49434494 the factors that affect employee turnover of call center agents in it park cebu city

8/6/2019 49434494 the Factors That Affect Employee Turnover of Call Center Agents in It Park Cebu City

http://slidepdf.com/reader/full/49434494-the-factors-that-affect-employee-turnover-of-call-center-agents-in 1/52

APPROVAL SHEET

This research entitled: “The Factors that Affect Employee Turnover of Call

Center Agents in IT Park, Cebu City” prepared and submitted by Barcenas, Karl Rainier

R., Cagula, Jane Carressa Mae T., Gelacio, Kim L., Gongon, Aldwin, Nantes, Dean

Anthony, Rosit, Jia Angelique R., Sasuman, Chris Vincent D., Tsai, Ken Michael A., in

partial fulfilment of the requirements for the course AC 527 ACCOUNTING

SYNTHESIS, has been examined and is recommended for Oral Presentation..

Marissa M.Baldecir,CPA,DCM Mr. Nivolas Alesna

Adviser Discussant

1



Abstract of the Study

The primary purpose of this study is to help call center companies identify on

what aspects they have to improve to lessen the employee turnover rate. The

respondents were the call center agents in Asia Town IT Park Cebu City and focused

on the call center companies located in that area. Self-administered questionnaires

were distributed to the respondents to gather data.

Results have verified income, working relationship with co-workers, and balance

with work and personal life as key factors that would really affect the decision of the

employee to stay or transfer to a better company or seek for a more stable job. Those

factors alone could be the cause of high turnover and could diminish the company’s

employee standards if the employees keep on changing.

The researchers would suggest that future researches should include the way of

living of the Cebuanos and the culture of the city. The above stated are vital in knowing

the kind of employee the company would employ and could tailor trainings, seminars

and team building activities that would improve their quality of work in their company.

The researchers would also like to suggest that future studies involving this problem

include the stand of college students and high school graduates as with regards to

working in call centers as a long term career option to broaden up the scope of the

research.

2



LIST OF TABLES

Title Page No.

4.1 Call Center Companies and Number of Respondents 20

4.2 Level of Satisfaction of Respondents 20

4.3 Duration of Employment 21

4.4 Job Expectation 22

4.5 Monthly Income of the Respondents 22

4.6 Relevance of Income to the Decision to Stay with the Company 23

4.7 Level of Recognition the Respondent Receives from the Company 24

4.8 Relevance of Recognition 24

4.9 Level of Rewards 25

4.10 Relevance of Rewards 25

4.11 Level of Balance between Job and Personal Life 26

4.12 Relevance of the Balance 27

4.13 Level of Relationship with Co-workers 27

4.14Relevance of the Level of Relationship with Co-workers 28

4.15 Search for a more Stable Job 28

4.16 Search for a more Secure Job 29

3



TABLE OF CONTENTS

Page

Cover Page

Approval Sheet i

Abstract ii

List of Tables iii

Chapter

1 INTRODUCTION

Rationale of the study 1

THE PROBLEM

Statement of the Problem 2

Significance of the Study 2

Scope and Limitations 3

DEFINITIONS OF TERMS 3

2 THEORETICAL BACKGROUND

Review of Related Literature 4

Theoretical Framework 5

Conceptual Framework 13

4



3 RESEARCH METHODOLOGY

Research Design 15

Research Environment 16

Research Respondents 16

Research Procedures 18

Gathering of Data 18

Treatment of Data 19

Research Instrument 19

4 PRESENTATION, ANALYSIS AND INTERPRETATION

OF DATA 20

5 SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATION 30

BIBLIOGRAPHY 33

APPENDICES

A Transmittal Letter 34

B Survey Instrument 36

C Curriculum Vitae 39

5



CHAPTER I

INTRODUCTION

“How long do employees tend to stay?” Employee turnover is a ratio comparison

of the number of employees a company must replace in a given time period to the

average number of total employees. The call center agents turnover is one of the

biggest problems that call center managers face today. It has a huge impact on the

costs and the quality of service. The rate of turnover differs by area of the country,

employment factors in a specific region or city and by industry. There is a lower turnover

in more specialized, higher level jobs and in union environments. Turnover rate is much

higher in routine, order-taking positions or in outbound telemarketing where burnout is

high.

Many factors play a role in the employee turnover rate of any company, and

these can stem from both the employer and the employees. This paper provides the

factors on why call center agents transfer from one company to another.

The rationale is to know and verify the key factors that affect employee turnover

of different call centers in IT Park, Lahug, Cebu City. In which these factors affect

companies that wants to have a minimal cost of employment. Due to employee

turnover, cost of trainees employed are getting higher each time an employee resigns

they are replaced with new employees that may be less beneficial to the company

because a trainee may or may not pursue due to these factors.

