CHAPTER 1

INTRODUCTION

1.1 Background of the Study In an increasingly global marketplace many businesses are developing an international presence. They therefore need solutions robust enough to cope with multiple government legislation, multiple currencies, multiple languages and which can offer integration, customization, multiple platform options and more. As a global business we understand these challenges and have developed Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) solutions that meet the demands international businesses generate. At Sage we believe that to offer an exceptional customer experience we must have a complete understanding of our customers’ needs and ensure we have specific and relevant solutions to meet these in the future.
Call centers began in the Philippines as plain providers of email response and managing services, these have industrial capabilities for almost all types of customer relations, ranging from travel services, technical support, education, customer care, financial services, and online business-to-customer support, online business-to-business support.
The Philippines is also considered as location of choice due to its less expensive operational and labor costs, as well as having a highly skilled labor force, proficiency in American-style English and idioms, and a constant stream of college-educated graduates entering the workforce. Philippines remain as a top BPO destination for the estimated $150-billion business process outsourcing industry. The management at Call Center Philippines has been working with outsourcing vendors for over ten years. (Retrieved from http://ccaponline.org/index.php=article&id=244:expanding-call-centers-in-davao-philippines&catid=96:industry-news&Itemid=283)
“Call centers in Manila have been promising for so long to open call centers in Davao, but after they get their agents from here, they go back to Manila and forget their promise, (Fornier said). Fornier insists that it is not so much that Davao lacks the facilities or infrastructure to host call-center companies; he says Davao is comparable to Cebu in this regard. Whatever it is, these companies probably thought that making Davao a recruitment ground is more sensible, investment-wise. Perhaps these companies figured that, instead of spending on bricks-and-mortars offices, they’d save more money if they just recruited from the provinces. This, however, completely undermines what has been touted as the industry’s greatest contributions to the economy to spread the wealth of the call-center industry to the provinces and to generate jobs in these places. Perhaps one factor that these businesses are considering is the labor force in provinces. Considering the fact that these companies only hire between 5 and 10 percent of those who apply as call-center agents, mainly because of poor English skills, it doesn’t make sense to spend millions of pesos on a call-center office, only to find out later that the labor market cannot supply the demand.These companies, like any other businesses, don’t like to venture into areas that have limited infrastructure, which is still common in the provinces, and with questionable sustainability as far as labor supply is concerned.
(Retrieved from http://davaotady:com/main2006/12/07/why-call-centers-are-not-investing-in-davao/)

As a review on the state of research on telephone call centres. We, the researchers, believe that this study will give us a clearer understanding of the factor that may or may not affect call centre agents' performance in relation with their individual performances.

1.2 Statement of the Problem

This study aims to find out the factors affecting the performance of outbound call centre agents in Davao City.
Specifically, it sought answers to the following questions:

1. What is the outbound call center agent's demographic profile in terms of: 1:1 Age 1:2 Gender 1:3 Educational Attainment, and 1:4 Civil Status

2. What are the perceived motivating factors affecting outbound call center agents' performance specifically in reaching their weekly quotas in terms of: 2.1 Hygiene Factors (leading to dissatisfaction): 2.2.1 Company Policy 2.1.2 Supervision 2.1.3 Relationship with the Boss 2.1.4 Work Condition 2.1.5 Salary 2.2 Motivation Factors (leading to satisfaction): 2.2.1 Achievement 2.2.2 Recognition 2.2.3 The work itself 3. Is there a significant relationship between profile and outbound call center agent’s performance? 4. To what extent do the perceived motivating factors affect the performance of outbound call center agents in Davao City? 1.3 Hypothesis: Ho1: There is no significant relationship in the outbound call center agents' performance when analysed according to their profile. Ho2: No motivating factors affect the performance of outbound call center agents.
1.4 Theoretical Framework
This study is supported by the theory of Frederick Herzberg (1923) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors).
Motivators are more concerned with the actual job itself. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene factors are factors which ‘surround the job’ rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in particular. These factors were: Hygiene Factors (leading to dissatisfaction); Company Policy; Supervision; Relationship with the boss; Work Conditions; Salary. Motivators (leading to satisfaction): Achievement; Recognition; The work itself.

1.5 Conceptual Framework

Presented in Figure 1 is the relationship between perceived level of Intrinsic factor (Hygiene factor leading to dissatisfaction) and Extrinsic factor (Motivators leading to satisfaction), as the independent variables and outbound call center agent’s performance as the dependent variable.
The perceived level of intrinsic factor (hygiene) is composed of the following indicators: company policy, supervision, relationship with the boss, work condition, and salary. The perceived level of extrinsic factor (motivators) is composed of the following indicators: achievement, recognition, and the work itself.
The moderating variables, which may affect or not affect the variables under study, are outbound call center agent’s age, gender, educational attainment, and civil status.

