FactorsInfluencing Employee High Turnover Rate at Call Centres: A Case Study on AEON Credit Service Malaysia

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IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 20, Issue 5. Ver. VIII. (May. 2018), PP 07-15
www.iosrjournals.org
DOI: 10.9790/487X-2005080715 www.iosrjournals.org 7 | Page
FactorsInfluencing Employee High Turnover Rate at Call
Centres: A Case Study on AEON Credit Service Malaysia
Mohammad Imtiazhossain1, Krishnavani A/P Muniandy2, Md Nasiruzzaman3,
Dr.AsifmahbubKarim4
1(Master’s ResearchScholar, Faculty of Economics and Management,University Putra Malaysia,Malaysia),
2(Independent Researcher),3(Msc in ITM, Binary University,Malaysia), 4(Dean, Graduate School, Binary
University,Malaysia)
Corresponding Author: Mohammad ImtiazHossain
Abstract:
Objective:The purpose of this paper is to investigate and to get better understanding on the root cause of
employee high turnover rate at Call centers in Malaysia specially on Klang Valley. It also determine what
would reduce the employee job hop at the firm which will help to reduce cost of hiring, training, and retaining.
Methodology:This research is based on primary data obtained from a telecommunication contact center in
KalangVally. A mixed-methods design was employed whereby a survey questionnaire was completed by 100
employees of Aeon Credit Service Sdn Bhd.
Findings:The results indicate that the job satisfaction is vital to reduce the high turnover rate at call center on
both internal and external factors. Professionals of telecommunication companies and other related companies
in the service industry can use the outcomes of this study to justify their efforts in performance
improvement.This will enable the HR practices to be supervised and further enhanced. This may also help
reducing turnover among greatly skilled workforce in this age of self-motivated and extremely competitive
business environment. Furtheradvancement of the research might be possible to discuss potentially important
overlooked areas.
Keywords:Employee, Turnover, Call Center, Klang Valley,Malaysia
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Date of Submission: 08-05-2018 Date of acceptance: 28-05-2018
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I. Introduction
The development of the service industry in the modern economy has become increasingly important in
contemporary business environment. Organizations are often required to overcome challenges by introducing
dynamic strategies and innovative ideas to purvey service (Castanheira and Chambel, 2010). Needless to say,
Contact center sector has witnessed an exponential growth in the last decade (Merchants, 2015). As a result,
wider range of employment opportunities are created in both Western and Eastern economies (Holman, 2005).
Call centers can be defined as specialized organizational units providing telephone based customer
services (Kleemann&Matuschek, 2002). The „contact center‟ and „helpdesk‟ term is also known as „call center‟.
There are three components of definition for Call Centerby Dean (2002). Initially, the focus of the operation is
on the customer service by the call center representatives. Next, the telephones and computers are used
simultaneously by the agents. Finally, the calls are managed and organized by an automatic distribution system
(Dean, 2002). Call centers have been an integral part of business operation and its one of the growing sector for
all major organizations (Michelle, 2006). Besides that, there are few functions of Call Center agents such as
collections, inquiry services, billing supports, sales, complaint resolution, order processing and fulfilment,
telemarketing or tele-services, and technical support. There are also some conjoint types of technology used by
the Call Centers such as e-mail management or response systems, voice mail, online information fulfilment
systems, Internet call-back systems, ACD systems, IVR systems, fax on demand, and interactive web chat.
In emerging markets such as Malaysia, contact center is a substantial industrial segment (Kelly, 2015).
It is identified as one of the key sectors that could lead the country to achieve higher economic status (Frost &
Sullivan, 2012; Ramli and Mohamad, 2015). Moreover, Malaysia is heralded as the new “Asia Pacific Call
Center Hub” due to the high growth rate in the contact center industry (Ananda and Ulaganathan, 2008).
According to Computerworld (March 2008), Malaysia has shown the strongest growth rate compared to all its
ASEAN counterparts. Call center industry growth rate in Malaysia is 17% compared to only 15% for the
ASEAN region. The growth rate in Singapore is 8%; India is 10% while Thailand is 15% Estimates there are
over 600 call centers Malaysia employing over 25,000 people, reported by Asia Pacific Research Group
(APRG) (CRM Management, 2010). As now, 67% of the total Call Centers in Malaysia are serving local

Factors that Influence Employee High Turnover Rate at Call Centers in KlangValley: A case study on
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consumers .But recent global study shown that the contact Centers are found to experience 37% attrition rate
within 6 months of service since their roles have become increasingly complex (Merchants, 2015). Similarly,
Malaysian contact center industry is having problems associated with employee turnover (Abdullateef et al.,
2010; Kareem et al., 2014).
