chapter- iv data analysis and...

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CHAPTER- IV

DATA ANALYSIS AND INTERPRETATION

”People who succeed have momentum.

The more they succeed, the more they want to succeed,

And the more they find a way to succeed.”

- Tony Robbins

The earlier chapters were devoted to review the background of earlier literatures on the present

study and also examined the major research findings. In this chapter an attempt is made to

present research methods and sample of the study including tools of data collection, interpretive

guidelines and statistical treatments.

The purpose of the study is three fold. Firstly, it attempts to examine all the demographic factors

taken for the study and correlate them to understand the stress levels of the employees. Secondly,

to study various personal factors, organizational factors related to role of an employee, self

concept and locus of control of the respondents through company wise analysis. Lastly, to

suggest certain coping strategies to manage the work related stress and develop a stress

sustenance model.

Data Analysis is a schematic presentation of the information collected through research study.

Data analysis is an important element of any research as the data is analyzed as per the

requirements of the research and valuable findings can be traced out from the analysis. The

analysis of data is the most skilled task in the research process. It is the critical examination of

the assembled and grouped data for studying the characteristics of the factors under study and for

determining the patterns of relationships among the variables relating to the research.

Statistical analysis of data serves several purposes. Primarily it summarizes large mass of data

into understandable and meaningful formats. The reduction of data facilitates further analysis

and makes exact descriptions possible. The present study made use of statistical analysis using

SPSS v17 package. The data is organized into frequency tables and presented through pie charts

and bar charts, wherever necessary.

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4.1. DEMOGRAPHIC PROFILE

The respondents of the present research are from the four select BPO companies in Hyderabad

viz., Infosys, Genpact, TCS and Wipro. To analyze the demographic profile of the respondents,

factors like of age, gender, educational qualifications, marital status, children, annual income,

present shift, organization and experience within the organization are considered. The following

is a schematic presentation of demographic profile of the sample respondents. The data has been

segregated as general demographic factors and company wise demographic factors.

4.1. a. General demographic factors

The various demographic factors of the respondents are considered collectively in general,

without specific reference to their respective companies of work.

4.1.a.i. Age of the respondents :

Age of the respondents is an important demographic factor in BPO industry. This gives a picture

of energy levels of the work force. Therefore, the data in this regard is presented below.

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Table 4.1 Age in years

Frequency Percent Valid Percent Cumulative

Percent

Valid Less than 25 693 55.4 55.4 55.4

26-35 400 32.0 32.0 87.4

36-45 155 12.4 12.4 99.8

above 46 3 .2 .2 100.0

Total 1251 100.0 100.0

Chart 4.1 Age in years

Source: Researcher’s Compilation

The total respondents are 1251. Among the total respondents 55.4 per cent are in the age group

of less than 25, 32.0 per cent are in the group of 26-35, 12.4 per cent are in the age group of 36-

45 years and 0.2 percent are in the age group of above 45 years. So it can be said that majority of

the respondents in the select companies of BPO industry are youngsters.

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4.1. a. ii. Gender of the respondents

The following data represents the frequency of male and female respondents in the sample.

Table 4.2 Gender of the respondents


Percent

Valid male 1028 82.2 82.2 82.2

female 223 17.8 17.8 100.0

Total 1251 100.0 100.0

Chart 4.2 Gender of the respondents


The table and graph above shows the frequency of males and females of the total sample taken

for the study. In the total sample of 1251 employees 82.2 per cent are males representing

majority of the respondents and 17.8 per cent corresponds to female population. This may be an

indication of the fact that the industry is a male dominant industry.

4.1. a. iii. Marital status of the respondents:

The data regarding the respondents’ marital status has been given below

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Table 4.3 Marital status of the respondents


Percent

Valid married 401 32.1 32.1 32.1

single 850 67.9 67.9 100.0

Total 1251 100.0 100.0

Chart 4.3 Marital status of the respondents


The table and graph above shows the marital status of the respondents. It shows that majority of

the respondents are single representing 67.9 per cent of the sample and 32.1 per cent are married.

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4.1. a. iv. Educational qualification of the respondents

The data given below represents the educational qualifications of the respondents taken for the

research.

Table 4.4 Educational qualification of the respondents


Percent

Valid undergraduate 93 7.4 7.4 7.4

graduate 635 50.8 50.8 58.2

PG and above 523 41.8 41.8 100.0

Total 1251 100.0 100.0

Chart 4.4 Educational qualification of the respondents


The table and graph above shows the educational qualification of the respondents. It shows that

majority of the respondents are graduates representing 50.8 per cent of the sample, 41.8 per cent

are P.G. and above. Only7.4 per cent are under graduates.

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4.1.a.v. Whether the respondents have children are not?

The data explains the number of respondents with and without children in the sample under study.

Table 4.5 Children


Percent

Valid yes 327 26.1 26.1 26.1

no 924 73.9 73.9 100.0

Total 1251 100.0 100.0

Chart 4.5 Children


The table and graph above shows number of children of the respondents. It shows that majority

of the respondents are under the category of no children representing 73.9 per cent of the sample

and 26.1 per cent are having children.

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4.1.a.vi. Occupational levels of the respondents:

The occupational levels of the respondents taken for analysis are stated in the data given below.

Chart 4.6 Occupational levels of the respondents


The table and graph above shows the occupational level of the respondents. It shows that

majority of the respondents are representatives comprising 87.5 per cent of the sample, 6.6 per

cent team are leaders, 4.0 per cent are analyst and 2.0 per cent are managers. It projects that

maximum of the respondents are call centre representatives in the BPO industry.

Table 4.6 Occupational levels of the respondents


Percent

Valid representative 1094 87.5 87.5 87.5

team leader 82 6.6 6.6 94.0

analyst 50 4.0 4.0 98.0

manager 25 2.0 2.0 100.0

Total 1251 100.0 100.0

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4.1. a. vii. Annual Income of the respondents:

The data regarding the respondents’ annual income is presented below.

Table4.7 Annual income (INR)


Percent

Valid < 1 L 46 3.7 3.7 3.7

1-2 L 340 27.2 27.2 30.9

2-5 L 753 60.2 60.2 91.0

5 L > 112 9.0 9.0 100.0

Total 1251 100.0 100.0

Chart 4.7 Annual income


The table and graph above shows that majority of the respondents are earning 2-5 lakhs as their

annual income representing 60.2 per cent of the total respondents followed by 27.2 per cent

representing an income level of 1-2 lakhs . 9.0 per cent of the total respondents are in the income

range of above 5 lakhs and 3.7 per cent of the total respondents are having income less than

rupees 1 lakh.

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4.1. a. viii. The present shift of the respondents:

The details regarding the shift of the employees taken for the study have been explained in the

following table and chart.

Table 4.8 Present shift


Percent

Valid day 824 65.9 65.9 65.9

night 427 34.1 34.1 100.0

Total 1251 100.0 100.0

Chart 4.8 Present shift


The table and graph above shows that majority of the respondents are presently working in day

shifts, representing 65.9 per cent of the total respondents and 34.1 per cent of the total

respondents are working in the night shifts in the BPO industry.

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4.1. a. ix. Organization of the respondents:

The details regarding the number of employees from each of the four select BPO organizations

have been given below.

Table 4.9 Organization


Percent

Valid Infosys 309 24.7 24.7 24.7

Genpact 326 26.1 26.1 50.8

TCS 315 25.2 25.2 75.9

Wipro 301 24.1 24.1 100.0

Total 1251 100.0 100.0

Chart 4.9 Organization


The above table and graph show the information regarding proportion of respondents in different

samples of the select companies. Majority of the respondents belongs to Genpact representing a

sample of 26.1 per cent, followed by 25.2 per cent employees representing TCS, followed by

24.7 per cent of employees belonging to Infosys and Wipro employees represent 24.1 per cent of

the total sample.

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4.1. a. x. The experience of the respondents:

The details of work experience of the respondents are given below, in number of years.

Table 4.10 Experience in years


Percent

Valid <1 years 57 4.6 4.6 4.6

1-3 years 530 42.4 42.4 46.9

3-5 years 504 40.3 40.3 87.2

5-8 years 147 11.8 11.8 99.0

above 8 years 13 1.0 1.0 100.0

Total 1251 100.0 100.0

Chart 4.10 Experience in years


Among the total respondents, 42.4 per cent are having 1-3 years of experience, 40.3 per cent are

having 3-5 years of experience, 11.8 per cent have an experience of 5-8 years, 4.6 per cent are

having less than one year of experience and only one per cent of the total respondents are having

more than eight years of experience. This indicates that majority of employees are new to the

industry.

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4.1. b. Company wise demographic factors

The demographic factors are considered with specific reference to the respective companies of

the respondents.

4.1. b. i. Company wise age of the respondents

The data given below represents the age of the respondents in accordance with the select BPO

companies.

