chapter v findings, conlusions and...

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CHAPTER V

FINDINGS, CONLUSIONS AND SUGGESTIONS

“If you don’t build your dream,

Someone else will hire you,

To help them build theirs.”

Dhirubhai Ambani

The present research work is titled “Impact of stress on call centre employees with reference to

select BPOs”. The work dealt with the stress experienced by the call centre employees have been

examined in different ways and at different occupational levels. The levels of respondents taken

for the research are from the four select BPO companies viz., Infosys, Genpact, TCS and Wipro.

The present study aims at identifying the stress levels of the call centre employees in three

dimensions, namely personal factors, role factors and personality variables, along with the

demographic factors and coping strategies.

For the purpose of study, a scaled questionnaire using 5points Likert scale was framed with 42

questions covering the said four factors i.e. personal factors, role factors, personality variables

and coping strategies. For more accuracy of the results, reliability test was also conducted for all

the 42 items of the scaled questionnaire. This proves the high consistency of the study in

relationship between overall job stress and the factors taken for the study.

5.1 FINDINGS OF THE STUDY

The data was analyzed at various levels using descriptive analysis, correlation, regression and

ANOVA to test the significance of the relationship between each factor taken for the study and

as well as between the select companies. The findings of the study can be explained in three

steps viz.,

I. The results from the frequency tables and cross tabs of various demographic factors

and the variable factors under the study.

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II. The results from the testing of hypothesis set for the purpose of the study based on the

objectives of the study.

III. Based on the above results setting the models to sustain and relieve the impact of

stress on the call centre employee to certain extent through coping strategies.

Firstly the demographic profile of the respondents and variable factors were analyzed company

wise and the following results have been evolved

1. The majority of the respondents in the select BPO companies are youngsters, showing that

55.4 percent are in the age group of less than 25 years.

2. Majority of the respondents in BPOs are observed to be male population representing 82.2

percent of the sample

3. It is observed that the maximum of the respondents are single (67.9%) and majority of the

sample represented the category having no children (73.9%).

4. The educational qualifications of the respondents are mostly graduates consisting 50.8

percent of the sample, followed by postgraduates representing 41.8 percent.

5. The sample study consisted different occupational levels of the respondents of which the

majority were call centre representatives consisting 87.5 percent.

6. The majority of the respondents fall under the category of Rs.2-5 lakhs of annual income

representing 60.2 percent.

7. Most of the employees were working in day shifts represented by 65.9 percent.

8. The number of respondents from each company are-Infosys 309, Genpact 326, TCS 315 and

Wipro 301.

9. The experience of the respondents is mostly observed to be in between one to three years

representing 42.4 percent of the sample.

10. The company wise analysis of the age revealed that the maximum number of employees are

from the age group of less than 25 years (693 out of 1251), of which majority are from

Infosys (187).

11. The company wise male respondents are observed to be maximum (1028) when compared to

the female respondents, and the majority of them are from TCS (274).

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12. The marital status is also observed to be maximum single i.e., 850 out of 1252 respondents

from all the four companies taken for the study, of which Infosys represents the maximum

number of 224.

13. The educational qualifications of the respondents reveal that maximum are graduates

representing 635 out of which majority are from TCS (165).

14. The occupational levels are observed to be call centre representatives who are1094 out of the

total sample of 1251, of which majority are from Genpact (283).

15. It is observed that the company wise annual income of the respondents to be maximum of Rs.

2-5 lakhs representing 753 out of 1251, of which the highest number are from Genpact.

16. The company wise experience of the respondents are observed to be maximum of 1-3 years

consisting of 530 out of 1251, of which majority are from TCS(160).

17. The majority of the respondents are having no children. Out of 1251, it is observed that 924

do not have children, of which the majority is form Infosys (248 out of 309).

18. The work shifts of the call centre employees, company wise have been observed to be day

shifts representing 824 out of 1251, of which the majority is from Infosys (221).

19. The impact on health or behavior of the employee due to job has been disagreed by majority

of the respondents consisting of 752 out of 1251, of which maximum is from TCS (200).

20. The company wise respondents view on the factor of major change in financial status of the

respondent due to job disagree (654 out of 1251), of which maximum is from Genpact

consisting of 172.

21. The respondents opinion regarding the impact of major changes in responsibilities at work is

agreed representing 496, of which majority are from Genpact (172).