Independent Variables Dependent Variable

Outbound Call Center Agent’s Performance
Factors:
Intrinsic
Extrinsic

Agent’s Profile

- Age
- Gender
- Education
- Civil Status

Moderating Variables
Figure 1 - Conceptual Paradigm Showing the Relationship between Level of Factors and Outbound Call Center Agent’s Performance.
1.6 Review of Related Literature
This section is presented to give an extensive overview of this study. This presents the scholarly writings and literature that will support the findings of this study.
The telemarketer is usually situated in a telemarketing call center and conducts sales and marketing strictly by telephone. Telemarketing jobs involve promoting a wide variety of products and services either via direct selling or through information gathering. The job tasks may vary from industry to industry but these core responsibilities, activities and competencies apply to the majority of telemarketing jobs.
Main Job Tasks and Responsibilities
Contact businesses or private individuals by phone, deliver prepared sales scripts to persuade potential customers to purchase a product or service or make a donation, describe products and services, respond to questions, obtain customer information, obtain possible customer leads, data entry and maintenance of customer/potential customer data bases, follow up on initial contacts, maintain records of telephonic interactions, orders and accounts
Education and Experience
Proficient in relevant computer applications, good keyboard skills, knowledge of sales principles and methods, knowledge of customer service principles and practices, knowledge of call center telephony and technology, sales experience.
Key Competencies Communication skills - written and verbal, Persuasiveness, problem solving, adaptability, initiative, judgment, tenacious, resilient, negotiation skills, work under pressure, high energy level, planning skills. (Retrieved from http://www.best-job-interview.com/call-center-job-description.html) The call center industry in the Philippines is one of the largest industries in the country today. It was even considered as the fastest-growing industry in the Philippines until it was recognized as the Sunshine Industry of the Philippines due to its massive growth in only a decade, as well as its major contribution to combat unemployment in the country.
Call center managers require new hires to be extremely fluent in English and (for technical accounts) possess above-par IT skills.
The global recession in 2008 resulted in the loss of jobs for many Overseas Filipino Workers (OFWs). This prompted the Philippine government to assist OFWs transition to call center agents.The government program, funded by the Overseas Workers Welfare Administration (OWWA), is part of the government's vocational scholarship program of OWWA and reintegration for OFWs returning to the country.
The new project aims to sharpen English proficiency of applicants and provide call center training to eligible applicants.
Business Process Outsourcing started (meaningfully) in the Philippines with Accenture in 1992 thanks to Frank Holz, the Partner responsible for developing and marketing the first Global Resource Center in Manila. Currently its main facility (one of eight) is located at the Robinson’s Cyber gate 2 Tower in Mandaluyong City, the facility houses around 5,000 seats of a total of 10,000 seats currently in the country.
With 15 years of operations, Acccenture expects to have a total of around 15,000 Philippines employees by the end of its current fiscal year in August. The majority of these are IT professionals performing system design and software application development, as well as application management and maintenance. The Company has recently built out a teleservices group to support clients with voice requirements.
SPI, recently acquired by PLDT, entered the picture in 1983 founded by New Zealand expatriate Alan Fraser. The Company confined its activities to simple data entry work until 1997, when the new CEO Ernest Cu started making acquisitions and increasing SPi’s service portfolio. Cu is by far and away the sharpest operator on the Philippines BPO scene.
Acquired in July 2006 for $158.8 million by the call center unit of the Philippines PTT, PLDT, the combined subsidiary placed PLDT Ventus at the forefront of the local BPO game with 11,000 employees distributed across 26 locations in North America, Europe, and Asia .
The Company formerly had a stake in one of the early call center players, Telecare Global Solutions, which it subsequently divested itself from in April 2004 as a publicly listed company (with SPI holding a majority share). Telecare was founded in November 1999 by Jim Franke and Derek Holley, two McKinsey alumni of its call center practice. Currently the Ayala Corp owns 11% of Telecare. Ayala is the considered the first conglomerate in the Philippines and controls Ayala Land Corp, Globe Telecom, Bank of the Philippines Islands, Manila Water and Integrated Microelectronics Inc. Ayala and its subsidiaries account for a third of the Philippine Stock Exchange’s Index.
Telecare launched its first program in Q3 2000, and currently focuses on complex transactions for American Express, AOL, Cingular Wireless, Dell, Intuit, Sprint Nextel Corporation and Vonage delivered from four delivery centers in the Philippines and seven in the United States, with approximately 9,800 employees.
With revenue of $195.1 million and operating margin of 9.9% Telecare is considered one of the founding call centers in the Philippines and its vice president and general manager Benedict Hernandez is widely respected and credited with the firm’s operational success. Hernandez is also on the Board of the Contact Center Association of the Philippines (CCAP) and has been an articulate advocate of BPO growth in the RP. In 1995, President Fidel Ramos signed legislation creating the Philippine Economic Zone Authority to promote “the establishment of world class, environment friendly economic zones (ecozones) all over the country to respond to demands for ready-to-occupy locations for foreign investments.”
SYKES entered the Philippines two years before Telecare, in 1997, and is considered the first multinational BPO player to enter the Philippines. SYKES’ entrance was the result of its acquisition of 19 seats from McQueen LTD. Prior to acquisition, McQueen was headquartered in Galashiels, Scotland focusing on inbound call centre support, software fulfillment and customer service application and foreign language translation and localization.
Another early mover was People Support, co-founded in 1998 by David Nash and Lance Rosenzweig. The model was very similar to 24/7 Customer’s — email and chat support for dot-com clients. After struggling from their Los Angeles outsourcing center People Support, in 2000 and 2001, restructured its business by relocating outsourcing operations first to St. Louis, Missouri and then to the Philippines. Subsequently the company closed operations in St. Louis and completed the migration of operations to the Philippines. And closed their facility in St. Louis. Essentially the move to the Philippines not only rescued the Company, but invigorated them into a significant “local” player with eight outsourcing facilities and, roughly 8,400 personnel in the Philippines, 400 people in Costa Rica and over 150 in the U.S.
At the outset of operations in the Philippines, People Support employed 40 employees. This move was executed at the behest of Rainerio (“Bong”) Borja President of People Support Philippines and Vice President of Global Operations since May 2000. Bong is widely regarded as the most articulate and consistent voice of the Philippines BPO industry and the architect of much of the industry’s growth.
(-http://manilamuse.typepad.com/bpo/2007/06/a_brief_history.html)
The City of Davao --- On the top of the country’s highest peak with an eagle eye, the largest city of the south with the festival of all festivals. I’m referring to Mt. Apo, the Philippine Eagle and Kadayawan Festival which are all the majestic symbols of Davao the largest city in Mindanao. Now the expanding call centers here could be its next great symbol.Ranked fourth among the top ten next wave zones for outsourcing in the Philippines, the city is attracting investors due to its manpower and availability of infrastructure with a very low power cost and rental. It is highly recommended by the Commission on Information and Communications Technology and the Business Processing Association of the Philippines.
This year a unit of US-based Synnex Corp which is Concentrix Philippines is expanding its highly competent and educated workforce. According to the site director of Damosa Information Technology Complex mister Gerardo S. Dumael they will be increasing their already 600 seats to 1,400. Mister Dumael claimed that Davao city could be the country’s number one in terms of absorption of applicants because its 7% hiring rate compared to the 4% of other cities.
(http://ccaponline.org/index.php?option=com_content&view=article&id=244:expanding-call-centers-in-davao-philippines&catid=96:industry-news&Itemid=283)
Work motivation "is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration" Understanding what motivates an organization's employees is central to the study of I–O psychology. Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an incentive is the anticipated reward or aversive event available in the environment. While motivation can often be used as a tool to help predict behavior, it varies greatly among individuals and must often be combined with ability and environmental factors to actually influence behavior and performance. Because of motivation's role in influencing workplace behavior and performance, it is key for organizations to understand and to structure the work environment to encourage productive behaviors and discourage those that are unproductive.
There is general consensus that motivation involves three psychological processes: arousal, direction, and intensity. Arousal is what initiates action. It is fueled by a person's need or desire for something that is missing from their lives at a given moment, either totally or partially. Direction refers to the path employees take in accomplishing the goals they set for themselves. Finally, intensity is the vigor and amount of energy employees put into this goal-directed work performance. The level of intensity is based on the importance and difficulty of the goal. These psychological processes result in four outcomes. First, motivation serves to direct attention, focusing on particular issues, people, tasks, etc. It also serves to stimulate an employee to put forth effort. Next, motivation results in persistence, preventing one from deviating from the goal-seeking behaviour. Finally, motivation results in task strategies, which as defined by Mitchell & Daniels, are "patterns of behaviour produced to reach a particular goal. (http://en.wikipedia.org/wiki/Work_motivation)
Frederick Herzberg was a well respected American who has contributed greatly to the way in which managers think about motivation at work. He first published his theory in 1959 in a book entitled ‘The Motivation to Work’ and put forward a two factor content theory which is often referred to as a two need system. It is a content theory which explains the factors of an individual’s motivation by identifying their needs and desires, what satisfies their needs and desires and by establishing the aims that they pursue to satisfy these desires.
Herzberg’s original research was undertaken in the offices of engineers and accountants rather than on the factory floor and involved interviewing over two hundred employees. His aim was to determine work situations where the subjects were highly motivated and satisfied rather than where the opposite was true and his research was later paired with many studies involving a broader sampling of professional people.
In his findings Herzberg split his factors of motivation into two categories called Hygiene factors and Motivation factors. The Hygiene factors can de-motivate or cause dissatisfaction if they are not present, but do not very often create satisfaction when they are present; however, Motivation factors do motivate or create satisfaction and are rarely the cause of dissatisfaction. The two types of factors may be listed as follows in order of importance. The dissatisfies are hygiene factors in the sense that they are maintenance factors required to avoid dissatisfaction and stop workers from being unhappy.(http://www.trainanddevelop.co.uk/article/frederick-herzberg-theory-of-motivation-a78)
Company Policy - Company policies and procedures establish the rules of conduct within an organization, outlining the responsibilities of both employees and employers. Company policies and procedures are in place to protect the rights of workers as well as the business interests of employers. Depending on the needs of the organization, various policies and procedures establish rules regarding employee conduct, attendance, dress code, privacy and other areas related to the terms and conditions of employment.
(http://smallbusiness.chron.com/examples-company-policies-procedures-10995.html)

Supervision - means a professional relationship in which a licensed psychologist shall have oversight responsibility for the psychological work of an individual not licensed as a psychologist. The purpose of supervision shall be to provide training to assist the supervisee to achieve full licensure whether practicing under a special license or not. In the case of a supervisee practicing under a special license, the supervisor will be responsible for determining the extent and character of supervision. Providing guidance however enables the supervisee to close the range of gaps between the work scheme and time to excel one’s performance.

