry is lack of discipline: from
 www.docstoc.com/callcenter kaleidoscope events, co - accessed on 10th march
 2009.
 Article (2007). Attrition-in-the-BPO: from www.bpoindia.org/research/attrition.shtml -
 accessed on 2nd September 2008.
 Article (2009). Job Hopping in the Indian BPO Industry: from the
 websitehttp://www.docstoc.com/docs - accessed on 31st Oct 2009

82
 Reference

3] Books:

-Human Resources Management" By Ashwathapa

"Human Resources Management" By Michael Armstrong

"Human Resources Practice analysis: Organizational applications" by Richard J. Niehaus

Journals & Articles:

1. Articles in Times of India, Indian Express

2. Practice of BPO Ltd

3. Documents of BPO Ltd

Websites:

www.citehr.corn

www.ask.com

www.wikipeclia.com www.hrgroup.cotii www.scribd.com

83
84