According to (Pikom, 2012) the employee turnover rate is increasingly tremendously in Malaysia. The
Call Center agent attrition rate is 22% per annum in Asia. In the call center industry in Malaysia the turnover
rate increased from 12.3% in 2012 to 13.2% in 2013 (Star Job, 2013). Such a turnover rate poses high financial
and operational costs to the organization in terms of recruitment and training and development of the
agents.Researchers pointed it as a reason which may lead to cost upsurge and lower the employees‟ self-esteem
(Nadiri&Tanova, 2010) which brings significant costs to the organization like, cost of replacement, cost of
training, and cost of vacancy (Heydarian&Abhar, 2011). The business cannot be operating with the traditional
functions nowadays as it is getting more complex. Even the Malaysia has been identified as new Asia Pacific
Call Center Hub but the major factor that affecting the call center representatives is the level of motivation.
Commonly the motivation is more on low level of motivation due to their work of low skilled nature. Call
Centers also associated with other factors that are high staff turnover, high stress levels, absenteeism, job
satisfaction and etc. (Melissa, 2013).
Whatever causes high turnover rate, the human resource and call center managers must find out. They
also have to discover ways to retain them to produce wellqualified call center agents. Studies are insufficient to
quantify the factors manipulating the definite turnover. It is essential to inspect the aspectsdistressing
employee‟s and source turnover (Chen et al., 2008).In an anticipation to help better understanding those factors
and to find out correct solutionsto lessen employee turnover this research is performed.The following objectives
have been achieved through this study which have been linked in the analysis part-
1) To identify the gap that causes turnover rate at Call Centers in Klang Valley.
2) To determine the factors that would reduce turnover rate at Call Centers in Klang Valley.
3) To identify the methods on how to retain employees at Call Centers in Klang Valley.
II. Literature Review
Turnover:
In the past three decades, many studies have addressed the issue on employees‟ turnover.Turnover
means the employees movement within an organization. Turnover also refer to quit, attrition, exists, mobility,
migration or succession. According to (Holtom et al 2012), turnover can be explained on the basis of individual
differences, stress-and-change-related attitudes, contextual variables such as interpersonal relationship and
culture and so on (Chen, Ployhart, Thomas, Bliese, & Anderson, 2011). Perez, (2008) mentioned there are 3
characteristics of turnover: voluntariness, avoidability and functionality. Besides that (Chen et al., 2008) stated
that turnover could be classified into voluntary or involuntary turnover. Voluntary turnover refers to the
voluntarily resignation of an employee from an organization. Involuntary turnover, on the other hands, it refers a
person who leaves an organization involuntarily such as being laid off or dismissed by the organization (Chen et
al., 2008). Avoidability turnover is referring to prevent the voluntary employees from leaving the organization.
Functionality turnover is referring to the impact brings to the organization after an employee leaves the
company. The positive impact is enabling the replacement of unproductive employees with productive
employees. The negative impact is that the organization is losing valuable asset.
Turn over reasons:
There are few factors that contribute the attrition rate. This rate also recognized as churn rate, two
things can be stately from this such as how many employees leave over a certain period of time and how many
customers leave over a certain period of time is can be measured.
The age, level of education, level of income, tenure and job group falls under demographic factors
which have been found to have constant relationship with turnover intents in the former research. Besides that,
the age, income level and tenure have been conveyed as it has bad relationship between turnover intents by
several studies .According to Cotton & Tuttle, (1986), education factors plays a major role as more educated
employees resigned more often.
There are certain research indicates that the Call Center agents are likely to focus on their jobs and they
are not familiar with much satisfaction. As per research carried out, the female and male employees‟ complaints
the same opinions as they were constrained to follow certain work schedule by their supervisors (Putnam and
Loppie, 2000). Furthermore, they were expected to follow scripted dialogues as they experienced themselves as
“robots” and pay levels are being low. At times, they need time to recover as they deal with customers who react
in a highly emotional manner.