Table 4.11 Company wise age of respondents Organization

Total Infosys Genpact TCS Wipro

Age in years

Less than 25 187 167 178 161 693

26-35 95 123 98 84 400

36-45 27 36 38 54 155

above 46 0 0 1 2 3 Total 309 326 315 301 1251

Graph 4.1 Company wise age of respondents


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The above table and graph show the company wise cross tabulation of the age of respondents.

The results show that majority of the respondents are in the age group of less than 25 years

represented by 693 employees of the total organizations taken for the research. To be company

specific Infosys has majority of respondents in the age group of less than 25 years with 187

respondents, TCS also has the similar trend with 178 employees, Genpact has more number in

the age group of 26-35 with 123 employees. TCS and Infosys follow the same trend with 98 and

95 employees in the same age group, while Wipro has more number of employees in the age

group of 36-45 years with 54 employees. Hence the number of young generation employees is

more in the sample. Perhaps this may be the secret underlying the dynamic working force behind

the BPO industry.

4.1. b. i. Company wise gender

Given below is the data of male and female respondents in the select BPO companies.

Table 4.12 Company wise gender of the respondents Organization


Gender male 231 267 274 256 1028

female 78 59 41 45 223 Total 309 326 315 301 1251

Graph 4.2 Company wise gender of the respondents


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The above table and graph represent the number of respondents taken for the research based on

gender. The per cent of male respondents is high compared to the number of female respondents.

To be specific, the Company TCS has the least representation of female employees with only 41

in number, in the total sample of 223 female respondents.

iii. Company wise marital status

The details regarding the marital status of the employees taken for the study in the select BPO

companies are given below.

Table 4.13 Company wise marital status of the respondents Organization


Marital status

married 85 103 96 117 401

single 224 223 219 184 850 Total 309 326 315 301 1251

Graph 4.3 Company wise marital status of the respondents


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The above table and graph show the cross tabulations of marital status of the respondents. The

overall figures indicate that there are more number of single persons in the sample, than married

persons. To be company specific, Infosys has 224 single persons, Genpact has 223 single

respondents, TCS has 219 single persons and Wipro has 184 single respondents.

4.1. b. iv. Company wise educational qualifications

The company wise details regarding the educational qualifications of the respondents are as

under.

Table 4.14 Company wise educational qualifications of the respondents Organization


Educational qualification

Undergraduate 24 26 23 20 93

graduate 157 164 165 149 635

PG and above 128 136 127 132 523 Total 309 326 315 301 1251

Graph 4.4 Company wise educational qualifications of the respondents


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The above table and graph show the cross tabulations of Educational qualifications of the

respondents. The overall figures indicate that there are more number of graduates in the sample

followed by post graduates and other compared to the under graduates. To be company specific,

TCS has 165 graduates out of its 315 respondents; Genpact has 164 out of its 326 respondents,

followed by Infosys and Wipro.

4.1. b. v. Company wise occupational levels

The various occupational levels of the respondents in select BPOs are given below

Table 4.15 Company wise occupational levels of the respondents

Organization


Occupational level

representative 271 283 274 266 1094

team leader 20 22 22 18 82

analyst 12 14 13 11 50

manager 6 7 6 6 25 Total 309 326 315 301 1251

Graph 4.5 Company wise occupational levels of the respondents


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The above table and graph show the cross tabulations of Occupational levels of the respondents.

The overall figures indicate that there are more number of working representatives in the sample

followed by team leaders, analysts and managers. To be company specific, Genpact has 283

representatives out of its 326 respondents; TCS has 274 out of its 315 respondents, followed by

Infosys and Wipro.

4.1. b. vi. Company wise respondents’ annual income

The annual income of the respondents in the select BPO companies are given below

Table 4.16 Company wise respondents’ annual income Organization


Annual income (INR)

< 1 L 11 11 12 12 46

1-2 L 73 82 98 87 340

2-5 L 199 206 171 177 753

5 L > 26 27 34 25 112 Total 309 326 315 301 1251

Graph 4.6 Company wise respondents’ annual income


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The table and graph show the respondents income range. Majority of the total respondents are in

the income range of Rs.2,00,000-5,00,000, followed by respondents in the income range of Rs.

1,00,000-2,00,000. There are only few respondents in the income range of above Rs 5,00,000

and there are only 46 respondents of the total 1251 respondents with below Rs.1,00,000 earnings.

To be company specific, Genpact (206) represents majority of the respondents with Rs.2,00,000-

5,00,000 and the minimum number of respondents with less than Rs.1,00,000 are from Infosys

(11) and Genpact (11).

4.1.b.vii. Company wise experience

The details of the work experience of the respondents in select BPO companies are furnished below. Table 4.17 Company wise experience of the respondents Organization


Experience in years

<1 years 16 13 14 14 57

1-3 years 83 146 160 141 530

3-5 years 172 130 107 95 504

5-8 years 33 36 30 48 147

above 8 years 5 1 4 3 13 Total 309 326 315 301 1251

Graph 4.7 Company wise experience of the respondents


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The above table and graph show the cross tabulations of experience in years of the respondents.

The overall figures indicate that there are more number of respondents with 1-3 years of

experience in the sample, followed by 3-5 years of experience. The least number of respondents

are with experience of above 8 years. To be company specific, Infosys has maximum of 172

respondents out of its 309 respondents with 3-5 years of experience and Genpact has a least of

one employee out of its 326 respondents with above 8 years experience.

4.1.b.viii. Company wise respondents having children

The data regarding respondents with children and without children are presented in accordance

of the select BPO companies

Table 4.18 Company wise respondents having children Organization


Do you have children?

yes 61 94 75 97 327

no 248 232 240 204 924 Total 309 326 315 301 1251

Graph 4.8 Company wise respondents having children


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The above table and graph show the cross tabulations of the respondents with children and

without children. The overall figures indicate that many of the respondents are without children

i.e., 924 respondents and the respondents with children are least which are 327 out of total 1251

respondents. To be company specific, the Infosys (248) represents the maximum number of

respondents without children, followed by TCS (240), Genpact ( 232) and Wipro (204).

4.1.b.ix. Company wise work shifts

The following table shows the details of the respondents attending the present shifts in

accordance with the select BPO companies.

Table 4.19 Company wise work shifts Organization


Present shift

day 221 218 188 197 824

night 88 108 127 104 427 Total 309 326 315 301 1251

Graph 4.9 Company wise work shifts


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The above table and graph represents the present working shift of the respondents taken for the

study. The maximum number of work shifts in the sample is observed to be day shifts

representing 824 out of the total sample of 1251. To be company specific it is observed the

maximum number of day shift respondents are represented by Infosys (221) and minimum

number of day shift employees by TCS (188).

4.2 VARIABLE FACTORS TAKEN FOR THE STUDY

The respondents of the present research belong to four select BPO companies in Hyderabad viz.,

Infosys, Genpact, TCS and Wipro. To analyze the various variables of the respondents factors

like - life events, role of an employee in the organization, self concept and locus of control along

with coping strategies have been considered. The part II Main data of the questionnaire consists

of scaled questions which are segregated on the basis of above factors. Therefore following

schematic presentations of the company wise sample respondents, are considered for the study

covering various factors – Life events or personal factors, role factors or organizational factors,

personality variables and coping strategies.

4. 2. a. Life events or personal factors

One to eighth question of the scaled questionnaire represents the personal factors of the respondents.

4.2.a.i. Impact on the health or behavior The following data represents the response of the employees regarding the impact on the health

or behavior of the employee due to job.

Table 4.20 Impact on health or behavior * Organization Cross tabulation

Organization


Impact on health or behavior

strongly disagree 47 18 18 17 100

disagree 178 192 200 182 752

undecided 24 23 11 25 83

agree 39 79 77 65 260

strongly agree 21 14 9 12 56

Total 309 326 315 301 1251

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Graph 4.10 Impact on health or behavior * Organization Cross tabulation

Source: Researcher’s Compilation The above data show the cross tabulation figures reflecting the impact of job stress on health or

behavior of the respondents. The overview of the figures indicate that majority of respondents

(752 out of 1251) disagree with the above factor. The company specific data reveal that

maximum respondents who disagree are from TCS (200) and minimum respondents who

disagree are from Infosys (178).

4.2.a.ii. Change in Financial status of the respondent

The following data represents the response of the employees regarding the change in the

financial status of the respondents due to job.

Table 4.21 Change in Financial status * Organization Cross tabulation

Organization


Change in Financial status


disagree 159 172 155 168 654

undecided 27 30 25 15 97

agree 56 84 100 86 326

strongly agree 26 19 10 11 66 Total 309 326 315 301 1251

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Graph 4.11 Change in Financial status * Organization Cross tabulation

Source: Researcher’s Compilation The above cross tabulation data reflect the financial status of the respondents as employees of the

outsourcing industry which holds impact on job stress. The overview of the figures indicate that

majority of respondents (654 out of 1251) disagree with the above factor. The company specific

data reveal that maximum respondents who disagree are from Genpact (172) and minimum

respondents who disagree are from TCS (155).

