Indian Call Centers: Motivation and Job Satisfaction

The purpose of this study is two-faceted. The first component of the study purpose is to identify the major factors that affect the motivation and job satisfaction of call centre agents in Indian call centre companies. The second component of the study purpose is to determine how the effects of these factors varied in relation to the demographic and personal characteristics of call centre agents in Indian call centre companies.

Two research questions are investigated through the conduct of this study. The two research questions are as follows:

1. What factors most affected the motivation and job satisfaction of call centre agents in Indian call centre companies?

2. How were levels of job satisfaction among call centre agents working for call centre companies in India affected by agents' perceptions of empowerment and organisational commitment?

The research sample is 92 call centre agents selected on a voluntary basis from 12 call centre operations. The members of the research sample completed the Job in General Scale of the Job Descriptive Index. The members of the research sample also provided self-ratings of organisational empowerment and organisational commitment.

Data required to investigate the research questions and test the hypotheses ere obtained through a mail administration of the Job Descriptive Index instrument to call centre agents included in the research sample. A copy of the Job Descriptive Index instrument is in the study as an appendix

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oped the twofactor model of motivation that is often confused with Maslow's hierarchy of needs. The twofactor model divided the factors involved in an individual's organisational life into hygiene factors and motivation factors. Maslow's hierarchy of needs and Herzberg's twofactor model are not identical. Herzberg (1966, p. 160) included such factors as compensation, working conditions, and so forth in the hygiene group. An unsatisfactory status of any of these hygiene factors could result in a disincentive for the individual to perform productively. By contrast, however, a satisfactory status for the factors would not motivate the individual to exceptional levels of performance. Herzberg's motivational factors included such things as opportunities to achieve, opportunities to gain responsibility, and so forth, as motivational factors in the organisational life of an individual, the absence of which would not result in any disincentive to perform. A satisfactory status for these factors would motivate an individual to seek exceptional levels of performance. Herzberg's (1966, pp. 160-163) twofactor theory continues to be tested. One such test found that public sector workers tended to value extrinsic, or hygiene, facto

Category: Business - I