6



There are not much gaps between other related studies. They basically have the

same factors that affect employee turnover such as low salary, the environment,

benefits, and others. In our present economy, job opportunities are rare. But with the

boom in Business Process Outsourcing (BPO) in our country, it has paved the way for

call center companies in Cebu. Knowing this, the researchers would want to know and

verify factors that affect employee turnover in these companies.

THE PROBLEM

Statement of the Problem

The impact of employee turnover has received considerable attention by senior

management, human resources professionals and industrial psychologists. It has to be

one of the most costly and seemingly intractable human resource challenges

confronting organizations.

Purpose

The goal of this study is to identify the causes of the high turnover rate in call

center companies in IT Park, Cebu City.

Significance of the Study

The researchers chose this study to help call center companies identify on what

aspects they have to improve to lessen the employee turnover rate.

7



Scope and Limitation

The study will focus on call centers in IT Park, Lahug, Cebu City. Thus, the study

is limited to those call centers who have given their approval namely Convergys, Stream

Global Solutions, Aegis People Support, LWS Media and Qualfon. The respondents

taken are those who are currently working for the said companies.

Definition of Terms

The following are the terms used in this study:

Employee Turnover is a ratio comparison of the number of employees a company must

replace in a given time period to the average number of total employees.

Call Centers refer to the branch where agents are the ones receiving phone call for your

assistance.

Call Center Agent is a person who handles incoming or outgoing customer calls for a

business. A call center agent might handle account inquiries, customer complaints or

support issues.

IT Park is the place where we conduct our study located at Lahug across Waterfront

Hotel and Casino.

Business Process Outsourcing (BPO) is a subset of outsourcing that involves the

contracting of the operations and responsibilities of specific business functions (or

processes) to a third-party service provider.

8



Chapter II

THEORETICAL BACKGROUND

This chapter gives added information from related studies that would supplement

the present research.

REVIEW OF RELATED LITERATURE

Existing Study

The employee turnover causes a considerable attention on the senior

management, in many companies and industries. It has been one of the most costly and

seemingly intractable human resource challenges confronting organizations. This

research provides a summary of information, abstracted from published research, costs

of turnover and factors contributing to its magnitude in organizations, and proposed

remedies.

There are a number of costs incurred as a result of employee turnover. These

costs are derived from a number of different sources, a few of which are listed.

Recruitment of replacements, including administrative expenses, advertising, screening

and interviewing, and services associated with selection, such as security checks,

processing of references and possibly, psychological testing.

Costs of training, including supervisory and coworker time spent in formal training, as

well as the time that the worker in training must spend off the job.

9



There are a number of factors that contributes to employee turnover. The

researchers explore some of the factors.

The economy. One of the most common reasons given for leaving is the

availability of higher paying jobs. Some minimum wage workers report leaving one job

for another that pays only 50 cents an hour more. Obviously, in a better economy the

availability of alternative jobs plays a role in turnover.

The performance of the organization is another reason given in economic

difficulty which will also raise the specter of impending layoffs. Workers believe that it is

rational to seek other employment.

The organizational culture. Much has been written about organizational culture. It

is sufficient to note here that the reward system, the strength of leadership, the ability of

the organizations to elicit a sense of commitment on the part of workers, and its

development of a sense of shared goals, among other factors, will influence such in-

dices of job satisfaction as turnover intentions and turnover rate.

The characteristics of the job are intrinsically more attractive than others. A job's

attractiveness will be affected by many characteristics, including its repetitiveness,

challenge, danger, perceived importance, and capacity to elicit a sense of

accomplishment. A job's status is also important, as are many other factors.

Unrealistic expectation. Another factor is the unrealistic expectations and general

lack of knowledge that many job applicants has about the job at the time that they

receive an offer. When these unrealistic expectations are not realized, the worker

becomes truthful to their self and decides to quit.

10



The traditional call center began soberly in 1980s. In that time, the call center

location was only based mostly on the viability of a technical infrastructure and the need

of young and transient workers. When telecommunication networks are widely used, the

number of call centers was also enhanced. In 1990s companies engaged in outsourcing

business but the expenses must be reduced. With predetermined connectivity and

operating costs, less expensive labor can be a solution. Companies started to search

for a cheaper labor force outside US which is now feasible using a reliable

telecommunications network. With this, offshore outsourcing was done which gives

satisfying solution to certain markets.

The so called home-based or virtual customer service center was introduced in

the late 1990s. This model had helped to reduce costs. The geographical hurdles for

hiring service professionals were also removed. Now, clientele can pay a smaller

amount but still calls will be answered by trained employees. In an analysis, the virtual

call center was viewed as a solution to highly seasonal businesses such as selling of

flowers for Valentine’s Day. Moreover, home shopping networks which need extra

personnel who will serve their clients, found the flexibility of home-based centers.

