Work organization, human resource practices and employee retention in Indian call centers

Abstract

The literature on call centers often highlights the centrality of HR in stemming employee attrition but is mainly grounded in the realities of in-house call centers in the western economies. In this empirical study of four large Indian call centers we examine specific aspects of HR practice for their effect on retention in the very different context of Indian labor markets. The relationship between HR practices and the realities of the call-centre labor processes operating within a buoyant labor market that offers plentiful job alternatives are explored. The findings suggest that the contribution of HR to employee retention is a necessary but not sufficient condition for retention in the context of Indian call centers.