Factors that Leverage the Key Drivers of Creating a Culture of Employee Engagement in the Business Process Outsourcing Company: A Qualitative Inquiry

Abstract

The business process outsourcing (BPO) industry has been an essential source of job opportunities in the Philippines. However, due to the fast-paced and stressful nature of the job, attrition and productivity among the employees have always been a challenge to the top management. This phenomenological study aimed to explore and describe the various factors that leverage the key drivers of creating a culture of employee engagement in the BPO company as experienced by managers and supervisors. Ten (10) people-managers were purposively selected as participants in the study. The data was collected through interviews and focus group discussions and was analyzed using thematic analysis. Setting clear vision and goals, igniting people participation, an engagement plan that brings out the best in employees, and the employee's language of the heart emerged as four themes on the key drivers that create a culture of employee engagement. Findings also revealed two major themes in the underlying concerns that have a negative impact on employee engagement: concerns about retaining excellent performing people-managers and Rank-in-File employees, and concerns about motivating office staff and agents to perform well. It is concluded that the employees in the BPO company adhere to and manifest the appropriate practices and policies that are needed for the sustainability of the company, and these positive work attitudes have become the drivers of employee engagement. It is also recommended to formulate an employee development plan to enhance a better work environment and attain organizational success.