The Home-Based Model

Why do people need to come into an office to help customers? This question was

answered by outsourced call center industry by improving business products, creating

employment openings, safeguarding the environment and serving the people struggle

globally.

12

http://www.callcenterphilippines.net/call-center-history.html

http://www.callcenterphilippines.net/call-center-history.html



The Clients

Virtual call center can handle even the most complex transactions from financial

institutions, healthcare corporations, information technology firms and other

organizations.

The Services

Virtual call centers provide wide range of services that will help the businesses to

avoid sale fluctuations in real-time. The new service feature is the high-touch offering

being provided through home-based employees that include IT help desk support,

collections, and sales.

The Employees

At first, the workforce mostly composed part-time personnel. Some are

performing home-based positions to complement their full-time jobs, while others stay-

at-home. Now, virtual call centers suggest stable work environment with more than 80

percent full-time employees. The employees perform their job more seriously, which

results to less turnover and high rate of customer satisfaction.

The Future

The at-home phenomenon was invented by analysts at Robert Baird & Co., the

fastest growing area of the call center market. IDC ( News - Alert) reported that the

number of at-home C Cps will triple by 2010. Baird said that the use of at home agents

can connect to a 10-15 percent cost cutback and increased agent productivity of up to

10 percent for clients. Truly, home-based contact centers reduce costs while increasing

13

http://www.callcenterphilippines.net/news-blog/home-based-call-centers-in-the-philippines.html

http://www.callcenterphilippines.net/news-blog/home-based-call-centers-in-the-philippines.html



the quality of service. (http://www.callcenterphilippines.net/news-blog/the-history-of-

contact-center.html)

A call center or call center is a centralized office used for the purpose of receiving

and transmitting a large volume of requests by. A call center is operated telephone by

a company to administer incoming product support or information inquiries from

consumers. Outgoing calls for telemarketing, clientele, product services, and debt

collection are also made. In addition to a call center, collective handling of letters,

faxes, live chat, and e-mails at one location is known as a contact center.

A call center is often operated through an extensive open workspace for call

centre agents, with work stations that include a computer for each agent,

a telephone set/headset connected to a telecom switch, and one or more supervisor

stations. It can be independently operated or networked with additional centers, often

linked to a corporate computer network,

including mainframes, microcomputers and LANs. Increasingly, the voice and data

pathways into the center are linked through a set of new technologies called computer

telephony integration (CTI).

Most major businesses use call centers to interact with their customers.

Examples include utility companies, mail order catalogue retailers, and customer

support for computer hardware and software. Some businesses even service internal

functions through call centers. Examples of this include help desks, retail financial

support, and sales support.

14

http://www.callcenterphilippines.net/news-blog/the-history-of-contact-center.html


http://en.wikipedia.org/wiki/Telephone

http://en.wikipedia.org/wiki/Company

http://en.wikipedia.org/wiki/Telemarketing

http://en.wikipedia.org/wiki/Live_chat

http://en.wikipedia.org/wiki/E-mails

http://en.wikipedia.org/wiki/Customer_representative




http://en.wikipedia.org/wiki/Headphones


http://en.wikipedia.org/wiki/Telecom_switch

http://en.wikipedia.org/wiki/Computer_network

http://en.wikipedia.org/wiki/Mainframe_computer

http://en.wikipedia.org/wiki/Microcomputer

http://en.wikipedia.org/wiki/Local_area_network

http://en.wikipedia.org/wiki/Computer_telephony_integration





http://en.wikipedia.org/wiki/Company

http://en.wikipedia.org/wiki/Telemarketing

http://en.wikipedia.org/wiki/Live_chat

http://en.wikipedia.org/wiki/E-mails





http://en.wikipedia.org/wiki/Telecom_switch

http://en.wikipedia.org/wiki/Computer_network

http://en.wikipedia.org/wiki/Mainframe_computer

http://en.wikipedia.org/wiki/Microcomputer

http://en.wikipedia.org/wiki/Local_area_network





Dynamics

Types of calls are often divided into outbound and inbound . Inbound calls are

calls that are made by the consumer to obtain information, report a malfunction, or ask

for help. These calls are substantially different from outbound calls, where agents place

calls to potential customers mostly with intentions of selling or service to the individual.

It is possible to combine inbound and outbound campaigns.

Call center staff are often organized into a multiple support system for a more

efficient handling of calls. The first tier in such a model consists of operators, who direct

inquiries to the appropriate department and provide general directory information. If a

caller requires more assistance, the call is forwarded to the second tier, where most

issues can be resolved. In some cases, there may be three or more tiers of support

staff. If a caller requires more assistance, the caller is forwarded to the third tier of

support; typically the third tier of support is formed by product engineers/developers or

highly skilled technical support staff of the product.

