Mediating role of growth needs and job satisfaction on talent sustainability in BPOs and call centres: An evidence from India

• Published date: 01 February 2022
• Author: Bijay Prasad Kushwaha,Vikas Tyagi,Pardeep Bawa Sharma,Raj Kumar Singh
• Date: 01 February 2022
• DOI: http://doi.org/10.1002/pa.2400

ACADEMIC PAPER

Mediating role of growth needs and job satisfaction on talent

sustainability in BPOs and call centres: An evidence from India

Bijay Prasad Kushwaha | Vikas Tyagi | Pardeep Bawa Sharma | Raj Kumar Singh

University School of Business MBA,

Chandigarh University, Mohali, India

Correspondence

Bijay Prasad Kushwaha, USB-MBA,

Chandigarh University, Mohali, India.

Email: bijayrsm@gmail.com

The productivity and growth of an organization depend on the attrition rate of its

workforce. The low workforce attrition rate increases the competency of an organi-

zation. Although there are numerous studies on employee retention, human resource

managers are still struggling to hold their employees for a longer time. This paper

studies the mediating role of growth needs and job satisfaction on independent

construct deficiency needs and dependent construct talent retention for talent sus-

tainability. The judgemental sampling technique was adopted to interview

414 employees of different BPOs and Call Centres situated in Delhi NCR through a

self-administered questionnaire. Mediation analysis was performed with the help of

Smart PLS-SEM 3.0. The deficiency needs have an insignificant impact on talent

retention, whereas the path deficiency needs, mediated by growth needs and job sat-

isfaction, have a greater and significant impact on talent retention. Finding suggests

that growth needs and job satisfaction help to retain talented employees.

JEL CLASSIFICATION

M120; M100

1|INTRODUCTION

Today, the business world is working in a highly competitive environ-

ment. The invention, innovation, and efficiency of an organization are

guaranteedby its manpower. Manpower of an organization is comprised

of unskilled, semi-skilled, and skilled. Skilled manpower add-on their

skillset for improvement through training and development, and self-

learning(Budhwar, Pereira, Mellahi, & Singh,2018; Sidhu, Singh, Virdi, &

Kumar, 2019). Thequalifications and skillsetdo not guarantee an equal

amount of performance from manpower. There are various internal and

externalfactors that make variation in their productivity.The manpower

whose productivity ishigher and continuouslyproviding innovative solu-

tions to the business may be treated as a talentresource for the organi-

zation. Such employees also know the functioning and success tips

of the organization. Therefore, the existence of talented manpower

becomes crucial for an organization (Collings, Mellahi, & Cascio, 2018;

Nazia & Begum, 2013; Samuel & Chipunza, 2009). Employee turnover

creates a disturbance in thebusiness process as wellas hiring a replace-

ment for suchan employee is a cost forthe organization.

The working procedure of the service sector is similar in various

aspects; therefore, the productive manpowerofthissectoralwayslooksfor

job changes to attain career objectives. Meanwhile, due to this reason,

BPOs and Call Centres are one of the industries under the service sector

where a higher rate, 25–40% (NASSCOM, 2005), of attrition has been

observed. According to Remesh (2004) and Srivastav, Gopalan, Agrawal,

and Agrawal (2019), the average employee turnover in BPOs and Call Cen-

tre of India is 30%. It has become a tough task for human resource managers

of this industry to retain their productive manpower. It may be a rare case

that an employee leaves a job due to a single incident (Walker, 2001). There

are several factors contributing to employee retention have been identified

by researchers. Kinnear and Sutherland (2001), Maertz and Griffeth (2004),

Mandhanya (2015) have identified factors such as ext rinsic rewards, promo-

tion,jobsecurity,pay,andthenatureofworkthathelptoretainthe

employee. Fitzenz (1990) has cited factors like working culture, pay and

benefits philosophy, and career development system for talent retention.

Nazia and Begum (2013) have found factors like respect, recognition, and

rewards for retaining talents in the organization. The above factors are

either the part of deficiency needs or growth needs of motivation theory.

Received: 22 July 2020 Revised: 11 August 2020 Accepted: 14 August 2020

DOI: 10.1002/pa.2400

J Public Affairs. 2022;22:e2400. wileyonlinelibrary.com/journal/pa © 2020 John Wiley & Sons Ltd 1of9

https://doi.org/10.1002/pa.2400