Merger and acquisition by other company are also vital reason. The employees find the job is misfit,
inadequate benefits, increasing opportunity, decreasing loyalty towards organization, lack of motivation,

Factors that Influence Employee High Turnover Rate at Call Centers in KlangValley: A case study on
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increased expectation, low compensation, lack appreciation and at the end of the research, there will be more
important reasons of turnover rate in Klang Valley at Call Centers will be highlighted.A study by Pawar and
Chakravarthy (2014) found that usually, employees leave their organisations for financial reasons, personal
problems with their managers, professional advancement, issues with co-workers, role ambiguity, or a lack of
information on job description, among other reasons.Numerousresearches have been devoted for detecting the
correlations of employees‟ intent to leave an organisation because of the substantial amount of turnover (Öcel,
2012; Liu &Onwuegbuzie, 2012). Researches were conducted to take necessary measures to avoid adverse
employee actions that could affect othersand reduce the cost of turnover, as it has huge economic costs for the
organisations (Hughes, Avey& Nixon, 2010). In addition, the findings of an experiential study directed by
Bakan and Buyukbese (2013) propose that organisations need to examine the factors affecting job satisfaction
and control non-attendance, turnover, and plan to resign, being correlatedwith dissatisfaction.
Job stress:
Agreeing by (Cooper et al 2001), job anxietyconsiderablyprojected the impression of leaving . As the
level of stress rises, intention to leave increases as well. It has negative influence on employees‟ lifestyle quality
and psychiatric sickness, and it contributes in the direction of physical sickness, such as depression and
musculoskeletal difficulties (ILO, 2001; Jehangir et al., 2011). It has been also identified that highly-demanding
and taxing works are often associated with outcomes correlated to burnout, job satisfaction, physical and mental
health issues in past studies (Kalliath and Morris, 2002; Khamisa et al., 2015; Piko, 2006; Pillay, 2009).
Nevertheless, according to Barkhuizen et al. (2014), not all burnout can be tracked back to the lack of job assets.
Some burnout occurred because of personal concerns or wide-ranging characteristics of the individual. Henson
(2016) proposed, on the prospect of employees suffering burnout, leadership has a noteworthy impact. Leaders
presentingcompassion and engagement with their staff should be employed and conserved within their
businesses to lessen the frequency of burnout (Henson, 2016). One of the distinctfeatures of an employee that is
more reliable in calculatingintent to leave is age (Zeytinoglu, Denton, Davies, &Plenderleith, 2009).
Job satisfaction:
Job satisfaction has correlation with employee engagement and turnover. If the engagement is higher,
the satisfaction goes higher and the turnover goes lower (Schubert-Irastorza&Fabry, 2014). Apleasant or
positive emotional ailmentoccasioning from job experiences and proper assessmentexplains positive job
satisfaction (Liu, Mitchell, Lee, &Holtom, 2012). Job satisfaction highlyinfluences an employee‟s resolution
whether to leave or stay in the organization (Chen.,Ployhart, Thomas, Anderson, &Bliese, 2011)
However, some researchers also found divergentconclusions on the relationship. Agreeing to Chen et
al.(2011), whoevers are more negatively disposed toward their lives, has just a little influenceof job satisfaction
on their intention to leave. Additionally, he also stated that the more positive the disposition of an individual, the
more intense relationship between job satisfaction and turnover would exist (Chen et al., 2011).
Lack of emotional and physical engagement
Deficiency of assignation can be evident in physical ways. It may negatively affect the health of
personnel and businesses productivity. Shuck, Twyford, Reio, and Shuck (2014) discussed the cognitive,
emotional, and behaviouralpossessions of a detachedoperative. These properties can reason an employee to
show reduced outputs of performance, possible poor evaluation and punitiveactivities (Shuck et al., 2014).
Allegedprovision of personal values upsurges employee‟s emotional commitment and establishes positive
approaches (Shuck et al., 2014). Unnecessary leaves, more than once a week, due to authentic or probable
illness can be a physical reaction of disengaged employees.
Assessing work-family balance
Chernyak-Hai&Tziner(2016)emphesises on work – life balance of employees for producing productive
output. When there is a balance, both perceived and actual, of WFB and limited work-family conflict (WFC),
engagement is high (Chernyak-Hai&Tziner, 2016). Chernyak-Hai and Tziner (2016) suggested higher
engagement leads to higher burnout and WFC. Rofcanin et al. (2016) assessed the performance levels of
employees who believed their supervisor was supportive of a family and work-life balance or WFB.
Turnover Intentions
Though an employee‟s plan to leave may have many causes, weak commitmentwith the company is the
most dominant. Shuck et al. (2014) calculated the effect of commitment on the intent to dismiss an employee.