(www.hhs.state.ne.us/crl/mhcs/psych/practice.htm)
Relationship with boss - An Important but most disregarded aspect of leadership is your relationship with the boss, as she/he would determine your success/failure as a leader. Effective managers take time & effort to manage not only their relationships with their subordinates but also those with their bosses. Managing your team as a leader is as important as managing your boss.
(http://www.timesjobs.com/candidate/careerresources/htmls/ManagingYourBoss.jsp)

Working conditions - refers to the working environment and aspects of an employee’s terms and conditions of employment. This covers such matters as: the organisation of work and work activities; training, skills and employability; health, safety and well-being; and working time and work-life balance. Pay is also an important aspect of working conditions, although Article 153 of the Treaty on the Functioning of the European Union (TFEU) excludes pay from the scope of its actions in the area of working conditions.
(http://www.eurofound.europa.eu/areas/industrialrelations/dictionary/definitions/workingconditions.htm)
Salary- is a form of remuneration paid periodically by an employer to an employee, the amount and frequency of which may be specified in an employment contract. It is contrasted with piece wages, where each job, hour, or other unit is paid separately, rather than on a fixed periodic basis. From a business point of view, salary can be deemed as the cost of acquiring human resources for running operations and is then termed personnel expense or salary expense. In accounting practice, salaries are typically recorded in payroll accounts. (http://en.wikipedia.org/wiki/Salary)
Achievement Motivation- Psychologist David McClelland studied workplace motivation extensively and theorized that workers as well as their superiors have needs that influence their performance at work. One of these needs is Achievement Motivation - which can be defined as an individual's need to meet realistic goals, receive feedback and experience a sense of accomplishment. They feel energized and satisfied with their jobs because goals are set, they are given positive or negative feedback on past behaviours and given some type of rewards if they performed well. (http://www.alleydog.com/glossary/definition.php?term=Achievement%20Motivation)
Recognition - different reasons why recognition is such a large motivator, but in any organization the end result is that constant motivation is what causes superior performance. Marcia Zidle, a 'people smarts' coach concentrates on three major benefits of motivating employees through recognition; * It lets people know that their performance was valued, and increases the likelihood that they will continue to perform well. * It builds confidence so that people are willing to try new things, and develop further in their jobs. * It leads to greater job satisfaction, which in turn builds commitment to the manager and the employer. (http://ezinearticles.com/recognition) | Work Itself – multi-tasking is probably a key competency being a call center agent. Answering calls promptly and on time without further delays constitutes a positive feedback on the industry. The shifting of indefinite hours may blur the scheme of work of the agent but a good factor to measure key competency in the job acquisition. |
(http://www.investopedia.com/terms/g/BPOindustryy.asp#ixzz2KKnAcykg)
Motivation and related issues have always been relevant and significant in studying the patterns of individual performance and efficiency in a given job profile. In the BPO industry, where unusual working hours, stress and burnout, low perceived value of the job is quite common, all this results in swelling dissatisfaction among the employees that brings down their motivational level. The factors that enhance their level of motivation are quite different from the factors that cause dissatisfaction. This paper studies the application of Herzberg’s Theory of Motivation on 60 BPO professionals in various BPO firms in the National Capital Region of India. It studies the practical approach of the subject matter and explores the constituents of ‘motivators’ and ‘satisfiers’. The findings are thoroughly discussed and interpreted in the light of the BPO firm. (http://www.publishingindia.com/manthan/6/application-of-herzbergs-theory-in-the-bpo-industry-identification-of-hygiene-factors-and-motivators/113/881/)
Performance Metrics
Every call center operation that supports a quitline must have a performance measurement and management strategy in place. The old adage “if you can’t measure it, you can’t manage it” is certainly true when it comes to the call center. A significant amount of information is needed to gauge how the quitline, as well as every individual, is performing from an internal operational and external customer perspective.
Reviewing these reports is a good way to review the usefulness and ease of use of the system for design purposes. These reports and their design usually fall under the responsibility of the IT/Telecom area in a call center operation.
Unlike most call centers, quitlines generally do not attempt to shift callers to self-service options except when there are not enough agents available to answer calls because these services have less evidence of efficacy than telephone counseling. With this in mind, service providers may wish to monitor self-service utilization to ensure that it is absorbing excess calls but not decreasing the use of the quitline’s evidence-based treatments.
First Call Resolution (FCR) Customers want to resolve their issues with one call, which makes a call center’s first call resolution of 80% rate critical to customer satisfaction. While it will not always be within the agent’s power to resolve all calls the first time, agents who are consistently unable to achieve this objective should be scheduled for additional training. That's where call recording and quality management systems add value. (http://call-recording-blog.monetsoftware.com/2012/09/call-center-performance-metrics)
Abandon Rate (ABN %) When a customer hangs up, it will not always be the fault of the call center or the agent. Some people just have shorter fuses than others. However, abandon rates can often be reduced by 2% which depicts a good performance to which shorter wait times and courteous agents prefer. (http://call-blog.monetsoftware.com/2012/09/call-center-performance-metrics)
Speed Service Level (SSL) What is the average speed of answer (ASA) at the call center? Time frame is very much exercise in a call center industry in which an average of 90% of total calls within 20 seconds is advised. Other centers have a defined wait threshold that should be met consistently. http://www.slideshare.net/guest14c061/call-center-statistics-or-performance-metrics
Longest Delay in Queue (LDQ) The age of the call that has been in queue the longest, or the longest delay in queue (LDQ), is a real time measure of performance that is used by many call centers to indicate when immediate staffing changes are required. LDQ is also a historical gauge of performance the indicates the “worst case’’ experience of a customer over a period of time. http://. callcentermetricspaperbestpr.pdf

1.7 Significance of the Study

Knowing the right motivation is essential to attain maximum performance. All business process outsourcing industry must sustain good labor relations through out their operation.
Benefits of this study may accrue the following:
BPO Industry- This study will serve as a guide for BPO Industries onto what motivating factors affects the performance of the employees; the incentives and rewards to be given.
BPO Company – The result of the study will serve as a tool reference for BPO Companies providing extensive task to employees that the need for motivation increases the performance of its employee.
BPO Employees – This study is more beneficial to employees who are working in BPO companies such as call center industries in a way that this would make them feel that their value in the company is realize and that the need are supplemented.
Call Center Agents – This study is more beneficial for outbound call center agents or customer service representative (CSR) that this serves as a tool guidance to which factors motivates them the most.
Students Academy – this will serve as guide for future researcher who would encounter or conduct business research that is similar to our study. It can be a helpful tool for their future reference.

