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Problems mentioned in this case

The emergence of service sector as major contribution to the economic development has gained the attention. In the developed countries, service sector providers a major contribution to the employment. With the growth of service of secretor, reduced cost was a major challenge for multinational companies so; they invested in India, China, Philippine to provide call centre support to home country clients. However, regulation and relocation of service capital has made some difficulty for country like India. The problems are mentioned below:

Restructuring and relocation of call centers create problems because of the nature of the job. Employee provides emotional and aesthetic labor and call centre labor process requires analysis of the socio culture implications. So outsourcing of call centre capital has a socio-culture implication in host country.

A call centre employee is always a subject to emotional and aesthetic labor. Moreover, it is very difficult to rate emotional and aesthetic labor and is even more difficult to develop and infuse these attributes to employees thus requiring very strong and careful recruitment, selection and training programs. Even though an employee has a set of guidelines to follow, customer interactions rely on language skills and require more complex processes embedded within the cultural and social norms including a comprehension of culturally specific colloquialisms and expressions. These factors become an issue and problem when the service provider is not co-locational with the customer linguistically or culturally.

Employee turnover rate in Indian call center is very high at 22% and also unauthorized absenteeism also apparent. This situation is created due to dissatisfaction with their wages and also the employees view their place in the industry for a very short time period. Some employees also maximize their scores by providing "hoax" solutions to customers to complete the calls quickly as well as other forms of employee manipulation.

There are some problems due to ones notion about how the gender differs. For example women are culturally convinced as being more empathetic and understanding. Another problem women employees face is when they are undertaking such routine work this limits their opportunity of further skill development, and also limits their further economic opportunities.

In the training process employees are trained in house for four to eight weeks for accent development and to learn about the cultural context of the customers. Employee follows their Indian tradition by the day and at night when they come to work they are trained to talk like Americans. This has negative effect on the workers. Sometimes they are also face harsh criticism from their customers as their accent is different. As such there are indications of "frustration, role confusing and psychological tension' emerge from