4.2.a.iii. Change in responsibilities at work

The following data represents the response of the employees regarding the change in the

responsibilities due to job.

Table 4.22 Major change in responsibilities at work * Organization Cross tabulation Organization


Major change in responsibilities at work


disagree 127 118 120 104 469

undecided 24 16 20 34 94

agree 90 145 138 123 496


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Graph 4.12Major change in responsibilities at work * Organization Cross tabulation

Source: Researcher’s Compilation The above cross tabulation data reflects the impact of change in responsibilities at work as a

factor which influence job stress of the respondents. The overview of the figures indicate that

majority of respondents (496 out of 1251) agree with the above factor. The company specific

data reveal that maximum respondents who agree are from Genpact (145) and maximum

respondents who disagree over the factor are from Infosys (127).

4.2.a.iv. Impact on the living conditions and social status The following data represents the response of the employees regarding the impact on the living

conditions and social status of the respondent due to job.

Table 4.23 Impact on living conditions and social status * Organization Cross tabulation Organization


Impact on living conditions and social status


disagree 169 156 152 171 648

undecided 29 37 26 21 113

agree 59 85 108 75 327


Graph 4.13 Impact on living conditions and social status * Organization Cross tabulation

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Source: Researcher’s Compilation The above table and graph reveals the impact on living conditions and social status of the

respondents company wise. The maximum numbers of respondents disagree with the fact that

living conditions and social status are influenced by the job factor representing 648 out of total

1251. To be company specific, the Wipro (171) representing the maximum number of

respondents who disagree.

4.2.a.v. Impact of long working hours on stress The following data represents the responses of the employees regarding the impact on stress due

to long working hours.

Table 4.24 Stressed due to long hours of work * Organization Cross tabulation

Organization


Stressed due to long hours of work


disagree 160 151 157 155 623

undecided 40 29 22 31 122

agree 74 94 110 94 372


Graph 4.14 Stressed due to long hours of work * Organization Cross tabulation

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Source: Researcher’s Compilation The above data show the cross tabulation figures reflecting the impact of long working hours on

stress of the respondents. The overview of the figures indicate that majority of respondents (623

out of 1251) disagree with the above factor. The company specific data reveal that maximum

respondents who disagree are from Infosys (160) and minimum respondents who strongly

disagree are from Wipro (7).

4.2.a.vi. Disturbance in rest or recreation of the respondent due to job

The following data represents the response of the employees regarding disturbance in schedule

of rest or recreation of the respondent due to job.

Table 4.25 Disturbance in schedule of rest or recreation * Organization Cross

tabulation

Organization


Disturbance in schedule of rest or recreation


disagree 167 169 173 175 684

undecided 20 20 22 13 75

agree 56 87 91 91 325


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Graph 4.15 Disturbance in schedule of rest or recreation * Organization Cross

tabulation


The above data show the cross tabulation figures reflecting the impact of disturbance in schedule

of rest or recreation due to job, thus influencing the stress of the respondents. The overview of

the figures indicate that majority of respondents (684 out of 1251) disagree with the above factor.

The company specific data reveal that maximum respondents who disagree are from Wipro (175)

and minimum respondents who strongly disagree are also from Wipro (4).

4.2.a.vii. Effect on change in sleeping habits

The following data projects the response of the employees effecting the change in their sleeping

habits due to job.

Table 4.26 Change in sleeping habits * Organization Cross tabulation

Organization


Change in sleeping habits


disagree 158 157 156 160 631

undecided 28 21 28 12 89

agree 73 103 96 106 378


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Graph 4.16 Change in sleeping habits * Organization Cross tabulation


The above data show the cross tabulation figures reflecting the effect on change in sleeping

habits and their corresponding impact on job stress. The overview of the figures indicate that


data reveal that maximum respondents who disagree are from Wipro (160).

4.2.a.viii. Effect on eating habits

The following data represents the response of the employees which explains the effect on their

eating habits.

Table 4.27 Change in eating habits * Organization Cross tabulation

Organization


Change in eating habits


disagree 151 160 173 168 652

undecided 21 28 28 15 92

agree 62 94 87 88 331


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Graph 4.17 Change in eating habits * Organization Cross tabulation


The above data show the cross tabulation figures reflecting the impact of eating habits as a factor

effecting job stress of the respondents. The overview of the figures indicate that majority of

respondents (652 out of 1251) disagree with the above factor. The company specific data reveal

that maximum respondents who disagree are from TCS (173).

4.2.b. Role factor or Organizational factors

The scaled questions from question number nine to eighteenth include all the organizational role

factors which enable to study the stress level of the employees at work place. The following

tables and graphs give the stress at organizational level of select BPOs.

4. 2..b.i. Company wise acquirement of skills

The following data reveals the deficiency in acquirement of skills in the present job for taking

up higher responsibility by the respondents. This is a character of personal inadequacy.

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Table 4.28 Lack of skill acquirements * Organization Cross tabulation

Organization


Lack of skill acquirements


disagree 220 226 204 147 797

undecided 19 29 36 16 100

agree 19 40 45 110 214


Graph 4.18 Lack of skill acquirements * Organization Cross tabulation


The above data exihibit the cross tabulation figures reflecting the lack of skill acquirements of

the respondents as a factor effecting job stress. The overview of the figures indicate that majority

of respondents (797 out of 1251) disagree with the above factor. The company specific data

reveal that maximum respondents who disagree are from Genpact (226).

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4.2.b.ii. Company wise over workload The data furnishes the company wise details of respondents regarding their burden of working

late hours due to overload of work, in other words role overload.

Table 4.29 Over workload * Organization Cross tabulation

Organization


Over workload


disagree 174 173 156 170 673

undecided 24 17 18 23 82

agree 74 102 106 77 359


Graph 4.19 Over workload * Organization Cross tabulation

Source: Researcher’s Compilation The above data show the cross tabulation figures reflecting the impact of over load of work as a

factor effecting job stress of the respondents. The overview of the figures indicate that majority


reveal that maximum respondents who disagree are from Infosys (174), followed by Genpact

(173).

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4.2. b.iii. Company wise unwilling attitude towards work The data presents the company wise details of respondents’ unwilling attitude towards work due

to role ambiguity.

Table 4.30 Unwilling attitude towards work * Organization Cross tabulation

Organization


Unwilling attitude towards work


disagree 189 200 181 182 752

undecided 22 19 22 31 94

agree 53 72 72 66 263


Graph 4.20 Unwilling attitude towards work * Organization Cross tabulation

Source: Researcher’s Compilation The above data show the cross tabulation figures reflecting the impact of unwilling attitude

towards work due to work ambiguity as a factor effecting job stress of the respondents. The

overview of the figures indicate that majority of respondents (752 out of 1251) disagree with the

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above factor. The company specific data reveal that maximum respondents who disagree are

from Genpact (200).

4.2.b.iv. Company wise inter role distance The below data reveals the inter role distance of the respondents in order of their companies.

Table 4.31 Inter role distance * Organization Cross tabulation

Organization


Inter role distance


disagree 175 216 205 199 795

undecided 31 14 28 23 96

agree 43 67 55 59 224


Graph 4.21 Inter role distance * Organization Cross tabulation

Source: Researcher’s Compilation The above data show the cross tabulation figures reflecting inter role distance as a factor


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that maximum respondents who disagree are from Genpact (216).

4.2.d.v. Company wise job dissatisfaction The data below enumerates the quality of role erosion among employees in the select companies

expressing their job dissatisfaction.

Table 4.32 Job dissatisfaction * Organization Cross tabulation

Organization


Job dissatisfaction


disagree 168 192 195 199 754

undecided 40 22 21 18 101

agree 47 76 74 65 262


Graph 4.22 Job dissatisfaction * Organization Cross tabulation


The above table and graph show the cross tabulation figures reflecting the impact of job

dissatisfaction as a factor effecting job stress of the respondents. The overview of the figures

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indicate that majority of respondents (754 out of 1251) disagree with the above factor. The

company specific data reveal that maximum respondents who disagree are from Wipro (199).

4.2.b.vi. Company wise role interaction The company wise data of the respondents represents their capabilities of role interaction

required for the job of BPOs.

Table 4.33 Role interaction * Organization Cross tabulation

Organization


Role interaction


disagree 140 160 176 153 629

undecided 25 26 17 24 92

agree 74 94 97 94 359


Graph4.23 Role interaction * Organization Cross tabulation


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The above data show the cross tabulation figures reflecting the role interaction as a factor



that maximum respondents who disagree are from TCS (176).

