The Impact of Employee Motivation to Employee Turnover Ratio in Teleperformance

This paper talks about in detail the research proposal on the organizational restructuring. Specifically, the scientist will concentrate on the organizational restructuring and its influence on business sustainability. In this proposition, the background, context and style of the research study exist; the goals of the study and the research study statements are developed. Here, important ideas, questions and presumptions are mentioned. Lastly, the scope and restriction of the study, approach to be utilized and the significance of the research study are talked about.

Background of the Research study

The paper will go over the activities in worker motivation and its effect to worker turnover ratio in Teleperformance. At the millenium, personnels supervisors will need to deal with new obstacles. The economy and markets are different from those of a years back. As paradigms have actually altered, the characteristics affecting personnels management must likewise be revised such as organisational structure and functions in order to keep up to pace with importance, newest trends and techniques.

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Teleperformance, France was established by Daniel Julien in 1978, the company offers customer service, technical support and sales center and all other globally outsourced services. Teleperformance’s business endeavors depend greatly on good interpersonal communication and relationship between the service or product providers and their clients. Persuading customers on trying the offered services and products is only a start on putting up a successful entrepreneurial activity. Gaining the trust of the clients and maintaining patrons is very important to ideal business transaction flows. But all these will be put to waste if issues and problems brought about by cultural differences between employers and employees arise in an organisation functioning to achieve a common goal.

Statement of the Problem

1.    What are the issues and concerns relating to the influence employee motivation to the employee turnover ratio in Teleperformance?

2.    How does the human resources management of Teleperformance face the challenges in their employee retention?

3.    What are the measures that organizations may take to further employee motivation?

4.    What are the particular roles of effective employee motivation in retaining Teleperformance’s employee?

Objectives of the Study

This proposed study seeks to achieve the following objectives:

1.    To examine the issues and concerns relating to the influence employee motivation to the employee turnover ratio in Teleperformance.

2.    Review of related literature on employee high turn over ratio.

3.    To analyze the effect employee motivation to the employee high turn over ratio.

4.    To study the necessary measures that organizations may take to further promote employee motivation.

5.    To determine the role of employee motivation to employee retention.


Using the event-study a hypothesis was formulated: “It is hypothesized that employee motivation significantly affect employee high turnover ratio.:

Significance of the Study

This study provides in-depth information on the field of Human Resources Management.  This study would be of great help to researchers who are planning to conduct a research on other issues concerning the subject. This study could serve as an academic tool in informing its reader about the employee high turn over ratio.  This research will help in adding to literature that will be helpful to many companies and organizations in the area of change and restructuring; it might also open up avenues for other researches in this area.

The researcher views that this research might help in answering, to some degree, the questions above. Although a general overview of literature on organizational restructuring will be assessed, employee motivation and employee high turn over ratio as a study is of particular interest to the author because of their involvement in the plight of changes and views on human resources management

Scope and Limitation

The researcher limits the study to the topic of organizational restructuring. This study only conducted interviews and group discussions within Teleperformance and its employee motivation programs. The researcher limits its respondents only to the minimum because of the time constraint. As we all know, qualitative research might be faster to conduct as compared to a project-based research. However, it is also a fact that qualitative research also requires a huge amount of time to be finished. Thus, the respondents are limited only to fifty respondents. Moreover, it is only confined to the methodology presented and to the literatures reviewed.

Overview of Methodology

For this study, descriptive research method will be utilized. This type of research utilizes observations in the study.  To illustrate the descriptive type of research, Creswell (1994) states that the descriptive method of research is to gather information about the present existing condition.

To come up with pertinent findings and to provide credible recommendations, this study will utilize two sources of research: primary and secondary. The primary research data will be obtained through this new research study; questionnaire survey and in-depth interview will be conducted. On the other hand, the secondary research data will be obtained from previous studies on the same topic.

For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from books and journals; and will make a content analysis of the collected documentary and verbal material. Afterwards, the researcher will summarize all the information, make a conclusion based on the hypotheses posited and provide insightful recommendations.