Their outcomesdirected a strong correlation between the mental and behaviouralfeatures of an employee and
their possibility to leave the employer. The mental and behaviouralaffiliation shows positive connections with
the HR improvement area. Which means to take in feelings of significance and care, will

Factors that Influence Employee High Turnover Rate at Call Centers in KlangValley: A case study on
DOI: 10.9790/487X-2005080715 www.iosrjournals.org 10 | Page
declineintendedturnover (Shuck et al., 2014). When managers provide prospects for development and support
for their staff, the intents to empty their position would also lessen.
Costs
There are costs to both the individual as well as the employer. When an employee chooses to decide
whether to leave an organization, he must consider monetary costs as well as the psychological costs. Al-Emadi
et al. (2015) suggested those costs differ depending on the engagement of the person and the behavioral attitude
at the time of consideration. The costs to the employer also vary depending on the level of the employee skill set
and knowledge base. While exact costs vary, recruiting and training a new hire to be 100% productive can cost
at least 25% of the employee‟s annual salary, not including the lost productivity until the new hire is at full
capacity (Zibarras et al., 2015).
Human Resources Management Practices
Human Resource leaders are employee-focused andfrom time to timethey refer to human as capital and
part of the business (Bal et al., 2013). Recently researchers advise, focus on the employee is becoming more
significant as businessesstudy to handle oscillations in markets, ideology, and generational changes (Bal et al.,
2013). HR leaders now must assist in creating or altering the culture, calculatecontests and perform as links for
decision-makingadministration and the employees.HR professionals are expected to be administrators of
information and metrics. It enables them to use the numbers to make endorsements for alteration, alignment and
presenting financial effects of energeticcommitment (Frigo&Ubelhart, 2016). Some business front-
runnersproducedpreservation programs to retain the brilliantworkforce. These preservation programs may
containsubstantial employee benefits, elastic work provisions, career improvementprospects, and any exercise
that is able to lessen the turnover plans (Haines, Jalette, & Larose, 2010). There are several issues that subsidize
to the turnover plan. But researchesestablish that human resources management practices able to decrease the
possibility of turnover amongst employees. Steady growth of wages or compensation packages considerably
reduces the employee turnover intention (Haines, Jalette, & Larose, 2010).
III. Methodology
Quantitative and qualitative both mix methods were used in this study. The primary data collected from
the respondents of AEON Credit Service (M) Berhad,a leading call centerin kalangvally.The secondary data is
mostly collected from journals, reports, internets, and referent books.
The call center is with a total headcounts of 100 over employees including branches. The Aeon Credit
Service (M) Berhad is the representatives of the whole KlangValley”scall center. The target market of the call
center agent population is estimated as 10% from the total population of Klang Valley but due to the time and
cost limitation, only n = 100 agents will be chosen for the survey.In additional, the researcher has selected the
judgment sampling which also known as purposive sampling at Aeon Credit Service (M) Berhad call center
compare to the convenient sampling, snowball sampling and quota because this sample is used based on assured
judgment about the complete population by this approach.The Likert scale will be used to prepare the
questionnaire as 1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree as the
researcher can directly get the expected responses.
IV. Data Analysisand Findings
Table 1:Respondents Profile
Options
Frequency (n=100)
Percentage (%)
Gender
Male
39
39
Female
61
61
Age
18 – 24
22
22
25 – 34
66
66
35 – 44
11
11
45 and above
1
1
Years of working
< 1 year
27
27
1 – 3 years
52
52
4 – 6 years
14
14
> 6 years
7
7
Salary range
Less than RM1,000.00
0
0
RM1,001.00 – RM3,000.00
85
85
RM3,001.00 – RM5,000.00
11
11
RM5,001.00 and above
4
4

Factors that Influence Employee High Turnover Rate at Call Centers in KlangValley: A case study on
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As presented in Table 1, there are 39% male and 61% female respondents, showing that call center
agents are predominantly female employees. 66% employees are middle ages (25-34). Interestingly, only 27%
respondents have less than 1 year of experience, 7% have more than 6 year experience. Major number of
employee 85% draw the salary less than RM3001.00.
Table 2: DATA COLLECTION ON THE JOB
No.