22. The company wise response regarding the impact on living conditions and social status was

disagree (648 out of 1251), and the maximum respondents were from Wipro (171).

23. The response on the factor stressed due to long working hours was disagree representing 623

out of 1251, of which maximum is from Infosys (160).

24. The respondents view regarding the factor of disturbance in schedule of rest and recreation

due to working hours has been disagree representing 684, of which majority are from Wipro.

25. The change in sleeping habits due to work been disagreed by maximum of the respondent

(631), of which majority are from Wipro (160).

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26. The respondents’ opinion regarding the change in eating habits due to job has been disagreed

(652), of which maximum are from TCS (173).

27. The respondents view regarding the lack of skill acquirements was disagree by majority

(797), of which majority are from Genpact (226).

28. The respondents opinion regarding the factor of work over load is disagree (673), of which

Infosys represent the maximum respondents (174).

29. The unwilling attitude towards work representing the role ambiguity of the employee has

been disagreed by majority (752), of which Genpact is consisting of maximum number of

respondents (200).

30. The inter role distance factor has also been disagree by majority of the respondents (795), of

which maximum are from Genpact (216).

31. The job dissatisfaction is also observed to be disagreed by a majority of the respondents

(754), majority are from Wipro (199).

32. The role interaction view of the maximum respondents was disagree (629), of which majority

are from TCS (176).

33. The respondents opinion regarding the factor of lack of time for the family due to role is

viewed to be disagree (691), of which majority is represented from Infosys (188).

34. The absence of facilities at work place has been disagreed by maximum of the respondents

(724), majority are from TCS & Wipro (188).

35. The role stagnation factor has been disagreed by majority of the respondents representing

621 out of 1251, maximum are from Infosys (167).

36. The majority of the respondents view on the factor of self initiation is disagree (840),

maximum are from TCS (227).

37. The maximum number of respondents view regarding the factor of personal integrity is agree

(581), the highest number are from TCS (166).

38. The majority of the employees opinion on the self confidence was agree (562), Genpact and

TCS represented the majority (159).

39. The maximum number of respondents view regarding the timely actions is disagree (554),

majority are from TCS (144).

40. The majority of the respondents opinion on the losing confidence is disagree (737). Genpact

and Wipro are showing the highest number (196).

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41. The respondent’s opinion on lack of encouragement showed a maximum of 804 out of 1251,

of which Wipro represented the maximum of 208.

42. The respondents opinion on escapism was observed to be maximum disagree (873), of which

majority are from Infosys (227).

43. The respondents view regarding the rising to expectations is disagree (628) and maximum

are from Infosys (173).

44. The self depression view of the respondents majority have disagreed (729), of which Infosys

is the highest (193).

45. The maximum number of respondents of blaming others disagree (878), of which Genpact

represents the maximum (244).

46. The majority of the respondents opinion on innovation is disagree (842), of which majority is

from TCS (239).

47. It is observed that the respondents view on the confident planning is agreed by majority of

the respondents representing 509, of which Genpact are maximum with 149.

48. The majority of the respondents opinion on the external influences is disagree (807), the

majority are from Genpact and Wipro (206).

49. The maximum number of respondents on the factor circumstantial decisions is disagree 643,

where Genpact is maximum with 172.

50. The overall job stress factor maximum number of the respondents disagree 715, of which

Infosys is maximum with 187.

51. The majority of the respondents opinion on exercise is agree 519, of which Genpact is 160

maximum.

52. The majority respondents opinion on meditation and yoga is disagree it is 631, and the

maximum is from TCS173.

53. The maximum respondents opinion on music is disagree i.e. 836, of which maximum are

from Genpact 228.

54. The respondents opinion on the healthy dietary habits was maximum agree 479, and

maximum number of disagree are from TCS 141.

55. The majority of the respondents opinion on proper sleep and rest is agree 597, of which

majority are from Genpact (167).

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56. The majority opinion on prioritization and planning is agreeing 536, of which the highest is

from Genpact 153.

57. The majority of the respondents opinion on social activities as a coping strategy is disagree

598, of which the TCS is the highest 160.

58. The opinion of the maximum employees on the transportation facilities is agree represented

by 523, of which majority is from Wipro 154.

59. The majority respondents opinion on recreational activities is disagree 616, Infosys constitute

the majority 167.

60. The majority respondents opinion on EAPs is disagree 844, of which maximum is from

Genpact 238.

