INTRA-FIRM MOBILITY OF THE EMPLOYEES IN THE IT-B.P.O SECTOR: INTRODUCTION

INTRODUCTION

It can be seen that the remuneration in the IT-B.P.O.s is solely based on the performance of the individuals. Sometimes, earnings vary from person to person, but graduates and post graduates may get almost same salary even working in the same company. Over education do nothing favourable to them if they lag behind the same qualified persons in terms of the required skills. But higher education help them in promotions if they have any particular skill that required for the unit they working. At the lower level jobs there is no gender disparities, women even reach middle levels and earn more than men also, but at the senior most positions the representation of women very low. But all over India, BPO sector is characterised by the high women representation; it is more than 60 percent and low representation of men.

At the leadership level of IT Companies woman representation is only about 6%. In the IT, it is about 15-20% and in the BPO it is 50%. About 49% of the India’s population are women. But no field equally represent women instead of this. In the year 2010 the IT workforce included only 26.4% of the women employees. But in 2008 this was 24% of the workforce.

Now the rate is increasing, Kerala holds 28% of women work force. But in the BPO sector women outnumber men and that is more than 65 per cent. It helped women find a job that the other sectors can’t do. NASSCOM’s president has the opinion that – “Indian companies no longer view gender inclusivity as a Corporate Social Responsibility activity, but as a business imperative. That’s because in 2007-08, the IT industry had 28 per cent women in its workforce compared to 24 per cent in 2005-06. At the entry level, in 2005-06, 38 per cent were women compared to 47 per cent in 2007-08. Two years ago, only four companies had formal defined policies for gender diversity and this year, the number has risen to 80. Additionally, a survey of 50 companies has revealed that women account for 11 per cent of the leadership roles in senior management.”

The “glass ceiling” in the entire system that has prompted many female managers to leave their organizations because of the lack of advancement in opportunities- a study says. A recent study by the U.S Department of labour revealed that there is lack of equal opportunity for the top level positions of the organizations.

So it is important to look at this sector to know the representation of women at the higher level jobs. Here, promotions should be observed to know why women lag behind men in this case. Then studies found that the attrition rate of women is very high in this sector. But it is true that women also have the behaviour of stick on the same job for a long period than men. If they get a reasonable salary they do not change the job up to the threat of job loss. But, ultimately earnings of the individual is determined by the performance, along with educational qualifications. Performance is the important factor; otherwise, even an M.B.A holder gets the same salary of a B.com holder. The study tries to analyse not all the problems of gender disparities but, the particular problem behind or why, women not reaching highest positions.

• To find, is there any gender specific disparity in the B.P.O Sector in terms of earnings.
• To find whether females or males quit the job early.
• To analyse, intra-firm mobility (promotions) in the B.P.O sector.