Sum
Average
The Job Itself
The job is challenging
396
3.96
Work load is reasonable
320
3.2
Job orientation (Training) was effective
315
3.15
Skills are effectively used
358
3.58
Sufficient resources are available
325
3.25
Work environment is comfortable and safe
347
3.47
Table 3:DATA COLLECTION ON MANAGER
Section B
Sum
Average
Your
Manager
Effectively leads the department
360
3.6
Has good leadership qualities
346
3.46
Communicates well with subordinates
342
3.42
Recognizes good work
341
3.41
Table 4:DATA COLLECTION ON THE MANAGEMENT
Section C
Sum
Average
The
Manageme
nt
Give fair and equal treatment
293
2.93
Provide development opportunities
309
3.09
Always available to discuss job related issues
341
3.41
Welcome suggestions and encourage feedback
328
3.28
Table 5:DATA COLLECTION ON LEVEL OF SATISFACTION
Section D
Sum
Average
Level of Satisfaction
Salary
273
2.73
Teamwork
344
3.44
Job Security
326
3.26
Medical coverage
300
3
Training provided
294
2.94
Rewards
285
2.85
Recognition
296
2.96
Retirement program
271
2.71
Frequency of bonuses
323
3.23
Amount of bonuses
305
3.05
Flexibility of work hours
283
2.83
Physical working environment
316
3.16
Opportunity for promotion
282
2.82
Connection between pay and performance
288
2.88
Section A
On the job category which is the nature of the job the employees are not satisfied with the training
provided by the management as it was the lowest average responses based on the Likert scale received from the
call center representatives. The average for the training provided by the call center management was 3.15. This
has proven that the training is not enough for the call center agents. The trainer‟s perception are when the agents
start to answer calls they will learn more on the products but the agent are not satisfied as they have to answer
calls without proper training which will make them to make mistake and they are also penalized for it.
Based on the researcher‟s observation, the operation improvement team is new it was implemented since
January 2013 at call center. The trainers are not well educated with product knowledge as they are still learning.
There are a lot of promotions up-to-date, all the employees must be educated on the new and latest updates on
system and product knowledge.
Section B
Furthermore, based on the manager classification the employees are not satisfied as they find the
manager is not recognizing their good work at call center. The manager‟s recognition towards the employees‟
good work was the lowest average compare to other statements for the manager category as it was 3.41. The
researcher can conclude that the manager is not appreciating the employees‟ good work based on the findings.

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Section C
Moreover, from the management category as the call center representatives are not satisfied towards
the management that is not giving equal and fair treatment to all the agents. Giving equal and fair treatment
statement has the lowest average of 2.93 compare to the other statements about the management. The fair and
equal treatment is very important as a management they must not be bias due to this will affect the
management‟s and employee‟s relationship in a longterm. The equal and fair treatment to the employees can
define as discrimination.
Section D
The level of satisfaction for the retirement program is the least as the average was 2.71 compare to the
other satisfaction statement. There is no any retirement program for the call center agents who work at the
organization as this is one of the threats for the employer. The employee who finds long-term career
advancement at the organization will be disappointed due to there is no any retirement program has been
provided.
IV.Recommendations
The organization must take steps to overcome the issues to reduce high turnover rate at call center. The
recommendation has been given based on the findings on the four categories.
RO:1TO IDENTIFY THE GAP THAT CAUSE TURNOVER RATE AT CALL CENTRES IN KLANAG
VALLEY
*Develop Training System and materials:
The job category has the lowest average for job orientation (training) effectiveness at call center
department. The management must have an exam after training so that they can have well trained employees
before start to answer calls. This exam can show how educates the employees to solve customer‟s complaints
and issues. The customer will aspect immediate solutions from the call center agents, the employees must at
least try to understand on the customer‟s inquiry or request. Most of the agents will use professional terms for
the requests or inquiry and the agents should understand on the customer‟s needs and wants.
Based on the researcher‟s observation, the training materials are not appropriate because the agents are unable to
get sufficient information from the materials provided. The resources are provided by the trainers are not
adequate. The researcher also concluded that the trainers do not have proper outline of the training provided.The
call center representatives will not be able to refer to the higher level all the time as at least they must have basic
knowledge to solve customer‟s issues.
*Rewards:
The manager must rewards the good employees with certificates and cash. Not all the employees are
motivated by money or certificate as some need appreciation by word of mouth and a “tap” on the shoulder. The
manager must give internal compliment from the other agents or managers and share among the employees at
call center.