Secondly the hypothesis was tested by using the descriptive analysis, correlation regression and

ANOVA to study the relationship between various factors and the overall job stress of call centre

employees.

HYPOTHESIS I

Ho1: There is no significant relationship between the demographic factors and the stress levels of

the call centre employees.

H1: There is a significant relationship between the demographic factors and the stress levels of


The above hypothesis has tested for the significant relationship between demographic factor and

overall job stress of the call centre employees taken from select BPOs using Karl pearsons

correlation coefficient through SPPS. The table given below indicates the correlation of various

demographic factors and the overall job stress of call centre employees taken for the study. It

indicates some factors to be positively correlated and some to be negatively correlated with

overall job stress. The overall correlation of the demographic variables with overall job stress

(r=.441, p=.000) also reveals that there is a significant correlation between the demographic

factors and the overall job stress of call centre employees. Hence the null hypothesis is rejected

and the alternative hypothesis is accepted.

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Table 5.1 Correlation between individual Demographic factors and overall job stress

Factor Correlation Significance Result

Age 0.678 0.000 Positive

Gender -0.225 0.000 Negative

Educational qualification 0.635 0.000 Positive

Marital status -0.656 0.000 Negative

Children -0.580 0.000 Negative

Occupational level 0.184 0.000 Positive

Annual Income 0.466 0.000 Positive

Present shift -0.391 0.000 Negative

Organization 0.038 0.181 Insignificant

Experience 0.589 0.000 Positive

Overall job stress 1 0.000

Table 5.1.a Correlation between Demographic factors and overall job stress

Demographic factors Overall Job stress

Demographic factors Pearson Correlation 1 .441**

Sig. (2-tailed)

.000 N 1251 1251

Overall Job stress Pearson Correlation .441** 1

Sig. (2-tailed) .000

N 1251 1251 Source: Researcher’s Compilation

HYPOTHESIS II

Ho2: There is no significant relationship between the personal factors and the stress levels of the

call centre employees.

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H2: There is a significant relationship between the personal factors and the stress levels of the

call centre employees.

This hypothesis tests the relationship between the personal factors and the overall job stress of

the call centre employees by applying Karl Pearsons correlation through SPPS. It is observed

from the results shown in Table 4.68, that there is a positive correlation among the overall job

stress and the personal factors (r=.657, p=.000) of the call centre employees. Hence the null

hypothesis is rejected and the alternative hypothesis is accepted saying that there is a significant

relationship between the personal factors and overall job stress of call centre employee.

HYPOTHESIS III

Ho3: There is no significant relationship between the role factors and the stress levels of the call

centre employees.

H3: There is a significant relationship between the role factors and the stress levels of the call

centre employees.

The third hypothesis tests the relationship between the role factor and the overall job stress of the

call centre employees using Pearsons correlation.. It is observed from the results depicted in the

Table 4.70, that there is a positive correlation between the role factors and overall job stress

(r=.578, p=.000) of call centre employees. Therefore null hypothesis is rejected and the

alternative hypothesis is accepted, saying that there is a relationship between the role factors and

the overall job stress of call centre employees.

HYPOTHESIS IV

Ho4: There is no significant relationship between the personality variables and the stress levels

of the call centre employees.

H4: There is a significant relationship between the personality variables and the stress levels of


The fourth hypothesis tests the relationship between the personality variables and the overall job

stress of call centre employee through correlation coefficient. The results from the analysis under

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table 4.73 show that there is a positive correlation between the overall job stress and the

personality variables (r=.629, p=.000) of call centre employees. Thus the null hypothesis is

rejected and the alternative hypothesis is accepted i.e. there is a significant relationship between

the personality variables and the overall job stress of call centre employees.

HYPOTHESIS V

Ho5: There is no significant difference in stress levels of call centre employees among different

select BPOs.

H5: There is a significant difference in stress levels of call centre employees among different

select BPOs.

The last hypothesis tests the significant relationship between the overall job stress levels among

the various companies under the study using ANOVA, regression analysis and correlation

techniques. From the analysis it is observed under table 4.75 that the relation of overall job stress

and the organizations to be insignificant, representing the Pearsons correlation to be r=.038,

p=.181 at 0.01 and 0.05 level of significance for two tailed test. Thus the null hypothesis is

accepted.

Further from the ANOVA table 4.76, it reveals that there is no significant difference in the

overall job stress of the call centre employees between the companies or within the companies.