The data collection instrument is a structured questionnaire that is based on Likert scale. A Likert Scale is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement with a statement. By rating scale we mean the scales that are usually used to measure attitudes towards an object, the degree to which an object contains a particular attribute, (Like or dislike), toward some attribute, or the importance attached to an attribute.

Findings and Analysis

Once the measuring instruments have been retrieved, the next activity of the researcher is to process the raw data into quantitative and qualitative forms. Data processing involves input, throughput, and output mechanisms. Input involves the response to the measuring instrument of the subjects of the study; throughput includes the statistical procedures and techniques; and output, the results of the study which are presented in data matrix.

Finally, statistical treatment will be done by the researcher for the analysis of data for test if there are any differences or relationship in the study on the organizational restructuring and corporate sustainability.

Review of Literature

Human Resource Management

It is said that the philosophy of human resource management is based on the simple belief that human resources are the most important asset in achieving and sustained business success. This realisation became the driving force behind the creation of human resource management resulting in organisations taking a strategic approach to the management of their people.

The true worth of human resource management is becoming more widely understood as human resource management steadily interweaves all aspects of people management and development within the company (Williams, 1995).

Human resource management (HRM) is known and accepted in the broadest sense of the term, as a form of management that includes “all management decisions and actions that affect the nature of the relationship between the organisation and the employees – its human resources” (Beer et al., 1984). The tasks of those belonging in HRM can be complex as it involves all issues that encompass employee and firm relationship. Today, it can be said that role of HRM in the organisation has been expanded and improved as new ways to handle employees are discovered.

Believing that the most important asset of a business is the people in order to achieve sustained business success is the core philosophy of human resource management (HRM). Realizing this leads to a strategic management of people within the organisation. Its philosophy is based on the simple belief that human resources are the most important asset in achieving and sustaining business success. Human resource professionals basically deal with such areas as employee recruitment and selection, performance evaluation, compensation and benefits, professional development, safety and health, forecasting, and labor relations (Lipiec, 2001).

Employee Performance

Modern organisations passed by the guild structures and as organisations grew larger, skills become increasingly fragmented and specialised and positions become more functionally differentiated (Hardy & Clegg, 1996). As such organisations should stress on people approaches which includes alterations in attitudes, motivation and behavioral skills through new training programs, selection procedures, and performance appraisal schemes. Indeed, making a business successful in a particular setting demands crucial and detailed studies and examination of the factors that will generate the best results that will serve the aims and objectives of the company.

According to Sims (1998) ensuring employee performance requires establishing a level of competence which the employee should be aware of as a target to be achieved. This is the measure to be used by managers in determining compliance with the standard and in identifying problems met by the employees in meeting the standard. In developing a training program to enhance the productivity of employees the manager will look at the competency problems of the employees and fashion the program to enable the employees to reach and even exceed the competency standard established for their work (Roth, 1992). This requires a great amount of perceptiveness on the part of the manager in determining what method of training will be most effective in improving employee competence. Some of the training includes computer software training, internet-based training and self teaching by encouraging innovativeness in the workplace (Sims, 1998).

A considerable number of companies have developed into an essential part of the period of global competition, increasing development, improved business paradigms, and corporate re-organisation (Cox and Blake, 1991). The continuing transformation from the traditional industrial framework with its hierarchical companies to a worldwide, knowledge-founded financial system and intelligent corporations, altering ideas regarding the social contract involving employers and employees, an progressively more adaptable pool of talent and a body of workforce, necessitates human resource (HR) purposes to realign and relocate itself in the vicinity of these drivers. Leavitt (1964) had defined three approaches to organisation, which includes structure, technology and people. New formal guidelines and procedures like organisation chart, budgeting methods, rules and regulations can also be structural approaches on inducing change. On the other hand, rearrangements in work flow through new physical layouts, work methods, job descriptions and work standards can be done as technological approaches (Leavitt, 1964).

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The Impact of Employee Motivation to Employee Turnover Ratio in Teleperformance. (2017, Feb 14). Retrieved from

The Impact of Employee Motivation to Employee Turnover Ratio in Teleperformance
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