SYNOPSIS

TITLE: Atypical Work Hours and the Psycho-social well

being.
TEAM:

Group leader-Harneet kaur

Team Members-Amandeep kaur
Ruby Gupta
Md. Shahnawaz
Ankur Jaiswal

INTRODUCTION
The telephone call center industry in India has been established only over the last 10
years. The Industry is touted as a magic wand that will ward off unemployment for
thousands of young graduates. There is a concern regarding issues of health and safety
for those that are unique to this new and developing industry. The lack of reliable and
relevant information on which to base the response to this concern poses a challenge for
safeguarding the psychological, behavioral, social & physical health of call center
employees. There is a need to discuss the issues and concerns regarding the health of the
call center employees, to develop recommendations to this new industry.
How has the BPO industry changed???
Earlier working hours used to be fixed 9 to 5. But with the advancements in science and
technology, in this era of globalization there has been a need for the organizations to
adapt 24*7 working patterns. For commercially exploring all the opportunities and to
exist in the competitive market, the organizations are forced to operate round the clock,
year around.
Though day time working schedule still remains the choice of most of the employees but
many have to work during atypical hours due to various reasons. This is evident
particularly in case of BPO & KPO’s.
Atypical working hours implies working during night shift or during late evening hours.
Working during odd hours leads to many social, personal, behavioral, psychological &
physical problems for the employees

LITERATURE REVIEW

 Human resource Management Journal( Nov 2002)

Employee well being in call centers

Call centers are often perceived to have a negative impact on employee well being,
mainly attributed to four factors: job design, performance monitoring, HR practices &
Team leader support. One distinctive support of this article is its focus on anxiety and
depression, two major dimensions of wellbeing not addressed in call centre research to
date. Results demonstrated that the factors most highly associated with well being were
high control over work methods and procedures, a low level of monitoring and a
supportive team leader.

 Journal of Management studies( Vol 39 ,pp471-496, 2002)

Work relationships inn Telephone call centers: Understanding Emotional Exhaustion and
employee withdrawal call centre work typically requires high levels of sustained
interpersonal interaction with customers which can lead to burnout and employee
withdrawal. Customer service staff can also become targets of customer hostility and
abuse. In addition , this form of work tends to involve extensive employee monitoring
and surveillance with little job discretion.

 Working conditions and employee health at call centers(Kerstin Norman)

Working at a call centre is characterized by the operator work which is controlled by the
incoming phone calls that need to be answered quickly. The call time needed to be as
short as possible but with a good quality. The complexity is different, from information
about time tables to more demanding computer support or insurance information.
Beyond that the conditions that been described above could be stressful, the working
Characters are as high as mental load and constant attention, often together with
irregular working time. The work at the call centre is often performed 24 hours a day, all
days during the week. You could therefore suppose that a part of the problems be about
stress and its effects and the effects of the working time on recovery and sleep.

OBJECTIVE OF THE STUDY

 To study the effect of atypical working hours on the social, psychological,

behavioral & physical well being of B.P.O employees
 To suggest the methods can cope up with such changes to increase their work
efficiency and productivity

HYPOTHESIS

H0: Atypical work hours have negative effect on psycho-social well being of employees.
H1: Atypical work hours have no negative effect on psycho-social well being of
employees.
H0: The odd working hours negatively affects the employee productivity and work
efficiency in the long run.
H1: The odd working hours does not affect the employee productivity and work
efficiency in the long run.

ORGANIZATION OVERVIEW

R SYSTEMS was founded in 1993 and is a leading provider of IT and business process
outsourcing services, with over 2700 employees world wide. Headquartered in EI Dorado
hills, CA. It has the capability to provide onshore, offshore blended solutions leveraging
their multiple delivery centers.
Its strong global culture is built upon offering superior services to its clients through
relentless focus on process improvements. At R-SYSTEMS – superior service, client
confidence, trust and transparency form the corner stones of its customer engagement
philosophy.

RESEARCH METHODOLOGY

THE RESEARCH METHODOLOGY includes the CAUSAL RESEARCH (determine

Cause & Effect relationships) taking sample size of 60 people to achieve the objectives of
the research. It includes METHOD of DATA COLLECTION

 PRIMARY DATA- Collection of data by structured questionnaire directly

handed over to target group
 SECONDARY DATA- Collection of data through secondary source will include
information obtained from books, journal, newspapers and latest information from
the internet.

SIGNIFICANCE

Data oriented report from the data resources will help to study psycho-socio effects of
atypical working hours on the lives of the B.P.O employees.