The F value is observed to be highly insignificant (p=.465) representing that there is no

significant difference in the overall job stress of the employees of four companies taken for

research.

From the above result we can infer that the overall job stress is affected by the demographic

factors, personal factors, role factors and personality factors. This can be better shown through

the following figure 5.1

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Fig: 5.1 Factors effecting overall job stress

Finally, based on the above results from various analysis and interpretations, it can be said that

stress is an inevitable factor, but which can be sustained and relieved to major extent thr

certain coping strategies.

The present a study aims to explore the possibilities of eliminating are reducing stress levels by

mitigating management techniques. The models evolved below are a result of findings of the

present research.

5.2 RECOMMENDATIONS

1. Postulation of Stress Sustenance Model

A stress sustenance model has been postulated from the above proven findings and analysis,

through various statistical techniques.

Demographic factorsAge, gender, educational qualification, marital

status, having children, occupational level, organization, experience, present shift,annual

income

Personality variablesPersonal integrity, self confidence,timely actions, escapism, rising to expectations, self depression, blaming others, innovation confident planning,

circumstantial decisions

Overall job stress

ig: 5.1 Factors effecting overall job stress

Source: Data base

, based on the above results from various analysis and interpretations, it can be said that

stress is an inevitable factor, but which can be sustained and relieved to major extent thr



Postulation of Stress Sustenance Model


through various statistical techniques.

Demographic factorsAge, gender, educational qualification, marital

status, having children, occupational level, organization, experience, present shift,annual

Personal factorsHealth, financial status, responsibilities at work,

social status, long working hours, rest or recreation,sleeping habits, eating habits

Personality variablesPersonal integrity, self confidence,timely actions, escapism, rising to expectations, self depression, blaming others, innovation confident planning,

circumstantial decisions

Role factorRole ambiguity, heavy workload, role expectation conflict, role erosion, self role distance, inter role distance, role stagnation, Role isolation, resource

inadequacy

Overall job stress

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, based on the above results from various analysis and interpretations, it can be said that

stress is an inevitable factor, but which can be sustained and relieved to major extent through




Personal factorsHealth, financial status, responsibilities at work,

social status, long working hours, rest or recreation,sleeping habits, eating habits

Role factorRole ambiguity, heavy workload, role expectation conflict, role erosion, self role distance, inter role distance, role stagnation, Role isolation, resource

inadequacy

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Fig: 5.2 Stress Sustenance Model

The various factors affecting the call center employees at work place and their resultant effect on

the stress levels are examined. The several factors like Demographic factors, life events or

personal factors, role factors and personality variables have a great influence on the indiv

work place stress and several coping strategies adopted for managing stress have proved to be

beneficial.

Personality variables

Stress Sustenance Model Source: Data base

�the call center employees at work place and their resultant effect on


personal factors, role factors and personality variables have a great influence on the indiv


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Demographic factors

Persofactors

Role factors

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the call center employees at work place and their resultant effect on


personal factors, role factors and personality variables have a great influence on the individual’s


ersonal factors

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Table 5.2 Model Summary [without coping strategies] Model R R Square Adjusted R Square Std. Error of the Estimate

1 .707a .501 .499 .745 a. Predictors: (Constant), personality variables, demographic factor, life events, role factor

Table 5.3 Model Summary [with coping strategies] Model R R Square Adjusted R Square Std. Error of the Estimate

1 .725a .526 .524 .726 a. Predictors: (Constant), coping strategies, demographic factor, role factor, personality variables, life events

From the above table 5.2 it is observed that the value of R2 is equal to 0.501, indicating that 50.1

per cent of the variations in the overall job stress are explained by the demographic factors, life

events, role factors and personality variables. Further from the table 5.3, it is noticed that the

value of R2 is equal to 0.526, indicating that 52.6 percent of the variations in the overall job

stress are explained by demographic factors, life events, role factors, personality variables and

coping strategies. This shows that including coping strategies in analyzing the overall job stress

increases the value of R2, by making it more significant.

Table 5.4 Coefficientsa

Model Unstandardized

Coefficients Standardized Coefficients t Sig.