4.2.b.vii. Company wise lack of time for family due to role The data furnished below enumerates the importance of conflicting role expectations of job and

personal life which may be disturbed due to job nature. This explains the role expectation

conflict of the respondent job nature due to lack of time for personal or family life.

Table 4.34 Lack of time for family due to role * Organization Cross tabulation

Organization


Lack of time for family due to role


disagree 188 186 159 158 691

undecided 20 17 27 20 84

agree 64 98 94 81 337


Graph 4.24 Lack of time for family due to role * Organization Cross tabulation


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The above table and graph show the cross tabulation figures reflecting the impact of job

responsibility as a factor effecting personal time towards family, which influence the level of job

stress of the respondents. The overview of the figures indicate that majority of respondents (691

out of 1251) disagree with the above factor. The company specific data reveal that maximum

respondents who disagree are from Infosys (188).

4.2.b.viii. Company wise absence of facilities at work place The following data shows the degree of absence of facilities at work place in the select

companies. This reveals the resource adequacy at job place.

Table 4.35 Absence of facilities at work place * Organization Cross tabulation

Organization


Absence of facilities at work place


disagree 162 186 188 188 724

undecided 26 27 14 16 83

agree 49 77 76 74 276


Graph 4.25 Absence of facilities at work place * Organization Cross tabulation


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The above data show the cross tabulation figures reflecting the impact of absence of facilities at

work as a factor effecting job stress of the respondents. The overview of the figures indicate that


data reveal that maximum respondents who disagree are from Wipro and TCS (188).

4.2.b.ix. Company wise role stagnation The given data exhibits the role stagnation of the respondents in their respective companies.

Table 4.36 Role stagnation * Organization Cross tabulation

Organization


Role stagnation


disagree 167 149 154 151 621

undecided 25 20 24 26 95

agree 82 102 107 100 391


Graph 4.26 Role stagnation * Organization Cross tabulation


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The above table and graph show the cross tabulation figures reflecting the impact of role

stagnation as a factor effecting job stress of the respondents. The overview of the figures indicate

that majority of respondents (621 out of 1251) disagree with the above factor. The company

specific data reveal that maximum respondents who disagree are from Infosys (167).

4.2.b.x. Company wise self initiation The data given below explains the level of initiation taken by the respondents in performing their

role at work place and the role isolation faced by them.

Table 4.37 Self initiation * Organization Cross tabulation Organization


Self initiation


disagree 204 213 227 196 840

undecided 30 26 17 34 107

agree 36 47 51 52 186


Graph 4.27 Self initiation * Organization Cross tabulation


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The above data show the cross tabulation figures reflecting the impact of self initiation as a

factor effecting job stress of the respondents. The overview of the figures indicate that majority


reveal that maximum respondents who disagree are from TCS (227) and minimum from Wipro

(196).

4.2.c. Personality variables

The scaled questions from nineteenth to thirty two in the questionnaire represent the personality

variables which indicate self concept and locus of control influencing the stress levels of the

employees. The following tables and graphs project various personality variables taken for the

study.

4.2.c.i. Company wise personal integrity

The data below indicates the personal integrity of the respondents in performing the job. The

data is enumerated company wise.

Table 4.38 Personal integrity * Organization Cross tabulation Organization


Personal integrity


disagree 86 73 88 86 333

undecided 36 29 19 17 101

agree 108 159 166 148 581


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Graph 4.28 Personal integrity * Organization Cross tabulation

Source: Researcher’s Compilation The above table and graph gives the cross tabulation showing the impact of personal integrity on

the stress levels of the respondents. The majority of the respondents agree with the factor

representing 581 out of total sample of 1251 respondents. To be company specific, TCS (166)

represents the maximum who agree

4.2.c.ii. Company wise self confidence The data provides the level of confidence in employees towards his job performance against

others.

Table 4.39 Self confidence * Organization Cross tabulation Organization


Self confidence


disagree 108 106 104 104 422

undecided 28 22 24 16 90

agree 98 159 159 146 562


Graph 4.29 Self confidence * Organization Cross tabulation

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The above table and graph gives cross tabulation showing the impact of self confidence on the

stress levels of the respondents. The majority of the respondents agree with the factor

representing 562 out of total sample of 1251 respondents. To be company specific, Genpact and

TCS (159) represents the maximum who agree.

4.2.c.iii. Company wise timely action

The following company wise data reveals the timely decision making capacity of the

respondents.

Table 4.40 Timely action * Organization Cross tabulation Organization


Timely action


disagree 140 133 144 137 554

undecided 25 18 21 23 87

agree 104 136 111 119 470


Graph 4.30 Timely action * Organization Cross tabulation

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The above table and graph provides cross tabulation showing the impact of timely action or

decision making capacity of the respondents in performing work and its impact over job stress.

The majority of the respondents disagree with the factor representing 554 out of total sample of

1251 respondents. To be company specific, TCS (144) represents the maximum who disagree.

4.2. c.iv. Company wise confidence levels

The data given below represents the state of feeling frustrated and loss of confidence by the

employee while performing his job.

Table 4.41 Losing confidence * Organization Cross tabulation Organization


Losing confidence


disagree 150 196 195 196 737

undecided 54 27 22 14 117

agree 58 69 75 70 272


Graph 4.31 Losing confidence * Organization Cross tabulation

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The above table and graph gives cross tabulation showing the impact of losing confidence on the

stress levels of the respondents. The majority of the respondents disagree with the factor


Wipro (196) represents the maximum who disagree.

4.2.c.v. Company wise lack of encouragement The following data indicates the levels of lack in encouragement by the company and the

respondents blamed or punished for petty issues at job.

Table 4.42 Lack of encouragement * Organization Cross tabulation

Organization


Lack of encouragement


disagree 194 195 207 208 804

undecided 44 35 24 20 123

agree 45 59 54 50 208


Graph 4.32 Lack of encouragement * Organization Cross tabulation

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The above table and graph gives cross tabulation showing the impact of lack of encouragement

on the stress levels of the respondents. The majority of the respondents disagree with the factor

representing 804 out of total sample of 1251 respondents. To be company specific, Wipro (208)

represents the maximum who disagree.

4.2.c.vi. Company wise escapism nature The company wise data shows respondents attitude of escaping from his job responsibilities by

indulging in false excuses to get out of things.

Table 4.43 Escapism * Organization Cross tabulation Organization


Escapism strongly disagree 22 25 30 28 105

disagree 227 233 217 196 873

undecided 21 17 23 30 91

agree 31 43 38 39 151


Graph.4.33 Escapism * Organization Cross tabulation

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The above table and graph gives cross tabulation showing the impact of escapism as a

personality variable on the stress levels of the respondents. The majority of the respondents

disagree with the factor representing 873 out of total sample of 1251 respondents. To be

company specific, Genpact (233) represents the maximum who disagree.

4.2.c.vi. Company wise rising to expectations The data unveils company wise analysis of the employees capacities to meet the expectations of

job demands during job performance.

Table.4.44 Rising to expectations * Organization Cross tabulation

Organization


Rising to expectations


disagree 173 158 139 158 628

undecided 16 16 27 10 69

agree 76 115 116 108 415


Graph.4.34 Rising to expectations * Organization Cross tabulation

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The above table and graph gives cross tabulation showing the impact of personality variable of

rising to expectation at job place on the stress levels of the respondents. The majority of the

respondents disagree with the factor representing 628 out of total sample of 1251 respondents.

To be company specific, Infosys (173) represents the maximum who disagree.

4.2.c.vii. Company wise self depression

The given data explains the self depression of the respondents, feeling loneliness and craving for

sharing their feelings with others.

Table 4.45 Self depression * Organization Cross tabulation Organization


Self depression strongly disagree 18 15 13 12 58

disagree 193 190 187 159 729

undecided 16 10 13 28 67

agree 73 90 88 92 343


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Graph 4.35 Self depression * Organization Cross tabulation

Source: Researcher’s Compilation The above table and graph gives cross tabulation showing the impact of depression on the stress

levels of the respondents. The majority of the respondents disagree with the factor representing

729 out of total sample of 1251 respondents. To be company specific, Infosys (193) represents

the maximum who disagree.

4.2.c.viii. Company wise attitude of blaming others

The data explores the make shift attitude of the respondents by blaming others for their

responsibility in their job.

Table 4.46 Blaming others * Organization Cross tabulation Organization


Blaming others


disagree 189 244 229 216 878

undecided 44 16 21 20 101

agree 35 48 43 42 168


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Graph 4.36 Blaming others * Organization Cross tabulation


The above table and graph gives cross tabulation showing the impact on the stress levels of the

respondents for blaming others for their job responsibilities. The majority of the respondents

disagree with the factor representing 878 out of total sample of 1251 respondents. To be

company specific, Genpact (244) represents the maximum who disagree.

4.2.c.ix. Company wise innovative skills

The data highlights the innovative skills of the respondents and their attitude of experimenting

with new methods. Figures are presented company wise.