1.8 Scope and Limitation of the Study

This study is focused to the level of hygiene factors (company policy, supervision, relationship with the boss, work condition, and salary) and motivation factors (achievement, recognition, and work itself) influencing the performance of business process outsourcing personnel.
This shall also be limited to outbound call center agents, currently working in the different business process outsourcing industry in Davao City, and due to time and financial constraints, a total of sixty (60) outbound call center agents shall be taken as respondents in this study.

1.9 Definition of Terms

To easily understand this research study, the following operational definitions of terms are presented.
BPO - Business Process Outsourcing, which is the growing practice of outsourcing business processes such as call centres, IT, financial services etc. Sometimes referred to as BPO&O in respect of off-shoring this work to other countries globally.
Call Centre - a work environment in which the main business is mediated by computer and telephone-based technologies that enable the efficient distribution of incoming calls (or allocation of outgoing calls) to available staff, and permit customer-employee interaction to occur simultaneously with use of display screen equipment and the instant access to, and inputting of, information.
Call Centre Agent - a call centre employee, also referred to as a Customer Service Representative (CSR) which are the participants of this study.
Quotas - a goal being set by the management for the call center agent to achieve may it be daily, weekly or monthly
Speed Service Level - measures the average speed of answer of an agent’s performance.
Telemarketing - is a method of direct marketing in which a salesperson solicits prospective customers to buy products or services, either over the phone or through a subsequent face to face or Web conferencing appointment scheduled during the call.
Level of Performance - it is measures the extent level of outbound call center agent’s performance.
Level of Factors – It measures the extent level of factors affecting the performance of outbound call centers.

CHAPTER II

METHODOLOGY

This chapter describes the research design, participants, research instrument, data gathering procedure, and data analysis.

2.1 Research Design

The research design used in this study was a descriptive correlational design. The latter is most appropriate design used for this study in as much as the study aimed to find out the motivation factors affecting performances of call centre agents. According to Vizcara (2003), descriptive correlational research design must be used when the study aims to determine significant relationships between two or more variables

2.2 Participants

The participants of the study are 60 respondents since it is a significant number of agents in a certain call centre with 4 teams of 10-15 agents each under the same account. We considered the fact that they should be in the same account since they are doing the same job and their performances are being measured in the same way as well. The sampling technique used in this study is non-random sampling specifically purposive and quota sampling. Purposive sampling was used since respondents must be outbound call center agents in Davao City. Quota sampling was used for the convenience of the researcher and to maximize research output in terms of financial and time resources.

2.3 Instrument

The main instrument to be used in this study is a constructed questionnaire to be distributed among the respondents. The three following parts will be composing the questionnaire: Part 1 - this part will determine the demographic profile of the respondents in terms of age, gender, educational attainment, and civil status: Part 2 - part 2 will determine the level of intrinsic factors (hygiene) affecting the performance of the agents: Part 3 - this will determine the level of extrinsic factors (motivation) affecting the agent’s performance. Part 4 – this will determine the extent level of performance of outbound call centers agents. A five point scale of 5 - always, 4 - often, 3 - sometimes, 2 - seldom, 1 - never is used to determine the agent’s level of factors affecting their performance.

2.4 Procedure The following procedure was used to execute the investigation:
1. Seeking permission to conduct the study from the management of the call center.
2. Approval by their management given a time that would not be in conflict with their work.
3. Distribution of questionnaires to the agents.
4. Retrieval and Collection of data.
5. Tabulated data were subjected to appropriate statistical tools for analysis.
6. Interpretation of data

2.5 Data Analysis

Descriptive statistic and Regression Analysis were used in study.
Frequency and Percentage – It was used to determine the agent’s profile in terms of age, gender, educational background and civil status.
Mean – it was used to measure the agent’s perceived level of factors (hygiene & motivators). The following range of interpretation shall be use to interpret the obtained mean scores for level of perception. Range Descriptive Level Interpretation 4.21 – 5.00 Very High 80.01 – 100% influence 3.41 – 4.20 High 60.01 – 80% influence 2.61 – 3.40 Average 40.01 – 60% influence 1.81 – 2.60 Fair 20.1 – 40% influence 1.00 – 1.80 Low 1.0 – 20% influence

Pearson R – It was used to determine the significant relationship between agent’s profile and performance.
Regression Analysis (stepwise) – it was used to measure the extent of motivating factors affecting the agent’s performance.
The following range of interpretation was used to describe or interpret the obtained mean scores for outbound call center agent’s level of performance.

Range Descriptive Level Interpretation 4.21 – 5.00 Very High Agent always perform the work 3.41 – 4.20 High Agent often perform the work 2.61 – 3.40 Average Agent sometimes perform the work 1.81 – 2.60 Fair Agent seldom perform the work 1.00 – 1.80 Low Agent never perform the work

CHAPTER III

RESULTS AND DISCUSSIONS
This chapter presents the results and discussions of the analyzed data.
3.1 Agent’s Profile
Figure 2: Outbound Call Center Agent’s Profile According to Age

Presented in Figure 2 above is the outbound call center agent’s profile in terms of Age. It showed that majority of the agents are above 20 years old with 60 counts or 98 percent. There is only one agent whose age is below 20 years old or 2 percent of the total.

Figure 3: Outbound Call Center Agent’s Profile According to Gender

Shown in Figure 3 above is the outbound call center agent’s profile in terms of Gender. Results revealed that majority of the agent’s are female with 40 counts or 67 percent. The male agent’s are composed of 20 counts or 33 percent.

Figure 4: Outbound Call Center Agent’s Profile According to Education

Presented in Figure 4 above is the outbound call center agent’s profile according to Education. It showed that majority of the agents are college level with 31 counts or 52 percent, followed by college undergraduate agents at 17 counts or 28 percent. There are 11 counts or 18 percent of the agents who were college graduate and one post graduate agent at 2 percent of the total.

Figure 5: Outbound Call Center Agent’s Profile According to Civil Status

Shown in Figure 5 above is the outbound call center agent’s profile according to Civil Status. Majority of the agents are single with 43 counts or 72 percent. There were 17 counts or 28 percent of the agents who are married.

3.2 Perceived Level of Intrinsic Factors (leading to dissatisfaction) Presented in Table 1 is the outbound call center agent’s perceived level of intrinsic factors (hygiene factors leading to dissatisfaction) in terms of Company Policy. Results showed that indicator 3 has the highest mean score of 4.75, followed by indicator 1 which has a mean score of 4.68, third in rank is indicator 4 which has a mean score of 4.63, and lastly is indicator 2 which has a mean score of 4.51. All of these indicators have a very high description. Results showed that outbound call center agents perceived the variable Company Policy as a very high factor that influence their performance as reflected by the obtained average mean score of 4.64. This implies that company policies and procedures are highly molded in place to protect the rights of workers as well as the business interests of employers. Depending on the needs of the organization, various policies and procedures establish rules regarding employee conduct, attendance, dress code, privacy and other areas related to the terms and conditions of employment. If the aforementioned factors are not furnish will lead to dissatisfaction of employees.