B Std. Error Beta

(Constant) -1.247 .203 -6.141 .000

Demographic factor .085 .011 .177 7.643 .000

Life events .066 .007 .405 9.732 .000

Role factor -.019 .007 -.118 -2.639 .008

Personality variables .081 .006 .533 12.926 .000

Coping strategies -.058 .007 -.244 -8.218 .000

a. Dependent Variable: Overall Job stress

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The estimated regression equation as obtained in table 5.4 may be written as:

Y = -1.247 + 0.085DF + 0.066LE - 0.019RF + 0.081PV - 0.058CS

P value = (.000) (.000) (.000) (.008) (.000) (.000)

Where: Y= Overall job stress; DF= Demographic Factor; LE= Life Events; RF= Role Factors;

PV= Personality variables; CS= Coping strategies.

The above estimated regression equation indicates that the demographic factors, life events and

personality variables are positively related to the overall job stress, indicating that the increase in

these factors will result in an increase in the overall job stress. In other words, an increase of

0.085 units in demographic factor results in one unit increase of overall job stress, keeping the

other factors constant. Likewise, keeping other factors constant, it is similar in the case with life

events and personality variables also. Further it can be noticed that the role factors and the

coping strategies are negatively related to the overall job stress, which indicates increase in these

factors will result in decrease in the overall job stress. Therefore, it can be observed that an

increase of 0.058 units of coping strategies will result in one unit of decrease in overall job

stress, keeping the other factors constant. This shows a significant negative relation between

overall job stress and coping strategies at 0.01 level of significance (p =.000).

2. Development of Stress Reliever Model

Based on the above postulated Stress Sustenance Model, the following Stress Reliever Model has

been developed.

The below model proves that various sources of stress are influencing the variable factors. The

coping strategies adopted help us to manage and control the stress levels. When the stress levels

are effectively managed the result will be positive and the individual will be benefited to lead a

stress free work life. When the work pressure of stress exceeds the level of managing stress, it

has a negative effect on the individual and reverts back to the job stress, thus neutralizing the

effect. This further necessitates a balance between the various work place stressors and managing

coping strategies.

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Fig: 5.3 Stress Reliever Model

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Source:Adapted from Stress management-Dr.Umesh Sharma, Excel books, 5th Edition, New

Delhi, 2005, page no 57.�

3. Recommendations for coping stress

1. Examine the individual coping strategies such as physical exercises, yoga and meditation,

healthy dietary habits, proper sleep or rest, listening music and recreation.

2. Set goals.

3. Proper planning for achievement of targets.

4. Acknowledge time and use it effectively.

5. Compartmentalize work by recognizing priorities.

6. Identify own potentialities and help to provide own reinforcements.

7. Transform personality to suit individual requirements.

8. Develop positive attitude towards life and work.

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5.3 SUGGESTIONS FOR MANAGING STRESS

Modern life is full of stress. The results of globalization have brought a sea change in the outlook

and existence of the human life. The whirlwind pace of changing technologies cutting across an

edge over conflicting nature of work demands had made life more stressful.

A scan of earlier researchers proved appropriate for the problems existent to the time of surveys

conducted. But the imminent change in the work place culture and factors thus affecting, had

warranted new researchers to fathom the depth of the ocean-‘stress’, thereby opening new vistas

par-excellent to enlighten the future generations for a stress free work culture.

The present study is extremely important in consideration of huge loss to the mankind due to

stress. It is now possible to audit and identify areas of vulnerability in individuals and

organizations, and to assist those who are at risk. This study postulates the possible solutions for

implementation to resolve the problems of stress.

Methods evolved for stress management

1. Develop awareness of possible stressors.

2. Identify the emotional and physical reactions to the stressors.

3. Recognize what we can change to gain over the given situation.

4. Reduce the intensity of our emotional reactions to stress.

5. Learning to moderate our physical reactions to stress.

6. Build our own potentials and personality.

7. Construct our physical capabilities.

8. Always maintain our emotional reserves.

5.4 CONCLUSIONS:

Call centres are very important source of employment for India particularly for most of our

younger population. At the same time, companies that are in the service industry have found call

centres to be crucial for providing services to their customers. Their unique characteristics also

separate call centres from conventional way of doing work as they exhibit specialization in

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advance technologies and skills required in providing services. They further contribute to GDP

of the country in the form of revenues, which have grown from 1.5 per cent in FY 1998 to 7.5

per cent in FY2012, through outsourcing. The literature reflects that call centres are indeed

unique regarding their nature of work, and that they are largely operated by technology and

telephones. As discussed, the job design in the call centre environment contributes to employees

experiencing work related stress. It is argued that work in the call centres is structured in such a

way that the nature of work generally results in overall job stress. The study also reflects that

various factors like personal factors, role factors and personality variables apart from

demographic factors, have strong relationship with overall job stress. This may affect the

continuation of call centre employees in their services for long period and intend them to quit

their jobs. It is necessary to note the fact that call centre employees are key to customer service

strategy and also the companies which depend on them, it is important to evolve strategies that

would benefit their employees in call centres.