Table 4.47 Innovation * Organization Cross tabulation Organization


Innovation strongly disagree 41 52 15 6 114

disagree 191 186 239 226 842

undecided 41 32 6 24 103

agree 26 46 45 38 155


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Graph 4.37 Innovation * Organization Cross tabulation


The above table and graph gives cross tabulation showing the impact of personality variable of

innovation on the stress levels of the respondents. The majority of the respondents disagree with

the factor representing 842 out of total sample of 1251 respondents. To be company specific,

TCS (239) represents the maximum who disagree.

4.2.c.x. Company wise confidence planning

The figures evince the confidence of planning by the respondents in achieving their job goals and

fulfillment of their duties.

Table 4.48 Confident planning * Organization Cross tabulation Organization


Confident planning


disagree 113 117 117 112 459

undecided 47 28 21 31 127

agree 102 149 125 133 509


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Graph 4.38 Confident planning * Organization Cross tabulation


The above table and graph gives cross tabulation showing the impact of confident planning on

the stress levels of the respondents. The majority of the respondents agree with the factor

representing 509 out of total sample of 1251 respondents. To be company specific, Genpact

(149) represents the maximum who agree.

4.2.c.xi. Company wise feeling of external influences

The data below exposes the impact of external influences by the respondents in their day to day

job activities.

Table 4.49 External influences * Organization Cross tabulation Organization


External influences


disagree 193 206 202 206 807

undecided 37 19 16 9 81

agree 44 70 64 63 241


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Graph 4.39 External influences * Organization Cross tabulation


The above table and graph gives cross tabulation showing the impact of external influences on

the stress levels of the respondents. The majority of the respondents disagree with the factor


Wipro (206) represents the maximum who disagree.

4.2.c.xii. Company wise data on circumstantial decisions

The below data exhibits the company wise nature of decision making capabilities of the

respondents in discharge of their duties

Table 4.50 Circumstantial decisions * Organization Cross tabulation

Organization


Circumstantial decisions


disagree 157 172 158 156 643

undecided 34 22 20 17 93

agree 84 110 112 105 411


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Graph 4.40 Circumstantial decisions * Organization Cross tabulation


The above table and graph gives cross tabulation enumerating the value of timely decisions in

accordance with the existing circumstances and its impact on the stress levels of the respondents.

The majority of the respondents disagree with the factor representing 643 out of total sample of

1251 respondents. To be company specific, Genpact (172) represents the maximum who

disagree.

4.2.c.xiii. Company wise over all job stress

The data unveils the overall job stress by the respondents of the select BPO companies.

Table 4.51 Overall Job stress * Organization Cross tabulation

Organization


Overall Job stress


disagree 187 167 182 179 715

undecided 23 21 19 9 72

agree 69 103 95 96 363


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Graph 4.41 Overall Job stress * Organization Cross tabulation

Source: Researcher’s Compilation The above table and graph gives cross tabulation showing the impact of overall job stress levels

of the respondents due to work place nature. The majority of the respondents disagree with the

factor representing 715 out of total sample of 1251 respondents. To be company specific, Infosys

(187) represents the maximum who disagree.

4.2.d. Coping strategies

The scaled questions from thirty three to forty two in the questionnaire represent the coping

strategies adopted by the respondents. This evokes specific interest for the study and further

introspection among future generations to overcome work place stress in BPO workforce. The

following tables and graphs project various coping strategies adopted by the respondents taken

for the study.

4.2.d.i. Company wise physical exercise

The following data provides us the company wise respondents opinion on regular physical

exercise to overcome stress.

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Table 4.52 Exercise * Organization Cross tabulation Organization


Exercise strongly disagree 14 8 8 16 46

disagree 127 92 113 111 443

undecided 23 45 27 5 100

agree 96 160 133 130 519


Graph 4.42Exercise * Organization Cross tabulation


The above table and graph represent the coping strategies cross tabulation of the respondents.

The physical exercises as a coping strategy was agreed by majority of the respondents

representing 519 out of the total sample of 1251 respondents. The company wise maximum

respondents who agree are from Genpact (160).

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4.2.d.ii. Company wise mediation & yoga

The data provides us a picture of respondents opinion on practicing yoga and meditation as a

better way of coping with stress.

Table 4.53 Meditation & yoga * Organization Cross tabulation Organization


Meditation & yoga


disagree 143 149 173 166 631

undecided 59 48 30 22 159

agree 65 96 92 86 339


Graph 4.43 Meditation & yoga * Organization Cross tabulation

Source: Researcher’s Compilation The above table and graph represent the coping strategies cross tabulation of the respondents.

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The meditation and yoga as a coping strategy was disagreed by majority of the respondents



4.2.d.iii. Company wise listening music by the respondents

The data explains the respondents’ views of the select companies towards listening music as a

coping strategy in overcoming stress.

Table 4.54 Music * Organization Cross tabulation Organization


Music strongly disagree 25 20 23 7 75

disagree 194 228 193 221 836

undecided 47 32 36 11 126

agree 31 37 53 50 171


Graph 4.44 Music * Organization Cross tabulation


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The music as a coping strategy was disagreed by majority of the respondents representing 836

out of the total sample of 1251 respondents. The company wise maximum respondents who

disagree are from Genpact (228).

4.2.d.iv. Company wise healthy diet by the respondents The importance of following healthy dietary practices in overcoming the work stress by the

respondents is furnished company wise.

Table 4.55 Healthy diet * Organization Cross tabulation Organization


Healthy diet


disagree 32 132 141 136 441

undecided 128 24 15 17 184

agree 100 139 139 101 479


Graph 4.45 Healthy diet * Organization Cross tabulation


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The healthy dietary habits as a coping strategy were agreed by majority of the respondents

representing 479out of the total sample of 1251 respondents. The company wise maximum

respondents who agree are from Genpact (139) and TCS (139).

4.2.d.v. Company wise proper sleep and rest The data below explains the importance of proper sleep and sufficient rest by the respondents of

select companies to overcome stress.

Table 4.56 Proper sleep and rest * Organization Cross tabulation Organization


Proper sleep and rest


disagree 100 92 101 92 385

undecided 23 18 10 15 66

agree 119 167 156 154 596


Graph 4.46 Proper sleep and rest * Organization Cross tabulation


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The proper sleep and rest as a coping strategy was agreed by majority of the respondents


respondents who agree are from Genpact (167) and followed by TCS (156).

4.2.d.vi. Company wise prioritization and planning The following data explores the utilization of the vital management technique of prioritization

and proper planning as one of the coping strategy of stress at work place.

Table 4.57 Prioritization and planning * Organization Cross tabulation Organization


Prioritization and planning


disagree 126 85 117 97 425

undecided 21 34 10 13 78

agree 106 153 144 133 536


Graph 4.47 Prioritization and planning * Organization Cross tabulation


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The prioritization and planning as a coping strategy was agreed by majority of the respondents


respondents who agree are from Genpact (153).

4.2.d.vii. Company wise social activities The company wise data extract from the respondents explains the possibility of blending social

activities with regular work to reduce stress levels.

Table 4.58 Social activities * Organization Cross tabulation Organization


Social activities


disagree 139 145 160 154 598

undecided 35 39 18 28 120

agree 93 107 107 98 405


Graph 4.48 Social activities * Organization Cross tabulation


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The social activities as a coping strategy were disagreed by majority of the respondents



4.2.d.viii. Company wise on transport facility

The company wise data provides us an important view of the respondents on transportation

facility provided by the organization, which plays an important role in relieving stress.

Table 4.59 Transportation * Organization Cross tabulation Organization


Transportation


disagree 120 84 81 39 324

undecided 39 65 58 45 207

agree 111 143 115 154 523


Graph 4.49Transportation * Organization Cross tabulation


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The transportation facility by the company as a coping strategy was agreed by majority of the

respondents representing 523 out of the total sample of 1251 respondents. The company wise

maximum respondents who agree are from Wipro (154).

4.2.d.ix. Company wise recreational activities

The following figures show the extent of recreational activities as one of the coping strategies in

relieving the stress of an employee.

Table 4.60 Recreational activities * Organization Cross tabulation

Organization


Recreational activities


disagree 167 143 146 160 616

undecided 25 21 15 19 80

agree 84 107 117 103 411


Graph 4.50 Recreational activities * Organization Cross tabulation


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The recreational activities as a coping strategy were disagreed by majority of the respondents


respondents who disagree are from Infosys (167).

4.2.d.x. Company wise Employee Assistance Programs The data below provides with company wise information regarding the EAPs organized by the

organizations and the extent of their use in relieving stress of the respondents.

