Arup Varma

HRM systems of Indian call centres:an exploratory study

This paper initially highlights the rapid growth in the call centre (CC) sector in developing countries like India. It then makes a case for the investigation of human resource management (HRM) systems of call centres in India. The analysis is based on a two-phase empirical study. Phase one examines the nature and pattern of HRM systems and phase two the emerging issue of attrition in Indian call centres. A mixed research approach comprising in-depth interviews and questionnaire survey was adopted to conduct the investigation. Against the established norms of Indian organizations, the findings highlight the existence of formal, structured and rationalized HRM systems. Core reasons for the increasing levels of attrition are highlighted. The analysis further provides useful information both for academics and practitioners and opens avenues for future research.

The impact of ratee's disability on performance judgments and choice as partner : The role of disability-job fit stereotypes and interdependence of rewards

An experiment assessed the impact of disability-job fit stereotypes and reward interdependence on personnel judgments about persons with disabilities. Students (N = 87) evaluated 3 confederates. The experiment varied disability of the target confederate (dyslexia vs. nondisabled), task, and dependence of rater rewards on partner performance. Two disability-task combinations represented stereotypical poor fit and good fit. Dependent variables were performance evaluations, performance expectations, and ranking of target as a partner. There was negative bias against the confederate with dyslexia in poor-fit conditions. In the interdependent reward condition, there was a negative main effect for disability, regardless of fit. No effects for disability were found on performance ratings or expectations. Results indicate the need to consider disability-job fit stereotypes and consequences to raters when assessing the impact of disability on personnel judgments.

Why are women left at home: are they unwilling to go on international assignments?

Increasing numbers of women may be climbing the corporate ladder, but when it comes to sending managers on overseas assignments, women are staying home. Is it that women are not interested in international careers, that for some reason companies are reluctant to send women abroad, or that women in foreign countries experience prejudice that prevents them from being effective on their jobs? Our results, based on an extensive survey of female expatriates and their supervisors, indicate that the key may lie in the significantly different views the women and their supervisors hold on the womens interest in pursuing international assignments and in their expectations concerning the prejudice they are likely to encounter. In short, these parties typically do not openly discuss the issues surrounding this important management decision. In addition to presenting the results of our survey, this article discusses strategies to encourage companies to consider women for international assignments and that women can use to increase their chances of being considered. It also presents suggestions for future research.

Insights into the Indian Call Centre Industry: Can Internal Marketing Help Tackle High Employee Turnover?

Purpose – Increasing turnover of frontline staff in call centres is detrimental to the delivery of quality service to customers. This paper aims to present the context for the rapid growth of the business process outsourcing (BPO) sector in India, and to address a critical issue faced by call centre organisations in this sector – the high employee turnover. Design/methodology/approach – Following a triangulation approach, two separate empirical investigations are conducted to examine various aspects of high labour turnover rates in the call centre sector in India. Study one examines the research issue via 51 in-depth interviews in as many units. Study two reports results from a questionnaire survey with 204 frontline agents across 11 call centres regarding employee turnover. Findings – This research reveals a range of reasons – from monotonous work, stressful work environment, adverse working conditions, lack of career development opportunities; to better job opportunities elsewhere, which emerge as the key causes of increasing attrition rates in the Indian call centre industry. Research limitations/implications – The research suggests that there are several issues that need to be handled carefully by management of call centres in India to overcome the problem of increasing employee turnover, and that this also demands support from the Indian government. Originality/value – The contributions of this study untangle the issues underlying a key problem in the call centre industry, i.e. employee turnover in the Indian call centre industry context. Adopting an internal marketing approach, it provides useful information for both academics and practitioners and suggests internal marketing interventions, and avenues for future research to combat the problem of employee turnover.

The role of interpersonal affect in performance appraisal: evidence from two samples – the US and India

The interpersonal affect, a li ke–dislike relationship between a supervisor and his/her subordinate, has traditionally been conceptualized as a source of bias in performance appraisals. However, some researchers have argued that the interpersonal affect may not be a bias, especially where it develops as a result of past performance. In this field study, using data from 190 supervisors in the US, and 113 supervisors in India, we delineate the relationship between interpersonal affect and performance ratings. In both samples, interpersonal affect and performance level were found to have significant effects on performance ratings. Results from the US sample indicated that raters are able to separate their liking for a subordinate from actual performance when a ssigning performance ratings, suggesting that the interpersonal affect does not operate as a bias in the appraisal process. Results from the Indian sample, however, suggest that supervisors inflate ratings of low performers, suggesting that local cultural norms may be operating as a moderator.

A comparative study of the impact of leader‐member exchange in US and Indian samples

In this empirical study, the authors compared the workings of LMX between two countries: India and the United States. Data from 162 supervisor‐subordinate dyads in India and 102 dyads in the US was analysed to examine the impact of subordinate LMX ratings on their evaluation of supervisor performance. Results revealed significant differences in the workings of LMX in the two countries, especially as viewed from the subordinate’s point of view.

Different perspectives on selection for international assignments: the impact of LMX and gender

Considers the success of the Leader‐Member exchange (LMX) model tested over various populations. States that it has not been tested in the selection of employees for international assignments. Attempts to use this model to explain why females may not be selected or offered these roles. Concludes that initial results suggest that LMX quality may play a major role in international assignment selection and provides some implications for future research.

Linking distributive and procedural justice to employee engagement through social exchange: a field study in India

Research linking justice perceptions to employee outcomes has referred to social exchange as its central theoretical premise. We tested a conceptual model linking distributive and procedural justice to employee engagement through social exchange mediators, namely perceived organizational support (POS) and psychological contract, among 238 managers and executives from manufacturing and service sector firms in India. Findings suggest that POS mediated the relationship between distributive justice and employee engagement, and both POS and psychological contract mediated the relationship between procedural justice and employee engagement. Theoretical and practical implications with respect to organizational functions are discussed.

Women and international assignments: the impact of supervisor-subordinate relationships

During the past two decades, more and more organizations have been going global, and, as a result, more and more employees are being sent on international assignments. For the most part, though, the percentage of females being sent on these assignments is much lower than the percentage of males. Several recent studies have suggested that the supervisor-subordinate relationship might be a critical determinant of who gets selected for expatriate assignments. To explore this issue in some detail, the leader-member exchange (LMX) model is used to examine the link between supervisor-subordinate relationships and selection for international assignments. Strategies that female employees can use to improve their chances of being sent on international assignments are also suggested.

The role of HR in cross-border mergers and acquisitions:the case of Indian pharmaceutical firms

Mergers and acquisitions (M&) are increasingly becoming a strategy of choice for companies attempting to achieve and sustain competitive advantage. However, not all M&As are a success. In this paper, we examine the three main reasons highlighted in the literature as major causes of M&A failure (clashing corporate cultures, absence of clear communication, and employee involvement) in three Indian pharmaceutical companies, and we analyze the role played by the HR function in addressing them. Also, we discuss the importance of gaining the commitment and focus of the workforce during the acquisition process through employee involvement.