Differences

Call centers have their critics, some of which argue that the work atmosphere in

such an environment is DE-humanizing. Others point to the low rates of pay and

restrictive working practices of some employers. There has been much controversy over

such things as restricting the amount of time that an employee can spend in the

toilet. Furthermore, call centers have been the subject of complaints by callers who find

the staffs often do not have enough skill or authority to resolve problems, while the

15



dehumanized workers very often exhibit an attitude of apathy to even the most abusive

customer.

Owing to the highly technological nature of the operations in such offices, the

close monitoring of staff activities is easy and widespread. This can be argued to be

beneficial, to enable the company to better plan the workload and time of its employees.

Some people have argued that such close monitoring breaches human rights to privacy.

CRITICISM AND PERFORMANCE

Criticisms of call centers generally follow a number of common themes, from both

callers and call center staff. From callers, common criticisms include:

Operators working from a script

Non-expert operators (call screening)

Incompetent or untrained operators incapable of processing customers' requests

effectively

Overseas location, with language and accent problems

Touch tone menu systems and automated queuing systems

Excessive waiting times to be connected to an operator

Complaints that departments of companies do not engage in communication with

one another

Deceit over location of call center (such as allocating overseas workers false

English names)

Requiring the caller to repeat the same information multiple time

16



Common criticisms from staff include:

Close scrutiny by management (e.g. frequent random call monitoring)

Low compensation (pay and bonuses)

Restrictive working practices (some operators are required to follow a pre-written

script)

High stress: a common problem associated with front-end jobs where employees

deal directly with customers

Repetitive job task

Poor working conditions (e.g. poor facilities, poor maintenance and cleaning,

cramped working conditions, management interference, lack of privacy and noisy)

Impaired vision and hearing problems

Rude and abusive customers

The net-net of these concerns is that call centers as a business process exhibit levels of

variability. The experience a customer gets and the results a company achieves on a

given call are almost totally dependent on the quality of the agent answering that call.

Call centers are beginning to address this by using agent-assisted voice solutions to

standardize the process all agents use.

CALL CENTERS IN THE PHILIPPINES

Call centers began in the Philippines as plain providers of email response and

managing services, these have industrial capabilities for almost all types of customer

relations, ranging from travel services, technical support, education, customer

17

http://en.wikipedia.org/wiki/Call_center

http://en.wikipedia.org/wiki/Philippines

http://en.wikipedia.org/wiki/Customer_relations


http://en.wikipedia.org/wiki/Travel_services

http://en.wikipedia.org/wiki/Technical_support


http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Customer_care


http://en.wikipedia.org/wiki/Call_center

http://en.wikipedia.org/wiki/Philippines



http://en.wikipedia.org/wiki/Travel_services


http://en.wikipedia.org/wiki/Education




care, financial services, and online business to customer support, online business to

business support.

The call center industry is an up-and-coming industry in the Philippines. Business

Process Outsourcing (BPO) is regarded as one of the fastest growing industries in the

world.

The Philippines is also considered as location of choice due to its less expensive

operational and labor costs. In 2007, The Philippines remain as a top BPO destination

for the estimated $150-billion business process outsourcing industry.

TOP TEN CALL CENTERS IN THE IT PARK:

• Qualfon Philippines

• Aegis Peoples Support

• Convergys Corporation

• Xlibris Philippines

• Wipro BPO Philippines

• Stream Global Services

• Icomm International

• LWS Media

• Global Sky

• Stream Global

18


http://en.wikipedia.org/wiki/Financial_services

http://en.wikipedia.org/wiki/Business_Process_Outsourcing


http://www.callcenterphilippines.net/alabang-muntinlupa/etelecare-global-solutions-alabang.html


http://en.wikipedia.org/wiki/Financial_services



http://www.callcenterphilippines.net/alabang-muntinlupa/etelecare-global-solutions-alabang.html



study because these are the only call centers located in Asia Town IT Park that agreed

to participate in the study.

Research Respondents

To make the scope of the study manageable, only sample of respondents were

covered due to time, effort, and cost constraints.

The researchers gathered the total employee population per call center and used

the Sloven’s formula to come up with the sample size per call centers for the survey.

The researchers used the Sloven's formula to get the sample size for the survey from

each company's total number of call center agents.

Sloven's Formula:

n = N / 1 + N (e) 2

Where:

n= sample size

N= total population

e = level of confidence (.07 to .10)

The sample size was computed by dividing the total population (N) by the

product of the square of the level of confidence (e) and the total population (N) and

added by one.