Table 1 Perceived Level of Hygiene Factors (Company Policy) Indicator | Mean | Description | 1. I obey the company rules. | 4.68 | Very High | 2. I strictly follow the dress code. | 4.51 | Very High | 3. Attendance is very much realized. | 4.75 | Very High | 4. I behave well in the workplace. | 4.63 | Very High | Average Mean | 4.64 | Very High | Shown in Table 2 is the outbound call center agent’s perceived level of intrinsic factors (hygiene factors leading to dissatisfaction) in terms of Supervision. Results showed that indicator 2 has the highest mean score of 4.63, followed by indicator 3 which has a mean score of 4.45, third is indicator 4 which has a mean score of 4.43. Indicators 2, 3, and 4 have very high descriptions. Lastly is indicator 1 which has a mean score of 4.18 with high description. Results revealed that outbound call center agents perceived the variable Supervision as a very high factor that influence their performance as reflected by the obtained average mean score of 4.42. The purpose of supervision shall be to provide training to assist the supervisee to achieve full licensure whether practicing under a special license or not. Providing guidance however enables the supervisee to close the range of gaps between the work scheme and time performance. Table 2 Perceived Level of Intrinsic Factor (Supervision) Indicator | Mean | Description | 1. I am being micromanage. | 4.18 | High | 2. Performance is daily evaluated. | 4.63 | Very High | 3. Direct and close supervision at work is exercise. | 4.45 | Very High | 4. Daily guidance of the job is provided. | 4.43 | Very High | Average Mean | 4.42 | Very High | Presented in Table 3 is the outbound call center agent’s perceived level of intrinsic factors (hygiene factor leading to dissatisfaction) in terms of Relationship with Boss. Results revealed that indicator 1 has the highest mean score of 4.70, followed by indicator 3 which has a mean score of 4.68. Next is indicator 2 with a mean score of 4.36. Indicators 1, 3, and 2 have very high descriptions. Lastly is indicator 4 which has a mean score of 4.18 with high description. Results presented that outbound call center agents perceived the variable Relationship with Boss as a very high factor that influence their performance as reflected by the obtained average mean score of 4.48. Thus, having a smooth – sailing relationship with boss compliments the ideal output of performance. Table 3 Perceived Level of Intrinsic Factor (Relationship with Boss) Indicator | Mean | Description | 1. I have a good relationship with my boss. | 4.70 | Very High | 2. I have a direct access with the executives. | 4.36 | Very High | 3. I am treated fairly. | 4.68 | Very High | 4. Nepotism is disregarded. | 4.18 | High | Average Mean | 4.48 | Very High | Shown in Table 4 is the outbound call center agent’s perceived level of intrinsic factors (hygiene factor leading to dissatisfaction) in terms of Work Condition. Results revealed that indicator 3 has the highest mean score of 4.46, followed by indicator 2 which has a mean score of 4.28. Indicators 3 and 4 both have very high description. Third in place is indicator 4 with a mean score of 4.11, and lastly is indicator 1 which has a mean score of 3.98. Both indicators 4 and 1 have high description. Results presented that outbound call center agents perceived the variable Work Condition as a very high factor that influence their performance as reflected by the obtained average mean score of 4.21. Working environment and condition influences the functionality of the worker. This covers such matters as: the organization of work and work activities; training, skills and employability; health, safety and well-being; and working time and work-life balance. Pay is also an important aspect of working conditions.

Table 4 Perceived Level of Intrinsic Factor (Work Condition) Indicator | Mean | Description | 1. The line of work I am attending is heavy. | 3.98 | High | 2. I have great confidence with my job. | 4.28 | Very High | 3. I am competent with the position given. | 4.46 | Very High | 4. Time schedule is not rigid. | 4.11 | High | Average Mean | 4.21 | Very High | Presented in Table 5 is the outbound call center agent’s perceived level of intrinsic factors (hygiene factor leading to dissatisfaction) in terms of Salary. Results revealed that indicator 2 has the highest mean score of 4.53, followed by indicator 4 which has a mean score of 4.48. Both indicators 1 and 2 have a mean score of 4.46. In total, all indicators have a very high description. Results revealed that outbound call center agents perceived the variable Salary as a very high factor that influence their performance as reflected by the obtained average mean score of 4.48. Salary is a form of remuneration paid periodically by an employer to an employee, the amount and frequency of which may be specified in an employment contract. From a business point of view, salary can be deemed as the cost of acquiring human resources however, when expectations are meant, the latter becomes an investment. Table 5 Perceived Level of Intrinsic Factor (Salary) Indicator | Mean | Description | 1. I am being paid in accordance with my workload. | 4.46 | Very High | 2. I am satisfied of the salary I am receiving. | 4.53 | Very High | 3. Compensation is just and fair. | 4.46 | Very High | 4. Salary is given on time. | 4.48 | Very High | Average Mean | 4.48 | Very High |

Shown in table 6 is the summary table of outbound call center agent’s perceived level of intrinsic factors (hygiene factors leading to dissatisfaction) which includes: company policy, supervision, relationship with the boss, work condition and salary. Results showed that variable company policy has the highest mean score of 4.64, followed by variables relationship with boss and salary which has mean scores of 4.48 both, next is variable supervision with a mean score of 4.42, and lastly, is variable work condition with a mean score of 4.21. All perceived level of hygiene factors leading to dissatisfaction has very high descriptions. Results revealed that outbound call center agent’s overall level of perception on intrinsic factor (hygiene) is very high as indicated by the obtained grand mean score of 4.44, which implies that agents have perceived hygiene factors: company policy, supervision, relationship with the boss, work condition, and salary to have an 81 - 100 percent influence in their performance in the business process outsourcing industry. This implies that these factors alone can de-motivate or cause dissatisfaction on employee’s performance if they are not present, but do not very often create satisfaction when they are present. Realization on hygiene factors in the sense that they are maintenance factors is required to avoid dissatisfaction and stop workers from being unhappy. Table 6 Summary Table of Perceived Level of Intrinsic Factors (Hygiene Factor Leading to Dissatisfaction) Variables | Mean | Description | Company Policy | 4.64 | Very High | Supervision | 4.42 | Very High | Relationship with the Boss | 4.48 | Very High | Work Condition | 4.21 | Very High | Salary | 4.48 | Very High | Grand Mean | 4.44 | Very High |

3.3 Perceived Level of Extrinsic Factors (leading to satisfaction) Presented in Table 7 is the outbound call center agent’s perceived level of extrinsic factors (motivation factors leading to satisfaction) in terms of Achievement. Results showed that indicator 2 has the highest mean score of 4.66, followed by indicator 3 which has a mean score of 4.48, third in rank is indicator 1 which has a mean score of 4.33. All of these indicators have a very high description. Results showed that outbound call center agents perceived the variable Achievement as a very high factor that influence their performance as reflected by the obtained average mean score of 4.49. David McClelland studied this factor at a workplace where motivation extensively and theorized that workers as well as their superiors have needs that influence their performance at work. One of these needs is Achievement Motivation - which can be defined as an individual's need to meet realistic goals, receive feedback and experience a sense of accomplishment. They feel energized and satisfied with their jobs because goals are set, they are given positive or negative feedback on past behaviours and given some type of rewards if they performed well.