RO 2: TO DETERMINE THE FACTORS THAT WOULD REDUCE TURNOVER RATE AT CALL
CENTERS
*Good Recruitment Strategy:
The organization must have a good recruitment strategy which can reduce the turnover rate by hiring
the right person for the right position. The employees‟ values, goals and principles must match with the
company. The best investment for the organization is workforce in long term growth. It is better to hire
employees who are fit to the culture of the organization. Besides that, the management is recommend to dismiss
the employees who doesn‟t fit to the position due no matter how effective they are at their job but they just
doesn‟t fit to the company culture will cause culture debt to the organization. These types of employees will
cause more damage than good by affecting the well of the business. These factor same goes to the old saying “a
stitch in time, saves nine”.
*Leadership Trainings:
The management must ensure the higher management who is the supervisors and managers has enough
leadership training.little employees‟ leaves because of the wage but once of the top reason was employment and
job expectation were diverse, inadequate opportunities to progress, insignificant feedback from managers and
disappointment to show gratitude for workers. The managers and supervisors are who evaluate the employees as
they must have enough leadership skills.

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*Work-life balance:
Moreover, the management must create a work life balance at organization. If the management is
facing high unplanned leaves by the employees which will affect the productivity, the management needs to
arrange flexible schedules to put up family and personal life responsibilities.
*Effective utilization of Exit Interview:
In additional, employees opinion by the exit interview is not only to identify why the employees leave
but also to get feedback on what to improve to reduce the turnover rate at call center.
Finally, the management can use an effective exit interview which will help the management to
improve and reduce the high turnover rates at the call center in Klang Valley. The management must take this
opportunity to identify the issues to overcome in future.
RO 3: TO IDENTIFY THE METHODS ON HOW TO RETAIN EMPLOYEES AT CALL CENTERS
*Increase Motivation Level:
The management must increase the motivation level at the organization by using the Herzberg‟s two
factor theory. Both motivation and hygienic factors plays a major role in motivating employees. If the hygienic
factors lack, it can cause dissatisfaction to the employees. The hygienic factors are such as working conditions,
quality of supervision, feelings of job security, wages, salaries and other financial compensation, company
policy and administration and quality of inter-personal relations.Besides that, the management must increase the
training for the employees to improve them.
*Positive work culture:
Moreover, rewards for the agents must go further than their financial reward. The organization must
built positive culture such as lunch with boss, compliment or appreciation notes, department activities and
service projects. The organization can practice revenue sharing rather than the yearly bonuses.
*Active involvement of managers:
Furthermore, the managers must involve in this process of retaining employees by coaching,
minimizing poor performance and help the performing agents to move to the next level in their work life. The
stress can cause high turnover rate because the call center is operating on 365 days, from 8am to 11pm. The
employees are committed to work on weekends and public holidays.
*Effective Communication Strategy:
Finally, the manager must follow few communication strategies as mostly the high turnover still falls to
the manager or management treatment towards the employees. The manager must keep the employees well
informed of any latest updates. The management should have the open door policy which will be convenient for
the employees to approach the manager for any feedback, inquiry or ideas.
V. Conclusion
From the overall study the researcher can conclude that the job satisfaction is vital to reduce the high
turnover rate at call center on both internal and external factors. Besides that, the conclusion shows that the
higher the job fulfillment towards the job, manager, management and level of satisfaction the lower the
employees turnover. The satisfaction level at call center will determine the staff turnover. At call center the
employees also must be satisfied so serve the customer with heart. The call center agents are the front liners who
deal with customer‟s issues who play a major role. Management must be sure the call center environment is
supportive for the employees to answer calls. The management must improve the highlighted findings to reduce
high turnover rate at call center such as training provided, recognizes the employees good work, give fair and
equal treatment and the retirement program to more attractive benefit. As mentioned earlier, by reducing the
turnover rate at call center in Klang Valley, the management can maintain a long term relationship with the
employees, the organization can maximize the production and reduce high turnover rate. In reducing the
turnover rate it also will reduce the time of proving training for new employees and cost of hiring new
employees. The work load of the current employees similarly will increase which will lead to resignation again.

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VI. Limitations
The research had confirmed all the objectives at the end of the study but it is not without limitations.
The limitation for this study was the small group of target market (n = 100) due to scarcity of time.
Moreover, the survey has been conducted from one call center company maintained by Japanese management.
The response might vary if the research will be conducted on different company culture and management.
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IOSR Journal of Business and Management (IOSR-JBM) is UGC approved Journal with Sl.
No. 4481, Journal no. 46879.
Mohammad Imtiazhossain "Factors Influencing Employee High Turnover Rate at Call Centres :
A Case Study on AEON Credit Service Malaysia." IOSR Journal of Business and Management
(IOSR-JBM) 20.5 (2018): 07-15.