Solution:

21



n N e%People Support 114 1,488 9Convergys 111 1,100 9STREAM 89 809 10LWS 46 82 10

Qualfon 90 900 10Total 450

People Support: Convergys: STREAM:

n=1488/ (1+1488(.09) ^2) n=1100/ (1+1100(.09) ^2) n=809/ (1+809(.10) ^2)

n=1488/13.0528 n=1100/9.91 n=809/9.09

n=113.99 or 114 n=110.99 or 111 n=88.99 or 89

LWS: Qualfon:

n=82/ (1+82(.10) ̂ 2) n=900/ (1+900(.10) ̂ 2)

n=82/1.82 n=900/10

n=45.05 or 46 n=90

Research Procedures

The researchers after printing their questionnaires went to IT Park for the survey.

Each group member had a specific area of responsibility to survey. Formal letters were

sent to ask the permission of the building management for the survey to be conducted.

22



The researchers were denied by SKYRISE Building but were able to conduct the survey

for Qualfon. Access to the TGU building was also denied thus the researchers were

also not able to conduct a survey at Xlibris. The researchers gathered the required data

from Qualfon, Convergys, LWS Media, Aegis People Support and STREAM. The results

were then tabulated as to the specifications of the statistician and the interpretations of

results were done.

Primary Sources

The study was conducted using the survey method of research. Self-

administered questionnaires and informal interviews were the techniques used in

gathering data. Researchers distributed self-administered questionnaires to

respondents who were available and found it convenient to answer the self-

administered questionnaires. An informal personal interview was also conducted with

the respondents regarding their views, suggestions and opinions concerning the study.

Secondary Sources

The researchers have also gathered data from the websites of the different call

centers along with different related studies about employee turnover within the industry

to supplement the research.

Treatment of Data

The data gathered from questionnaires and interviews were the sources of the

conclusions made. The tabulated data consisted of the frequency of respondents, the

23



percentage, the valid percentage, and the cumulative percentage for the quantitative

analysis. The results per table were interpreted by the group with the aid of the

statistician.

Research Instrument

The researchers made use of the Survey Questionnaire to gather relevant data

regarding the factors that affect employee turnover. Through this method the

researchers asked specific questions which led to understanding why different call

centers tend to lose or gain different employees. The survey questionnaire was effective

in achieving high levels of reliability of gathered data due to controlled observations.

Self-administered questionnaires which had fifteen questions were provided to

the respondents. Questions about income, recognition, rewards and balance were

asked to each respondent. The questions were designed to establish and verify key

factors that would affect the decision of call center agents to change company or

change job career. Each question had a list of choices to evaluate the respondent’s

behaviour and to control the observations.

CHAPTER 4

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

Chapter 4 deals with the tabulation and interpretation of data. With the aid of the

USC Statistician- Mr. Rene Argenal, the group was able to accurately interpret each

result per table and came up with a reasonable conclusion.

24



Table 4.3Duration of Employment

Table 4.3 shows the range of employment of our respondents. The table shows

that a slight majority of our respondents are working with the company for less than a

year. This would show that the agents are relatively new to their environment and could

still be adjusting to the challenges of their chosen career.

Table 4.4Job Expectation

26

100 22.2 22.2 22.2

109 24.2 24.2 46.4

114 25.3 25.3 71.8

92 20.4 20.4 92.2

27 6.0 6.0 98.2

8 1.8 1.8 100.0

450 100.0 100.0

less than 3 months

between 3-6 months

between 6-12 months

between 1-2 years

between 3-5 years

more than 5 years

Total

ValidFrequency Percent Valid Percent

Cumulative

Percent



from 10,000 to 15,000 pesos. Level of income would play a significant role in

determining if the agent would stay with the current company or leave to find higher

paying offers.

Table 4.6Relevance of Income to the Decision to Stay with the Company

Table 4.6 shows the relevance of income in staying or transferring to a higher

paying call center company is significant. A majority of 82% of the respondents

answered that income is a significant factor in their decision to stay in their present

company. If another company would offer a higher rate of compensation for the same

amount of work, the agent would willingly transfer to that company which verifies it as a

factor for employee turnover.

Table 4.7Level of Recognition

28

369 82.0 82.2 82.280 17.8 17.8 100.0

449 99.8 100.0

1 .2

450 100.0

YesNo

Total

Valid

99.00Missing

Total

Frequency Percent Valid Percent

Cumulative

Percent



Table 4.9 shows the level of rewards the call center agent receives while being

employed in the company. A majority of 58.2% shows that the employees are satisfied

with the rewards they receive from the company they are employed. From the informal

interviews, rewards would be in forms of salary increase when quotas are achieved, gift

certificates equivalent to cash, discounts at partner boutiques in malls, discounts at

partner restaurants and ultimately, a higher position with higher pay in the company.