Table 7 Perceived Level of Extrinsic Factors (Achievement) Indicator | Mean | Description | 1. Goals are set to feel satisfy and energize at work. | 4.33 | Very High | 2. Regular evaluations are given. | 4.66 | Very High | 3. Good performance is rewarded. | 4.48 | Very High | Average Mean | 4.49 | Very High |

Presented in Table 8 is the outbound call center agent’s perceived level of extrinsic factors (motivation factor leading to satisfaction) in terms of Recognition. Results revealed that indicator 2 has the highest mean score of 4.61, followed by indicator 1 which has a mean score of 4.47. Both indicators 3 and 4 have a mean score of 4.43. In total, all indicators have a very high description. In total, results revealed that outbound call center agents perceived the variable Recognition to be a very high influencing factor as reflected by the obtained average mean score of 4.58. This implies that agents perceived motivation factor - recognition to have an 81 – 100 percent influence in their performance of working in the business process outsourcing industry. There are various different reasons why recognition is such a large motivator, but in any organization the end result is that constant motivation is what causes superior performance. It builds confidence so that people are willing to try new things, and develop further in their jobs. Table 8 Perceived Level of Extrinsic Factors (Recognition) Indicator | Mean | Description | 1. My performance is valued. | 4.47 | Very High | 2. I have a greater job satisfaction. | 4.61 | Very High | 3. I am rewarded for a job well done. | 4.43 | Very High | 4. Rewards increase my job stamina. | 4.43 | Very High | Average Mean | 4.58 | Very High | Presented in Table 9 is the outbound call center agent’s perceived level of extrinsic factors (motivation factor leading to satisfaction) in terms of the Work Itself. Results revealed that indicator 1 has the highest mean score of 4.51, followed by indicator 4 which has a mean score of 4.36. Both indicators 1 and 4 have a very high description. Indicator 3 marks third with a mean score of 2.98 and lastly indicator 2 which have a mean score of 2.80. Indicators 3 and 2 both have average descriptions. Results showed that outbound call center agent’s perceived level of extrinsic factor the Work Itself to be a high influencing factor as reflected by the obtained average mean score of 3.45. This implies that agents perceived motivation factor the work itself to have a 61 – 80 percent influence in their performance. In a call center industry, multi-tasking is probably a key competency being a call center agent. Answering calls promptly and on time without further delays constitutes a positive feedback. The shifting of indefinite hours may blur the scheme of work of the agent but a good factor to measure key competency in the job acquisition. Table 9 Perceived Level of Extrinsic Factors (The Work Itself) Indicator | Mean | Description | 1. The nature of my work is complicated. | 4.51 | Very High | 2. I am not familiar with my work. | 2.80 | Average | 3. I am not competent with my line of duty. | 2.98 | Average | 4. I have full confidence with my job. | 4.36 | Very High | Average Mean | 3.45 | High |

Shown in table 10 below is the summary table of outbound call center agent’s perceived level of extrinsic factors (motivation factors leading to satisfaction) which includes: achievement, recognition, and the work itself. Results showed that variable achievement has the highest mean score of 4.49 with a very high description, followed by the variable recognition which has mean scores of 4.58 with a very high description also. The work itself obtains a mean score of 3.45 with a high description. Results revealed that outbound call center agent’s overall level of perception on extrinsic factors (motivation factor leading to satisfaction) is high as indicated by the obtained grand mean score of 4.17, which implies that agents have perceived motivation factors: achievement, recognition and the work itself to have a 61 - 80 percent influence in their performance in the business process outsourcing industry. This implies that the presence of these factors highly motivates the worker to continue developing and excelling in his field. Motivation factors do motivate or create satisfaction and are rarely the cause of dissatisfaction.

Table 10 Summary Table of Perceived Level of Extrinsic Factors (Motivation Factor Leading to Satisfaction) Variables | Mean | Description | Achievement | 4.49 | Very High | Recognition | 4.58 | Very High | The Work Itself | 3.45 | High | Grand Mean | 4.17 | High |

3.4 Level of Outbound Call Center Agent’s Performance Presented in table 11 is the outbound call center agent’s level of performance. It showed that indicator 1 has the highest mean score of 4.26 with a very high description, followed by indicator 2 which has a mean score of 4.06. Indicators 3 and 4 both have a mean score of 4.06. Indicators 2, 3, and 4 have the same high descriptions. Results revealed that outbound call center agents have a high level of performance as indicated by the obtained overall mean score of 4.09. This signifies that agents only exerts 61 – 80 percent of their performance and thus, often performs the work. Accordingly, every call center operation that supports a quitline must have a performance measurement and management strategy in place. Unlike most call centers, quitlines generally do not attempt to shift callers to self-service options except when there are not enough agents available to answer calls because these services have less evidence of efficacy than telephone counseling. With this in mind, service providers may wish to monitor self-service utilization to ensure that it is absorbing excess calls but not decreasing the use of the quitline’s evidence-based treatments.

Table 11 Perceived Level of Outbound Call Center Agent’s Performance Indicator | Mean | Description | 1. I am capable to 80% required FCR to resolve customer’s inquiry/problem. | 4.26 | Very High | 2. I have a minimum of 2% abandoned rate report generated from ACD. | 4.06 | High | 3. I meet the standard of 90% of calls within 20 seconds of the speed service level. | 4.01 | High | 4. Longest delay in queue is handled efficiently in quitline. | 4.01 | High | Overall | 4.09 | High |

Table 12 Table of Significant Relationship Outbound Call Center Agent’s Performance when Analyzed According to Profile Variables | R – value | P - value | Interpretation | Decision Ho | Gender | 51.5 | 0.022 | Not Significant | Reject | Education Attainment | 51.4 | 0.078 | Significant | Accept | Civil Status | 50.7 | 0.064 | Significant | Accept |

Presented in Table 12 above is the table of significant relationship of outbound call center agent’s performance when analyzed according to profile (Gender, Educational Attainment, and Civil Status). Results revealed that there is significant relationship of outbound call centre agent’s performance when analyzed according to educational attainment and civil status as depicted by their obtain P- value of 0.078, and 0.064 respectively, thus accepting the null hypothesis. This only implies that outbound call center agent’s performance has direct relationship as far as educational attainment and civil status is concerned.

Table 13 Regression Table Model Summary Model | R | R Square | Adjusted R Square | Std. Error of the Estimate | 1 2 3 4 5 | .515 a .515 b .514 c .511 d .507 e | .266 .265 .264 .261 .257 | .116 .133 .148 .161 .173 | .51932 .51417 .50970 .50582 .50216 | a. Predictors: (Constant), Wilevel, status, slevel, salevel educ, wclkevel, rlevel, bosslevel, alevel, plevel b. Predictors: (Constant), Wilevel, status, slevel, salevel educ, wclkevel, rlevel, bosslevel, plevel c. Predictors: (Constant), Wilevel, status, slevel, salevel wclkevel, rlevel, bosslevel, plevel d. Predictors: (Constant), Wilevel, status, slevel, salevel wclkevel, rlevel, bosslevel e. Predictors: (Constant), Wilevel, status, slevel, salevel rlevel, bosslevel