Table 4.61 Employee Assistance Programs (EAPs) * Organization Cross tabulation Organization


Employee Assistance Programs (EAPs)


disagree 180 238 208 218 844

undecided 48 8 29 10 95

agree 34 44 42 39 159


Graph 4.51 Employee Assistance Programs (EAPs) * Organization Cross tabulation


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The Employee Assistance Programs (EAPs) by the organization as a coping strategy was

disagreed by majority of the respondents representing 844 out of the total sample of 1251

respondents. The company wise maximum respondents who disagree are from Genpact (238).

4.3. TESTING OF HYPOTHESES

Hypothesis testing means, subjecting a hypothesis to an appropriate empirical scrutiny and test

statistically to determine the validity or model fit. There are two approaches to hypothesis

testing. They are; Classical approach and Bayesian approach. The classical approach is an

established one and is widely used in research. In this approach, decision making/acceptance of

hypothesis rests totally on the analysis of sampling data. A Hypothesis is set and tested with the

gathered data. The Bayesian approach is based on the use of sample data but it goes beyond them

taking into consideration all other available information for making decisions/testing hypothesis.

The present research considers Classical approach for hypothesis testing. For testing of

formulated hypotheses, Descriptive Analysis, Correlation, Regression, and ANOVA techniques

are used. The Null hypotheses and alternate hypotheses as mentioned in the research

methodology are presented hereunder.

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


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

centre employees.

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

centre employees.

Ho3: There is no significant relationship between the organizational role stress and its impact on

stress levels of call centre employees.

H3: There is a significant relationship between the organizational role stress and its impact on


Ho4: There is no significant relationship between the personality variables and their impact on

stress levels of the call centre employees.

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H4: There is a significant relationship between the personality variables and their impact on


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

companies of select BPOs.

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

companies of select BPOs.

4.4 RELIABILITY AND VALIDITY OF ANALYSIS

Systematic development of the questionnaire for data collection is of vital importance in

reducing the measurement errors that might arise from the content of questionnaire. Reliability of

the findings and validity of the research is important for any research study. Cronbach alpha is

one of the most commonly reported reliability estimates in the management of literature. A

Cronbach alpha estimate symbolized by the lower case Greek letter, calculates the proportion of

variance in the test scores that can be attributed to true score variance. Widely used for

instruments that use the Likert scale, it measures the internal consistency. A reliability

coefficient of .70 or higher is considered acceptable reliability, which has been detailed below.

George and Mallery (2003) provided the following rules of thumb for reliability analysis based

on the value of Cronbach’s Alpha.

“� .9 – Excellent, � .8 – Good, � .7 – Acceptable, � .6 – Questionable, � .5 – Poor, and � .5 –

Unacceptable”

The table below indicates the Chrobach alpha computed for the reliability of the scaled questions

of the study.

Table 4.62. Case Processing Summary N %

Cases Valid 1251 100 Excludeda 0 0

Total 1251 100

a. List wise deletion based on all variables in the procedure.

Source: SPSS compilation

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Table 4.63 Reliability Statistics

Cronbach's Alpha Cronbach's Alpha Based on

Standardized Items N of Items

.968 .967 42


The value of Cronbach’s Alpha indicates the reliability of the study and thus validity of the

analysis. The findings of the study indicate that the questionnaire has a high degree of internal

consistency. The coefficient of more than 0.7 is determined to be reliable. The present study has

a value of 0.968 which indicates a high degree of reliability and thus ensures that the findings are

valid.

Descriptive Analysis

The various factors for the study considering the independent variables like demographic factor,

personal factors, role factors, personality variables and coping strategies were compared with the

dependent variable – overall job stress of the call centre employees of select BPOs. To

understand the relationship between these variables the table given below explains the mean and

standard deviation of the sample taken for the study.

Table 4.64 Descriptive Statistics of dependent and independent variables

Mean Std. Deviation N Overall Job stress 2.72 1.053 1251

Demographic factor 18.9153 2.19327 1251

Life events 22.24 6.437 1251

Role factor 25.9656 6.39146 1251

Personality variables 38.2774 6.95912 1251

Coping strategies 29.20 4.417 1251


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The above table shows the mean and standard deviation of the various factors for the total

sample of 1251 respondents. It explains, the deviations are very less in case of the dependent

variable i.e. overall job stress (1.053) when compared with that of other independent variables.

This show the significance of the null hypothesis and alternate hypothesis proposed for the study.

The relationship between various variables has been set to test the hypothesis. The independent

variables like demographic factors, life events or personal factors, role or organizational factors,

personality variables and coping strategies have been compared with the stress levels of the

employees of the select BPO companies under study.

Hypothesis I

The first hypothesis for the research has been done by studying the relationship between the

demographic factors and the overall job stress of the call centre employees of the select BPOs.

The hypothesis was given as below.

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


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


The above hypothesis has been tested for significance with the help of the descriptive analysis

and correlation analysis between the two variables i.e., demographic factors and overall job

stress of the respondent. The descriptive analysis gives the mean and standard deviations of the

various demographic factors taken for the study and the overall job stress factor, which has been

given in the table below.

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Table 4.65. Descriptive Statistics of demographic factors

Mean Std. Deviation N

Overall Job stress 2.72 1.053 1251

Age in years 1.57 .712 1251

Gender 1.18 .383 1251

Educational qualification 2.34 .612 1251

Marital status 1.68 .467 1251

Do you have children? 1.74 .440 1251

Occupational level 1.21 .603 1251

Annual income (INR) 2.74 .666 1251

Present shift 1.34 .474 1251

Organization 2.49 1.107 1251

Experience in years 2.62 .790 1251


The above table reveals that there is no much difference in the means and standard deviations of

the demographic variables and the overall job stress factor of the respondents. It is observed that

except organization, all the other demographic factors have very less variation in their responses

for the total sample of 1251 respondents.

Secondly, the above hypothesis is tested by using the correlation analysis between the

demographic variables and the overall job stress of the respondents. Correlation is a technique

for investigating the relationship between two quantitative and continuous variables. Correlation

is the degree or extent of the relationship between two variables - independent and dependent

variables. The relationship between any two variables taken at a time can be explained through

correlation coefficient.

Karl Pearson Correlation Coefficient is taken for the establishment of relationship between the

demographic variables and overall job stress of the respondents. The range of correlation

coefficients is between +1 and -1. Correlation coefficients with a positive sign(+) indicate a

positive relationship and with a negative sign(-) indicate a negative relationship between the

variables. The demographic variables considered for the research are Age, Gender, Educational

qualifications, Marital Status, Children, Occupational level, Annual income, Present work shift,

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Organization and Experience in the organization. The results of correlation tests are presented in

the tables given below. The calculations are done through SPSS module.

Table 4.66. Correlation coefficients of demographic factors

Age in

years Gend

er

Educational

qualification

Marital

status

Do you have children?

Occupational level

Annual

income

(INR)

Present

shift

Organizati

on

Experience in years

Overall Job stress

Age in years

Pearson Correlation

1 -.209*

*

.727** -.791*

*

-.762*

*

.384** .594*

* -

.434*

*

.076*

* .782** .678**

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .007 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Gender Pearson

Correlation

-.209*

*

1 -.490** .181*

* .134*

* .035 -

.458*

*

.581*

* -

.105*

*

-.333** -.225**

Sig. (2-tailed)

.000 .000 .000 .000 .212 .000 .000 .000 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251

Educational qualification

Pearson Correlation

.727*

* -

.490*

*

1 -.600*

*

-.549*

*

.129** .630*

* -

.584*

*

.018 .702** .635**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .531 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Marital status

Pearson Correlation

-.791*

*

.181*

* -.600** 1 .862*

* -

.349** -

.526*

*

.364*

* -

.078*

*

-.668** -.656**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .006 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Do you have children?

Pearson Correlation

-.762*

*

.134*

* -.549** .862*

* 1 -

.283** -

.472*

*

.328*

* -

.081*

*

-.604** -.580**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .004 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251

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Occupational level

Pearson Correlation

.384*

* .035 .129** -

.349*

*

-.283*

*

1 .490*

* -.036 -.006 .589** .184**

Sig. (2-tailed)

.000 .212 .000 .000 .000 .000 .208 .835 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Annual income (INR)

Pearson Correlation

.594*

* -

.458*

*

.630** -.526*

*

-.472*

*

.490** 1 -.696*

*

-.038 .801** .466**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .174 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Present shift

Pearson Correlation

-.434*

*

.581*

* -.584** .364*

* .328*

* -.036 -

.696*

*

1 .060* -.513** -.391**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .208 .000 .033 .000 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Organization

Pearson Correlation

.076*

* -

.105*

*

.018 -.078*

*

-.081*

*

-.006 -.038 .060* 1 -.072* .038

Sig. (2-tailed)

.007 .000 .531 .006 .004 .835 .174 .033 .010 .181

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Experience in years

Pearson Correlation

.782*

* -

.333*

*

.702** -.668*

*

-.604*

*

.589** .801*

* -

.513*

*

-.072*

1 .589**

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .000 .010 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 Overall Job stress

Pearson Correlation

.678*

* -

.225*

*

.635** -.656*

*

-.580*

*

.184** .466*

* -

.391*

*

.038 .589** 1

Sig. (2-tailed)

.000 .000 .000 .000 .000 .000 .000 .000 .181 .000

N 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 1251 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed). Source: Researcher’s Compilation

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The correlation indicates that age, educational qualifications, occupational levels, annual income,

organization in which they work and experience are positively correlated with the overall job

stress while gender, marital status, having children and present work shifts in the organization

does not have much influence on the overall job stress indicated by a negative correlation.