Table 4.10Relevance of Rewards

Table 4.10 shows the relevance of rewards received from the company

employed in staying or leaving the company. A majority of 70.9% said that they would

30

25 5.6 5.6 5.6

102 22.7 22.8 28.4

262 58.2 58.6 87.0

42 9.3 9.4 96.4

5 1.1 1.1 97.5

11 2.4 2.5 100.0

447 99.3 100.0

3 .7

450 100.0

Well below expectations

Below expectationsMeets expectations

Above expectations

Well above expectations

No Rewards

Total

Valid

99.00Missing

Total

Frequency Percent Valid PercentCumulativePercent



not consider working for a company that would not give rewards to their employees.

This factor would also affect employee turnover seeing that there are different rewards

given by different call center companies.

Table 4.11Level of Balance between Job and Personal Life

Table 4.11 shows the level of balance achieved by the respondents between

work as a call center agent and the different aspects of their life. A majority of 60.2%

said that they are well satisfied with the balance of being a call center agent which

works primarily at night and studying or resting in the morning. Responses from the

informal interviews also revealed that though they are satisfied with the balance

between job and career, it is not without cost. The respondents said that it had to be

done because of their chosen career and that they had to deal with the health and other

issues that come with the job.

Table 4.12Relevance of the Balance

31

24 5.3 5.3 5.3

93 20.7 20.7 26.0

271 60.2 60.2 86.2

43 9.6 9.6 95.8

7 1.6 1.6 97.3

12 2.7 2.7 100.0

450 100.0 100.0

Well below expectations

Below expectationsMeets expectations

Above expectations

Well above expectations

No Balance

Total

Valid


Cumulative

Percent



Table 4.14Relevance of the Level of Relationship with Co-workers

Table 4.14 shows that the type of relationship the agent is having with their co-

workers is significant in their decision to stay. A majority of 66.6% said that employee-

employee relationship is vital in their decision to leave or to stay in the company.

Table 4.15Search for a more Stable job

Table 4.15 shows that 63.3% of the call agents considered their jobs as a mean

time job. This is probably true because majority of the agents are college students and

most college students who recently graduated and landed in no job would consider the

call center industry as a good training ground for a better job in the future. It is better

than no job at all.

33

295 65.6 65.6 65.6

155 34.4 34.4 100.0

450 100.0 100.0

Yes

No

Total

Valid


Cumulative

Percent

285 63.3 63.3 63.3

165 36.7 36.7 100.0

450 100.0 100.0

Yes

No

Total

Valid


Cumulative

Percent



Table 4.16Search for a More Secure Job

Table 4.16 shows that a majority of 73.7% of the respondents would look for a

more stable job than being a call center agent. This would greatly affect employee

turnover between call center companies because their agents would most probably

resign if offered a more secure job.

Chapter 5

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Introduction

The primary purpose of this study was to determine the factors that affect employee

turnover of the call centers found in IT Park Lahug Cebu City.. A secondary purpose

34

319 70.9 73.7 73.7

114 25.3 26.3 100.0

433 96.2 100.0

17 3.8

450 100.0

Yes

No

Total

Valid

99.00Missing

Total


Cumulative

Percent



was to aid call center companies in finding ways to help keep their employees happy at

maximum capacity. This Chapter presents conclusions based on the findings in Chapter

4 and the review of Literature in Chapter 2. The discussions of these conclusions are

divided into two sections:

1) Major findings and

2) Directions for future research.

This study reported descriptive data for five call centers found in IT Park Cebu. The

results were tabulated as recommended by our statistician. The process involved

solving for the percentage, the valid percentage and the cumulative percentage. The

results gave the researchers a better idea of the ratio of pros and cons between the

choices and quantified the results in a more understandable way.

Major Findings

The results verified income, working relationship with co-workers, and balance

with work and personal life as key factors that would really affect the decision of the

employee to stay or transfer to a better company or more stable job. The findings also

highlighted factors such as job expectation and recognition as secondary factors that

35



would affect longevity of the employee. The researchers also found out that the majority

of the respondents consider being a call center agent as a “for the meantime job’ and

would consider leaving that job for a better and more secure career. Those factors

alone could be the cause of high turnover and could diminish the company’s employee

standards if the employees keep on changing.

Conclusion

Call center agents value the level of satisfaction felt in the company, the level of

expectations from the company regarding job experience, level of income received from

the company, level of recognition received from the company, the number of rewards

received from the company, balance between work and personal life, the relationship

they have with their co- workers as key factors in staying or leaving their current call

center company. But call centers showed also bear in mind that majority of the call

center agents consider their job as a “for the meantime” job and would leave it for a

more stable and secure job offering. The above stated are the factors that affect

employee turnover of the different call center companies located in IT Park Cebu City.