It is becoming critical for any company with a call centre to find ways to mitigate the effects of

overall job stress through adaptation of various coping strategies. The traditional approach of

counseling employees is not enough to manage stress. Therefore there is need for paradigm shift

in managing occupational stress in order to minimize the impact on the employees’ lives. The

stress is mainly caused by the increase in workload, uncertainty about the future, insufficient

resources and conflicts. The findings also reveal that the outcomes associated with the overall

job stress adversely affect the organization, especially in reducing efficiency in organization.

The effects of stress can create physical problems (heart disease, ulcers arthritis, cancer etc.,),

psychological problems (mood changes, lowered self esteem, inability to make decisions etc.,)

and behavioral problems (absenteeism, turnover, accidents etc,).

Work related stress is on the rise and identifying the causes of this stress and discovering

strategies for interventions are a challenge. There are many interventions used in managing stress

in organizations but the interventions, which are commonly used, include the primary; secondary

and tertiary. Primary interventions emphasize on identifying the possible causes of stress and

their subsequent risks to employees. This is done by taking pre-emptive action to reduce stress

hazard or limiting the employee's exposure to stress. Basically primary interventions include

redesigning jobs to modify work place stressors, increasing workers decision-making authority

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or providing co-worker support groups. Secondary interventions are designed to provide training

to the employee. These interventions include seminar programs to help participants recognize

and deal with stress and identify organization stressors. They also serve a dual purpose of

identifying the current stress factors and help 'inoculate' members from future stress. Secondary

interventions are aimed at reducing the severity of stress, treating symptoms before they lead to

serious health problems in an individual and the organization at large. Tertiary interventions are

interventions, which take care of individuals who are already suffering from the effects of stress.

These interventions include counseling and employee assistance programs, consulting a stress

manager or mental health professionals to assist employees to cope with stress.

In general, most firms today are trying to reduce stress through work-family initiatives. A

number of individual and organizational strategies have been developed to cope with this stress

included problems. Physical exercises, yoga and meditation, listening to music, healthy diet,

rest and recreation are some of the potentially useful coping strategies that can help employees

to combat existing stress. Employee assistance programs (EAPs) have also become a very

valuable organizational response to help employees cope with stress. EAPS typically provide

employees with services such as confidential counseling, follow –up on issue of personal or

work related concerns. They also provide family workshops and consultations, stress

management workshops, relaxation seminars and other kinds of support. The social activities

also relieve to certain extent the stress. The transportation facilities provided by the organization

are useful to cope with stress. Occupational stress if not managed properly may lead to increase

in absentee rates, internal conflicts and low employee morale. Occupational stress is ubiquitous

and increasingly costly. There are certain sources of stress in organizations that cannot be

changed like pressure from competition, recessionary effects, unforeseen crisis etc. However, an

effective stress management policy, stress reduction workshops, a good social climate in the

organization, caring leadership, and a health maintenance program can go a long way in

providing a healthy workplace.

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5.5 SCOPE FOR FUTURE RESEARCH

Since the study is exploratory in nature, it is expected that this will pave the way for further

research in the area.

1. The study has mainly concentrated on factors of demography, personal, role, personality

and coping strategies experienced by various levels of BPO call centre employees. There

is a need to examine other stressors in greater detail.

2. Psychologists and other researchers, committed in facilitating employees’ career and

overall development, should evolve strategies in evolving new models of sustenance

against work place stress.

3. A further comprehensive study of the coping strategies used by BPO call centre

employees would help them in identifying constructive solutions to deal with the

problem.

4. Further researches may be helpful to study the effect of high stress due to factors other

than the present study correlated with work place in employees.

5. There is strong need for additional research on interventions to reduce work stress and ill

health among BPO call centre employees.

Since the stress afflictions are becoming more rampant in the working population, it is time

now to focus attention to the area of utilizing stress in a positive way leading to a healthy life.

We have to take a holistic health perspective which will take care of physiological, psycho-

emotional and also spiritual dimensions.

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