However, the values of correlation coefficient if nearer to +1 or -1 are considered to have

significant relationship. Here, age is having 0.678 correlation coefficient with overall job stress,

gender is having -0.225, educational qualification is having 0.635, marital status is having -

0.656, having children is -0.580, occupational level is having 0.184, annual income is having

0.466, present shift is having -0.391, organization is having 0.038 and experience in the

organization is having a positive correlation of 0.589 with overall job stress. Further the

significance levels are tested with two tailed significance test. All the results which are indicated

with * mark shall be considered significant if the values are equal to or greater than 0.01.

Alternatively, the factors which are indicated by ** mark are considered significant if the values

are equal to or greater than 0.05. Hence all the factors age, educational qualification,

occupational level, annual income, experience in years, except organization have a significant

positive correlation with overall job stress and the factors like gender, marital status, having

children and present working shift of the respondent have a significant negative correlation. So it

can be said that some of the demographic factors are having significant correlation with overall

job stress, therefore the hypothesis can be partially accepted.

Hypothesis II

The second hypothesis for the study gives the relationship between the life events or personal

factors and the overall job stress of the call centre employees with reference to select BPO

organizations. The hypothesis set is given below.

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

centre employees.

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

centre employees.

The above hypothesis has been tested with the help of descriptive analysis and correlation

coefficient between the personal factors and the overall job stress of call centre employees.

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Table 4.67 Descriptive Statistics of personal factors

Mean Std.

Deviation N Impact on health or behavior 2.54 1.046 1251

Change in Financial status 2.67 1.110 1251

Major change in responsibilities at work 3.10 1.173 1251

Impact on living conditions and social status 2.71 1.103 1251

Stressed due to long hours of work 2.85 1.097 1251 Disturbance in schedule of rest or recreation 2.78 1.136 1251

Change in sleeping habits 2.85 1.129 1251

Change in eating habits 2.74 1.133 1251 Source: Researcher’s Compilation

The table 4.67 above indicates the descriptive statistics of various personal factors taken for the

study. It is observed that the mean of the life event major changes in responsibilities at work

(mean= 3.10), is maximum when compared with the other personal factors and the standard

deviation of the life event impact on health or behavior due to job (S.D=1.046), is the minimum

when compared with the other factors. Further it indicates all the personal factors are

consistently varying with almost similar averages.

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Table 4.68 Correlation between personal factors and overall job stress

Overall Job stress Personal factors

Overall Job stress

Pearson Correlation 1 .657** Sig. (2-tailed) .000 N 1251 1251

Personal factors

Pearson Correlation .657** 1 Sig. (2-tailed) .000

1251 1251 **. Correlation is significant at the 0.01 level (2-tailed). Source: Researcher’s Compilation

The table 4.68, above indicate the Pearsons correlation between the overall job stress and the

personal factors of the call centre employees of the select BPOs. It is observed that there is a

significant positive correlation between the overall job stress and the personal factors (r=.657,

p=.000) of call centre employees. So it can be said that the personal factors are having positive

correlation with the overall job stress, hence the alternative hypothesis can be accepted.

Hypothesis III The third hypothesis for the study gives the relationship between the role factor or the

organization role factors and the overall job stress of the call centre employees with reference to

select BPO organizations. The hypothesis set is given below.

Ho3: There is no significant relationship between the organizational role stress and its impact on


H3: There is a significant relationship between the organizational role stress and its impact on


The table given below reveals the descriptive statistics of the various organizational role factors

taken for the study.

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Table 4.69 Descriptive Statistics of role factors

N Minimum Maximum Mean

Std. Deviation

Lack of skill acquirements

1251 1 5 2.43 .962

Work over load 1251 1 5 2.78 1.093 Unwilling attitude towards work

1251 1 5 2.54 1.022

Inter role distance 1251 1 5 2.44 .967 Job dissatisfaction 1251 1 5 2.54 1.013 Role interaction 1251 1 5 2.71 1.116 Lack of time for family due to role

1251 1 5 2.71 1.074

Absence of facilities at work place

1251 1 5 2.56 1.061

Role stagnation 1251 1 5 2.74 1.093 Self initiation 1251 1 5 2.40 .909


Table 4.69.a Descriptive Statistics of overall job stress and

role factors

Mean Std.

Deviation N Overall Job stress 2.72 1.053 1251 Role factors 25.9656 6.39146 1251


The above tables reveal that there is not much difference in the mean and standard deviation of

the role factor variables taken for the study. Further it has been observed the work load role

factor having the highest mean of 2.78 in comparison with the other role factors and the standard

deviation of the self initiation variable is observed to be very low 0.909 in comparison with other

role factors. From this it shows that all the role factors are having almost same mean and

variance revealing the similar impact on each of them in respect to the overall job stress factor.

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The table 4.70, given under explains the Pearsons correlation coefficient between the overall job

stress of the call centre employees and the role factors of the employees, while performing their

jobs. It explains the correlation between the overall job stress of call centre employees and all the

organizational role factors taken together for the study.

Table 4.70 Correlation between role factors and overall job stress

Overall Job stress Role factors

Overall Job stress

Pearson Correlation 1 .578** Sig. (2-tailed) .000 N 1251 1251

Role factors Pearson Correlation .578** 1 Sig. (2-tailed) .000 N 1251 1251

**. Correlation is significant at the 0.01 level (2-tailed). Source: Researcher’s Compilation

From the above table, it infers that the role factors are having a positive correlation with the

overall job stress of an employee. To be more specific it reveals that the role factors (r=.578,

p=.000), are positively correlated with overall job stress factor at 0.01 level of significance. It

clarifies the fact that role factors are having positive correlation with the overall job stress of the

call centre employee; hence the alternative hypothesis can be accepted.

Hypothesis IV

The fourth hypothesis for the study gives the relationship between the personality variables like

self concept and locus of control on the overall job stress of the call centre employees with

reference to select BPO organizations. The hypothesis is given below.

Ho4: There is no significant relationship between the personality variables and their impact on


H4: There is a significant relationship between the personality variables and their impact on


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The tables given below explain the descriptive statistics of the personality variables individually

as well as collectively with the overall job stress. It shows that the mean and standard deviation

values are almost similar in variance. It further shows that the mean of the personality variable of

personal integrity (mean=3.41) is the highest and the variance in case of the blaming others (S.D.

= .848) is the least among all the variables. This makes it clear that almost all the factors of

personality variables like self concept and locus of control of an employee on the overall job

stress is synonymous.

Table 4.71 Descriptive Statistics of personality variables

N Minimum Maximum Mean Std.

Deviation Personal integrity 1251 1 5 3.41 1.144 Self confidence 1251� 1 5 3.22 1.138

Timely action 1251� 1 5 2.95 1.117

Losing confidence 1251� 1 5 2.55 .998

Lack of encouragement 1251� 1 5 2.45 .933

Escapism 1251� 1 5 2.30 .873

Rising to expectations 1251� 1 5 2.83 1.110

Self depression 1251� 1 5 2.67 1.051

Blaming others 1251� 1 5 2.34 .848

Innovation 1251� 1 5 2.32 .900

Confident planning 1251� 1 5 3.09 1.118

External influences 1251� 1 5 2.45 .954

Circumstantial decisions 1251� 1 5 2.83 1.068

Overall Job stress 1251� 1 5 2.71 1.046


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Table 4.72 Descriptive Statistics of overall job stress and personality variables


Overall Job stress 2.72 1.053 1251

Personality variables 38.2774 6.95912 1251


The following table 4.73, explains the correlation between the personality variables and the

overall job stress of the call centre employees of select BPOs.

Table 4.73 Correlation between the personality variables and the overall job stress

Overall Job stress Personality variables

Overall Job stress Pearson Correlation 1 .629** Sig. (2-tailed) .000 N 1251 1251

Personality variables

Pearson Correlation .629** 1 Sig. (2-tailed) .000 N 1251 1251


The above table shows that there is a positive correlation between the personality variables of an

individual and the overall job stress. To be more clear the personality variables (r=.629, p.000)

are having a positive correlation with the overall job stress factor of the call center employees.

Therefore, it is evident that there no significant difference between the personality variables and

overall job stress factor of the employee. Hence the alternative hypothesis can be accepted.