Coefficents a Model | UnstandardizedCoefficents | Standardized Coefficeints | t | Sig. | | B | Std. Error | Beta | | | 1 (Constant)EducStatusPlevelSlevelBosslevelWclevelSalevelAlevelRlevelWilevel | -.310 .033 .153 -.129 .339 .231 -0.75 .174 .013 .246 .160 | 1.188 .105 .168 .287 .184 .204 .156 .189 .115 .147 .093 | 0.044 .126 -.086 .315 .178 -.070 .146 .018 .250 .267 | -.260 .315 .914 -.451 1.844 1.133 -.480 .916 .115 1.670 1.170 | .796 .754 .365 .654 .071 .263 .634 .364 .909 .101 .092 | 2 (Constant)EducStatusPlevelSlevelBosslevelWclevelSalevelRlevel Wilevel | -.282 .035 .152 -.138 .343 .229 -.070 .182 .249 .156 | 1.153 .103 .166 .273 .179 .201 .148 .173 .143 .086 | .047 .125 -.092 .319 .177 -.066 .154 .254 .261 | -.245 .343 .919 -.507 1.914 1.139 -.471 1.055 1.745 1.818 | .808 .733 .362 .615 .061 .260 .640 .296 .087 .075 | 3 (Constant)StatusPlevelSlevelBosslevelWclevelSalevelRlevel Wilevel | -.275 .165 -.123 .339 .228 -.070 .170 .260 .157 | 1.143 .160 .267 .177 .199 .147 .167 .138 .085 | .136 -.081 .315 .176 -.066 .143 .265 .261 | -.241 1.035 -.460 1.913 1.147 -.481 1.014 1.886 1.838 | .810 .305 .647 .061 .257 .633 .315 .065 .072 | 4 (Constant)StatusSlevelBosslevelWclevelSalevelRlevel Wilevel | -.361 .140 .297 .204 -.070 .160 .239 .151 | 1.119 .149 .151 .190 .145 .165 .129 .084 | .166 .276 .158 -.066 .135 .243 .253 | -.323 .942 1.968 1.071 -.484 .972 1.851 1.806 | .748 .351 .054 .289 .630 .336 .070 .077 | 5 (Constant)StatusSlevelBosslevelSalevelRlevel Wilevel | -.435 .136 .281 .200 .144 .238 .138 | 1.100 .148 .146 .189 .160 .128 .079 | .112 .261 .155 .121 .242 .231 | -.396 .918 1.922 1.061 .898 1.853 1.756 | .694 .363 .060 .294 .373 .070 .085 | a. Dependent Variable: perlevel The r2 square value of 0.257signifies that 25.7 % of the change in y (outbound call center agent’s level of performance) can be explained by the regression model (stepwise) y = -0.435constant + 0.136 status + 0.281supervision + 0.200 boss + 0.144 salary + 0.238 recognition + 0.138 work itself. The regression model means that if status is increased by one (1), and other variables are constant, then y (level of performance) increases by 0.136. Similarly, if other variables (supervision, boss, salary, recognition, and work itself) increase by one, then y increases 0.136, 0.281, 0.200, 0.144, 0.238, and 0.138 respectively. . The remaining 74.3% is due to some other factor or chances that affect the performance of the agents that is outside of our study. It can also be established that the variable education, civil status, supervision, relationship with boss, work condition, salary, achievement, recognition, and work itself are the factors which highly influence the performance of business process outsourcing personnel, specifically outbound call center agents in the Davao City.

CHAPTER IV
HIGHLIGHTS, CONCLUSION, AND RECOMMENDATIONS

This chapter presents the highlights of results, conclusions and recommendations of the study.

4.1 Highlights of Results

1. Profile The participants in this study are 60 outbound call center agents of the different business process outsourcing industry in Davao City since it is a significant number of agents in a certain call centre with 4 teams of 10-15 agents each under the same account. Majority of the agents are above twenty (20) years old, most of them are females, single, and are college level students.

2. Perceived Level of Intrinsic Factors (Leading to Dissatisfaction) The outbound call center agent’s overall level of perception on intrinsic factor (hygiene factor leading dissatisfaction) is very high as indicated by the obtained grand mean score of 4.44, which implies that agents have perceived hygiene factors: company policy, supervision, relationship with the boss, work condition, and salary to have an 81 - 100 percent influence in their performance in the business process outsourcing industry. This implies that these factors alone can de-motivate or cause dissatisfaction on employee’s performance if they are not present, but do not very often create satisfaction when they are present. 4. Perceived Level of Extrinsic Factors (Leading to satisfaction)

The outbound call center agent’s overall level of perception on extrinsic factors (motivation factor leading to satisfaction) is high as indicated by the obtained grand mean score of 4.17, which implies that agents have perceived motivation factors: achievement, recognition and the work itself to have a 61 - 80 percent influence in their performance in the business process outsourcing industry in Davao City. This implies that the presence of these factors highly motivates the worker to continue developing and excelling in his field. Motivation factors do motivate or create satisfaction and are rarely the cause of dissatisfaction.

4. Level of Outbound Call Center Agent’s Performance
The outbound call center agents have a high level of performance as indicated by the obtained overall mean score of 4.09 which signifies that agents often perform the work.

5. Significant Relationship Results revealed that there is significant relationship of outbound call centre agent’s performance when analyzed according to educational attainment and civil status, thus accepting the null hypothesis. This only implies that outbound call center agent’s performance has direct relationship as far as educational attainment and civil status is concerned.

6. Extent of Influence The r2 square value of 0.257signifies that 25.7 % of the change in y (outbound call center agent’s level of performance) can be explained by the regression model (stepwise) y = -0.435constant + 0.136 status + 0.281supervision + 0.200 boss + 0.144 salary + 0.238 recognition + 0.138 work itself. The regression model means that if status is increased by one (1), and other variables are constant, then y (level of performance) increases by 0.136. Similarly, if other variables (status, supervision, boss, salary, recognition, and work itself) increase by one, then y increases 0.136, 0.281, 0.200, 0.144, 0.238, and 0.138 respectively. The remaining 74.3% is due to some other factor or chances that affect the performance of the agents, which is outside of our study. It can also be established that the variable education, civil status, supervision, relationship with boss, work condition, salary, achievement, recognition, and work itself are the factors which highly influence the performance of business process outsourcing personnel, specifically outbound call center agents in the Davao City. 4.2 Conclusions

The following conclusions were drawn from the above highlight of results. Majority of the agents are above twenty (20) years old, most of them are females, single, and are college level students. The outbound call center agent’s have perceived Intrinsic factor (hygiene factors leading to dissatisfaction): company policy, supervision, relationship with the boss, work condition, and salary to be a very high influencing factor (81 - 100 %) influence in their performance being a call center agent. Extrinsic factors (motivation factor leading to satisfaction): achievement, recognition, and salary were perceived to be a high influencing factor (60 – 80%) influence in their performance as agents. Their performance is at a very high extent meaning they always perform the work. Variable status, supervision, boss, salary, recognition, and work itself are the factors which highly influence the performance of business process outsourcing personnel in Davao City.

4.3 Recommendations

Based on the above results and discussions, the following recommendations are hereby presented for consideration. 1. To ensure a high extent in performance, smooth labour relations (BPOi– agents) should be exercise at all times in accordance with the presence of the factors that satisfy the agent’s hygiene and motivational need. 2. Business process outsourcing industry must continue to establish and maintain the presence of this factor namely: supervision, good relationship with boss, work condition, salary, achievement, recognition, and work itself that leads satisfaction of call center agents so as to ensure a 360 feedback in their performances. 3. Extrinsic motivational factors as well should be realized such as rewards, acknowledgements, and bonuses to sustain the performance of the agents. 4. To further enhance this study, It is recommended that variables not included in the study are highly recommended for similar future research to be conducted.