Recommendations

The researchers would suggest that future researches to include the way of living

of the Cebuanos and the culture of the city. The above stated are vital in knowing the

kind of employee the company would employ and could tailor trainings, seminars and

team building activities that would improve their quality of work in their company. the

36



researchers would also like to suggest that future studies involving this problem include

the stand of college students and highschool graduates as with regard to working in call

centers as a long term career option to broaden up the scope of the research.

BIBLIOGRAPHY

Websites:

[1] http://www.call-center.net/tutorial-turnover-mod1.htm, January 2011

[2] http://en.wikipedia.org/wiki/Turnover_(employment), January 2011

[3] http://www.wisegeek.com/what-is-employee-turnover.htm, February 2011

37

http://www.call-center.net/tutorial-turnover-mod1.htm

http://en.wikipedia.org/wiki/Turnover_(employment)

http://www.wisegeek.com/what-is-employee-turnover.htm

http://www.call-center.net/tutorial-turnover-mod1.htm

http://en.wikipedia.org/wiki/Turnover_(employment)

http://www.wisegeek.com/what-is-employee-turnover.htm



[4] http://www.referenceforbusiness.com/encyclopedia/Eco-Ent/Employee-

Turnover.html, February 2011

[5] http://www.sigmaassessmentsystems.com/articles/empturnover.asp,

February 2011

Appendix A

Letter to Respondents

Department of Accountancy

38

http://www.referenceforbusiness.com/encyclopedia/Eco-Ent/Employee-Turnover.html


http://www.sigmaassessmentsystems.com/articles/empturnover.asp



http://www.sigmaassessmentsystems.com/articles/empturnover.asp



College of Commerce

February 3, 2010

HR Officer

Convergys11th floor, I2 Bldg.

IT Park, Cebu City

Greetings!

We, the fourth year Bachelor of Science in Management Accounting students of the University of

San Carlos- main campus would kindly ask for your permission to be able to acquire pertinent

information regarding the total number of call center agents per shift or work schedule who you are

currently employing. This information would aid us in our thesis which deals with the different

factors that affect employee turnover with the different call centers located in IT Park, Lahug, Cebu

City.

We ask for your kind consideration in this matter.

Very truly yours,

Chris Vincent Sasuman

Group Leader

Dr. Marissa M. Baldecir, CPA

Thesis Adviser

University of San Carlos P. del Rosario Street, Cebu City Phone: 253-1000 loc.210 e-mail:[email protected]

Appendix B

Letters to Building Administrators

Department of Accountancy

39



College of Commerce

February 3, 2010

To IT Park Building Administrators:

Greetings!

We, the fourth year Bachelor of Science in Management Accounting students of the

University of San Carlos- main campus would kindly ask for your permission to conduct a

survey of the different call center companies located in your building. This is to aid us with

our thesis which deals with the different factors that affect employee turnover with the

different call centers located in IT Park, Lahug, Cebu City.

We ask for your kind consideration in this matter.

Very truly yours,

Chris Vincent Sasuman

Group Leader

Dr. Marissa M. Baldecir, CPA, MBA

Thesis Adviser

University of San Carlos P. del Rosario Street, Cebu City Phone: 253-1000 loc.210 e-mail:[email protected]

Appendix C

Survey Instrument

Department of Accountancy40



College of Commerce

We, the BSMA 4 students of the University of San Carlos are conducting a study regarding the

factors that affect employee turnover of the call centers around IT Park Cebu City. We have prepared a

list of questions to help solve our problem statement. Please check one (1) answer per question.

Name (Optional): _______________________ Company: _______________________

1. Are you happy with your current call center company?

__Yes __No

2. For how long did you work for your call center company in IT Park?

__ Less than 3 months __ Between 1-2 years

__ Between 3-6 months __ Between 3-5 years

__ Between 6-12 months __ More than 5 years

3. How was your experience in your call center company in IT Park?

__ Well below expectations __ Above expectations

__ Below expectations __ Well above expectations

__ Meets expectations __ No training

4. What is your monthly income?

__ Between P10,000-P15,000 __ Between P25,001-P30,000

__ Between P15,001-P20,000 __ Above P30,000

__ Between P20,001-P25,000

5. Would your monthly income affect your decision to stay or move to another call

center in IT Park?

41



__Yes __No

6. Overall, how is the recognition that you receive from doing your job?



__ Meets expectations

7. Would you choose to stay in the company if your efforts are not recognized?

__Yes __No

8. Overall, how are the rewards that you receive from doing your job?



__ Meets expectations __ No rewards

9. Would you choose to stay in that company if there were better rewards in a different callcenter

company?