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Hypothesis V

The fifth hypothesis for the study gives the relationship between the overall job stress levels of

the call centre employees and the four companies of select BPOs. The hypothesis has been

evolved as explained below.

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 table given below gives the descriptive statistics of the four companies together and the

overall job stress of the respondents taken for research.

Table 4.74 Descriptive Statistics of overall job stress and organizations


Overall job stress 2.72 1.053 1251

Organizations 2.49 1.107 1251


The table values indicate the overall mean and standard deviation of the four companies taken

for the study, and the overall stress factor of the employees are almost the nearest figures which

explains that there is no much difference in variations of the select BPOs employees stress levels.

Table 4.75 Correlation between organization and overall job stress

Overall Job stress Organization

Overall Job stress Pearson Correlation 1 .038

Sig. (2-tailed) .181

N 1251 1251

Organization Pearson Correlation .038 1

Sig. (2-tailed) .181

N 1251 1251 Source: Researcher’s Compilation

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The above table indicates that the correlation between the overall job stress and the organizations

taken for the study. It has been observed from the table that there is insignificant correlation

among the organizations and the overall job stress. It reveals that there is no significant

difference (r=.038, p=.181) in the overall job stress of the employees of the four companies taken

for the study. Hence the null hypothesis can be accepted.

Further, the ANOVA table given below will explain the overall job stress of the select BPOs

between the groups of the four companies for the study and among the groups within the

companies specified.

Table 4.76 ANOVA of overall job stress and organization

Sum of Squares

df Mean

Square F Sig.

Overall Job stress * Organization

Between Groups 2.842 3 .947 .854 .465

Within Groups 1383.462 1247 1.109

Total 1386.304 1250


The above analysis of variance i.e. ANOVA table, indicates the F values to be of insignificance.

The calculated value of different variables, whose value is more than 0.05 indicates that there, is

no significant difference among the companies. It is observed that the significance of all the

variable factors on overall job stress is 0.465, which is more than critical value and hence the

null hypothesis is accepted.

The above can be further made more clear through the report given below which explains the

overall job stress factor of the four organizations taken for the study, separately giving their size

of the sample(N), mean, standard deviation, minimum and maximum opinions of the respondents

regarding the overall job stress factor company wise.

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Table 4.77 Report on overall job stress company wise Overall job stress

Organization Mean N Std.

Deviation Minimum Maximum Infosys 2.64 309 1.046 strongly disagree strongly agree

Genpact 2.75 326 1.095 strongly disagree strongly agree

TCS 2.73 315 1.025 strongly disagree strongly agree

Wipro 2.77 301 1.044 strongly disagree strongly agree

Total 2.72 1251 1.053 strongly disagree strongly agree


From the above report it shows that there is no significant difference in the sample mean,

standard deviation, minimum and maximum of respondents’ opinion regarding the dependent

factor of overall job stress among the four select BPOs. This indicates that there is no significant

difference between the overall job stresses of the call centre employees of select BPOs. Hence

the null hypothesis is accepted.

Stress can be devastating under extreme conditions, it can be mitigated with effective

management and adopting proper coping strategies. The study has explored several strategic

techniques of coping stress and postulated most appropriate module of stress management. The

study thus, explains the correlation and regression between the dependent factor- overall job

stress and all the independent variables- demographic factors, life events, role factors,

personality variables and also the coping strategies taken for the research.

In this section, an attempt has been made to present the relationship among Demographic factors,

Life events, Role factor, Personality variables, Coping strategies and overall job stress of the call

centre employees. Thus, Pearson’s correlation co-efficient and regression analysis among the

study variables are computed as shown in the tables given below.

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Table 4.78 Correlations between overall job stress and all variable factors

Demographic factor

Life events

Role factor


Coping strategies

Overall Job

stress Demographic factor

Pearson Correlation 1 .446** .301** .402** .392** .441**

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251

Life events Pearson Correlation .446** 1 .859** .733** .480** .657**

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251

Role factor Pearson Correlation .301** .859** 1 .790** .522** .578**

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251


Pearson Correlation .402** .733** .790** 1 .736** .629**

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251

Coping strategies

Pearson Correlation .392** .480** .522** .736** 1 .351**

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251

Overall Job stress

Pearson Correlation .441** .657** .578** .629** .351** 1

Sig. (2-tailed) 0 0 0 0 0 N 1251 1251 1251 1251 1251 1251


It is evident from the above table that all the variables are positively and significantly correlated

with each other indicating that the variables are concomitantly influencing each other in a

positive direction and also statistically, such relationships are significant.

To be more specific, we observe from the correlation co-efficient in the table below, it is clear to

note that all the variable factors influencing the call centre employees are positively and

significantly correlated with overall job stress factor. On further observation of the results from

the table, it is quite evident that role factor is the strongest positive correlation coefficient

(r=.657, p=.000), followed by personality variable (r=.629, p=.000), role factor (r=.578, p=.000),

demographic factor(r=.441, p=.000), and coping strategies with moderate correlation (r=.351,

p=.000). All these results have given a counter support to the null hypothesis on various factors

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of impact on the overall job stress of an employee. Thus, all the variable factors are positively

and significantly correlated with overall job stress factor.

In order to examine the influence of various independent factors of study on the dependent

factors of overall job stress, a multiple regression analysis approach is used (Cohen & Cohen,

1975). In this way, a predictive power of independent variables can be obtained for the

dependent variable.

Table 4.79 Coefficients a

Model

Unstandardied Coefficients

Standardized Coefficients

t Sig. B Std. Error Beta

1 (Constant) -1.247 .203 -6.141 .000

Demographic factor .085 .011 .177 7.643 .000

Personal factor .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 Source: Researcher’s Compilation

Table 4.80 Model Summary b Regression Analysis

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, personal factor b. Dependent Variable: Overall Job stress


It is clear from the table 4.80 that all the variable factors in combination yielded a strong and

positive correlation coefficient (R=.725, p=.000), indicating a direct proportionality, as the

variable factors increase the overall job stress of an employees also increases.

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Further table 4.79 explains that all the independent variables yielded positive and significant beta

coefficients with the dependent variable called overall job stress. This further indicates that all

the independent variables are significant predictors of the overall job stress. To be specific, from

the table, it suggests that personality variables have a strongest coefficient of overall job stress

(beta=.533, p<.000), where as the life events yield the second strongest coefficient (beta=.405,

p<.000). In other words it could be said that as personality variable improves by one unit, .53

units of overall job stress could be significantly increased.

Further observation of the table shows that the coefficient of determination R Square is .526

which is statistically significant. This indicates that all the variable factors accounted for 52.6

percent of change in the overall job stress of the call centre employees in select BPOs. This gives

moderate evidence against the alternative hypothesis, hence null hypothesis is accepted.

The above conclusion can be further explained in a better way through diagrammatic

presentation which can be shown as follows. The graph of regressions standardized residual and

the regression standardized predicted values are given as below.

Graph 4.52 Regression Standardized Residual


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The above graphs 4.52 represents the regression standardized residual value which shows the

relation of all the variable factors taken for the study on overall job stress. Further the graph of

regression standardized residual gives the frequencies histogram of the overall job stress in

relation to all the variable factors taken for the study for the total sample size (1251), with the

mean value of 4.81 and the standard deviation of 0.988. The graph explains that the distribution

of frequencies to be almost representing the normal distribution curve.

Graph 4.53 Regression Standardized Predicted Value


Further the graph representing the scatter diagram of overall job stress in the regression

standardized predicted value, explains the concentration of the data taken for the study in the

graph 4.53. It has been observed that the data represents the relation of the dependent factor with

the independent factors taken for all the organizations under the study is evenly distributed and

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the impact of overall job stress of employees is observed to be same for all the call centre

employees for the total sample size of 1251.

Thus the correlation analysis and the regression analysis results presented in the two tables

provide a moderate support for the rejection of the null hypothesis relating to the relationships

between variable factors and the overall job stress. Therefore, it can be concluded that the overall

job stress depends strongly on the variable factors like demographic factors, life events, role

factors, personality variables and coping strategies of the call centre employees in select BPOs

taken for the research.

From the results derived, it can be concluded that the formulated hypothesis is accepted

indicating that all the factors are common to all the companies in creating stress and represent no

significant difference among the companies.

It may be concluded from the above analysis and interpretation of the five hypotheses that there

is a significant relationship between the dependent variable of overall job stress and the

independent variables like demographic factors, personal factors, role factors, personality

variables and coping strategies. Therefore it may be said that

1. Demographic variables are partially influencing the stress levels of call centre employees

of select companies of BPOs.

2. The various independent factors like personal factors, role factors and personality

variables of the call centre employees are significantly influencing the overall job stress

in the select BPOs.

3. The overall job stress factor in relation to the various variable factors taken for the study

shows an insignificant difference between the four BPO companies considered under the

research.

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chapter- iv data analysis and...

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