4.4 References
( http://www.sage.com/ourbusiness/aboutus/globalstrengthlocalfocus)
(Bottom of Formhttp://en.wikipedia.org/wiki/Call_center_industry_in_the_Philippines)
(http://davaotady:com/main2006/12/07/why-call-centers-are-not-investing-in-davao/)
(http://www.best-job-interview.com/call-center-job-description.html)
(http://en.wikipedia.org/wiki/Call_center_industry_in_the_Philippines) (http://ccaponline.org/index.php?option=com_content&view=article&id=244:expanding-call-centers-in-davao-philippines&catid=96:industry-news&Itemid=283)
.(http://www.trainanddevelop.co.uk/article/frederick-herzberg-theory-of-motivation-a78) (http://www.eurofound.europa.eu/areas/industrialrelations/dictionary/definitions/workingconditions.htm)
(http://www.alleydog.com/glossary/definition.php?term=Achievement%20Motivation)
(http://ezinearticles.com/recognition)
(http://www.investopedia.com/terms/g/BPOindustryy.asp#ixzz2KKnAcykg)
(http://www.publishingindia.com/manthan/6/application-of-herzbergs-theory-in-the-bpo-industry-identification-of-hygiene-factors-and-motivators/113/881/)
(http://call-recording-blog.monetsoftware.com/2012/09/call-center-performance-metrics)

Appendix A:
Letter of Permission

LETTER OF PERMISSION

February 23, 2013

Prof. Matias L. Mercado Jr.
Director
University of Mindanao Guianga Campus
Tugbok, Davao City

Dear Prof. Mercado,

Greetings!
In line of our Business Research study entitled “Factors Influencing the Performance of Business Process Outsourcing Personnel in Davao City” we student, would like to ask permission from your good office to allow us to distribute our survey questionnaire.

We are hoping for your most favourable approval.

Thank you very much.

Respectfully yours,

Bryle D. Larobis

Jayson S. Babuyo

Arnel G. Buladaco

Noted by:

Prof. Matias L. Mercado Jr.
Research Adviser

Appendix B:
Survey Questionnaire

FACTORS AFFECTING THE PERFORMANCE OF BUSINESS PROCESS OUTSOURCING PERSONNEL IN DAVAO CITY Survey Questionnaire

Name (Optional): ___________________________
Age:
Below 20 ____ Above 20 ____
Gender:
Male ___ female___
Educational Attainment College undergraduate ____ College graduate _____ College level ______ Post graduate _____
Civil Status: Single ___ Married ___

Instruction: In a scale of 5, please put a check mark on the box provided, on how you rate yourself, conduct the following activity.

5 – Always – means that the activity is being practiced at all times.
4 - Often - means that the activity is being practiced most of the time.
3 – Sometimes - means that the activity is being practiced occasionally.
2 – Seldom - means that the activity is being practiced rarely.
1 – Never - means that the activity is being practiced at all.

I. Hygiene Factor | Company Policy | | 5 | 4 | 3 | 2 | 1 | 1. I obey the company rules. | | | | | | 2. I strictly follow the dress code. | | | | | | 3. Attendance is very much realize. | | | | | | 4. I behave well in the workplace. | | | | | | Supervision | 1. I am being micromanage. | | | | | | 2. Performance is daily evaluated. | | | | | | 3. Direct and close supervision at work is exercise. | | | | | | 4. Daily guidance of the job is provided. | | | | | | Relationship with the Boss | 1. I have a good relationship with my boss. | | | | | | 2. I have a direct access with the executives. | | | | | | 3. I am treated fairly. | | | | | | 4. Nepotism is disregarded. | | | | | | Work Condition | 1. The line of work I am attending is heavy. | | | | | | 2. I have great confidence with my job. | | | | | | 3. I am competent with the position given. | | | | | | 4. Time schedule is not rigid. | | | | | | Salary | 1. I am being paid in accordance with my workload. | | | | | | 2. I am satisfy of the salary I am receiving. | | | | | | 3. Compensation is just and fair. | | | | | | 4. Salary is given on time. | | | | | | |

II. Motivating Factors: 5 4 3 2 1 | Achievement | 1. I receive positive feedback. | | | | | | 2. Goals are set to feel satisfy and energize at work. | | | | | | 3. Regular evaluations are given. | | | | | | 4. Good performance is rewarded. | | | | | | Recognition | 1. My performance is valued. | | | | | | 2. I have a greater job satisfaction. | | | | | | 3. I am rewarded for a job well done. | | | | | | 4. Rewards increase my job stamina. | | | | | | The work Itself | III. Performance Metrics | 1. I am capable to 80% required FCR to resolve customer’s inquiry/problem. | | | | | | 2. I have a minimum of 2% abandoned rate report generated from ACD. | | | | | | 3. I meet the standard of 90% of calls within 20 seconds of the speed service level. | | | | | | 4. Longest delay in queue is handled efficiently. | | | | | |

Appendix C:
SPSS

Frequencies

[DataSet0]

Frequency Table

| | Gender | Educ | Status | Perlevel | gender | Pearson Correlation | 1 | .178 | -.105 | .022 | | Sig. (2-tailed) | | .173 | .426 | .870 | | N | 60 | 60 | 60 | 60 | educ | Pearson Correlation | .178 | 1 | .312(*) | .078 | | Sig. (2-tailed) | .173 | | .015 | .553 | | N | 60 | 60 | 60 | 60 | status | Pearson Correlation | -.105 | .312(*) | 1 | .064 | | Sig. (2-tailed) | .426 | .015 | | .629 | | N | 60 | 60 | 60 | 60 | perlevel | Pearson Correlation | .022 | .078 | .064 | 1 | | Sig. (2-tailed) | .870 | .553 | .629 | | | N | 60 | 60 | 60 | 60 |

Appendix D:
Curriculum Vitae

CURRICULUM VITAE

Name: Bryle D. Larobis
Nickname: Bry
Birthday: October 10, 1992
Place of Birth: Davao City
Civil Status: Single
Course: BSBA-HRDM
Guardian: Rodulfo D. Larobis Erlinda D. Larobis

EDUCATIONAL ATTAINMENT

Elementary: Lt. C Villafuerte Elementary School
High School: Calinan National High School
College: University of Mindanao, Guianga College

CURRICULUM VITAE

Name: Jayson Babuyo
Nickname: Kimudz
Birthday: August 27, 1993
Place of Birth: Tagum City
Civil Status: Single
Course: BSBA-HRDM
Guardian: Luzviminda Babuyo

EDUCATIONAL ATTAINMENT

Elementary: Emelda Elementary School
High School: Mintal Comprehensive National High School
College: University of Mindanao, Guianga College

CURRICULUM VITAE

Name: Arnel Garsuta Buladaco
Nickname: Eboy
Birthday: September 27, 1993
Place of Birth: Davao City
Civil Status: Single
Course: BSBA-HRDM
Guardian: Artemio Buladaco Helen Buladaco

EDUCATIONAL ATTAINMENT

Elementary: Anecito Barbarona Elementary School
High School: Tagakpan National High School
College: University of Mindanao, Guianga College