__Yes __No

10. Overall, how is the balance between your job and the other parts of your life?



__ Meets expectations __ No balance

11. Would your answer in question number 10 affect your decision in staying in the company?

__Yes __No

42



12. How are the relationships with your colleagues?

__ Bad __ It could be better

__ Improving __ Great

__ Good

13. Would your relationship with your colleagues affect your decision to stay or transfer to a different

call center?

__Yes __No

14. Is being a call center agent just a “for the meantime job”?

__Yes __No

15. If you answered yes in question number 14, would you leave your call center agency for a more

stable job?

__Yes __No

43



CURRICULUM

VITAE

44



Karl Rainier R. Barcenas

88 Hillside Compound, Don Gervacio Quijada St.

Guadalupe, Cebu City, Philippines 6000

254-6876/09228596848

[email protected]

PERSONAL INFORMATION

Date of Birth : April 16, 1990

Place of Birth: Cebu City

Citizenship : Filipino

Sex : Male

Status : Single

EDUCATION

High School : Don Bosco Technology Center,

2003 –2007

College : Bachelor of Science in Management Accounting

University of San Carlos – Main Campus

2007 – Present

EMPLOYMENT HISTORY

Intern at Waterfront Cebu City Hotel and Casino, November 2010 - December 2010

45

mailto:[email protected]




Jane Carressa Mae T. Cagula

Apt. 2, 340- Q Ascension St., Sambag 2, Cebu City, Cebu09235192952

[email protected]


Date of Birth : December 14, 1991

Place of Birth: Dapa, Surigao del Norte


Sex : Female

Status : Single

EDUCATION

High School : Dapa National High School

2003- 2007


University of San Carlos,

2007- Present

EMPLOYMENT HISTORY

Intern at Securities and Exchange Commission, October 2010 - March 2011

46





Dean Anthony Nantes

G7 Residence Hall, Junquera St., Cebu City, Philippines

+639238714594

[email protected]


Date of Birth : December 7, 1990

Place of Birth: Anahawan, Southern Leyte

Citizenship : FilipinoGender : Male

EDUCATION

High School : Cristo Rey Regional High School

2003-2007


University of San Carlos

2007-Present

EMPLOYMENT HISTORY

Intern at SVD Provincialate, Southern Province, December 2010 – February 2011

47



Kim L. Gelacio

St. Therese Drive, AS Fortuna Street, Banilad, Mandaue City, Cebu

+639226527448

[email protected]


Date of Birth : November 14, 1990

Place of Birth: Surigao City


Gender : Female

EDUCATION

High School : Caraga Regional Science High School

2003 – 2007



2007 – Present

EMPLOYMENT HISTORYIntern at Department of Education – Ecotech Center, November 2010 – February 2011

48



Ken Michael A. Tsai

Rm.303 Benedicto Building Zulueta St. Cebu City

4132170/09231894666

[email protected]

Personal Information

Date of Birth : February 23, 1991

Place of Birth: Cebu City


Gender : Male

EducationHigh School : Cebu Eastern College

2003 – 2007



2007 – Present

Employment History

Intern at Securities and Exchange Commission, October 2010 – January 2011

49





Chris Vincent D. Sasuman

St. Jude Acres, Bulacao, Cebu City, Cebu

2723515

[email protected]


Date of Birth: December 27, 1990

Citizenship: Filipino

Sex: Male

Status: Single

EDUCATION

High School : University of San Jose Recoletos

2003- 2007



2007- Present

EMPLOYMENT HISTORY

Intern at ABOITIZLAND Inc, October 2010 – January 2011

Bookkeeper in Family business

SK Chairman of Brgy. Bulacao, 2007-2010

50





Jia Angelique R. Rosit

19-B Urgello Street, Cebu City

09331332110

[email protected]


Date of Birth : August 19, 1990

Place of Birth: Carrascal, Surigao del Sur


Sex : Female

EDUCATION

High School: St. Michael College

2003- 2007

College: Bachelor of Science in Management Accounting

University of San Carlos,

2007- Present

EMPLOYMENT HISTORY

Intern at Department of Education- Ecotech Center, November 2010 – February 2011

51





Aldwin Gongon

09173250045

[email protected]

PERSONAL INFORMATIONDate of Birth : January 16, 1990

Place of Birth: Samar

Citizenship: Filipino

Sex: Male

EDUCATION

High School: St. Mary’s College,

2003-2007

College: Bachelor of Science in Management AccountingUniversity of San Carlos,

2007- Present

EMPLOYMENT HISTORY

Intern at Department of Education- Ecotech Center, November 2010 – January 2011



49434494 the factors that affect employee turnover of call center agents in it park cebu city

Documents