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by
Juvielyn Abaleta
Jannah Mae L. Ajero
Marc Allen R. Arzola
Cristine Jade M. Navalta
Angeline G. Papag
Felix Manuel P. Rosal
Janella Haira R. Santos
and the
Polytechnic University of the Philippines Santa Rosa Campus
All rights reserved. Portions of this manuscript may be reproduced with proper referencing
and due acknowledgement of the author.
THE SHIFT WORK SCHEDULES
ON THE PERFORMANCE OF
CALL CENTER AGENTS
A Thesis
Presented to the Faculty of the
Polytechnic University of the Philippines
Santa Rosa Campus
In Partial Fulfillment of the Requirements for the Degree
Bachelor of Science in Business Administration Major in
Human Resource Management
by
Abaleta, Juvielyn
Ajero, Jannah Mae L.
Arzola, Marc Allen R.
Navalta, Cristine Jade M.
Papag, Angeline G.
Rosal, Felix Manuel P.
Santos, Janella Haira R.
JULY 2023
ii
CERTIFICATION
This thesis, THE SHIFT WORK SCHEDULES ON THE PERFORMANCE OF
CALL CENTER AGENTS, prepared and submitted by Juvielyn Abaleta, Jannah
Mae L. Ajero, Marc Allen R. Arzola, Cristine Jade M. Navalta, Angeline G. Papag,
Felix Manuel P. Rosal, and Janella Haira R. Santos, in partial fulfilment of the
requirements for the degree, BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION MAJOR IN HUMAN RESOURCE MANAGEMENT has been
examined and recommended for Oral Examination.
IMELDA P. MAGPANTAY, Ph.D.
Adviser
---------------------------------------------------------------------------------------------------------
APPROVAL
Approved by the Panel on Oral Examination on June 24, 2023 with the
grade of _____.
LENY V. SALMINGO, Ph.D.
Chair
GILFRED A. ACIERTO Ph.D. RUBINA G. IGNACIO, RL, MLIS
Member Member
Accepted in partial fulfilment of the requirements for the degree Bachelor
of Science in Business Administration Major in Human Resource
Management.
LENY V. SALMINGO, Ph.D.
Director
iii
ACKNOWLEDGEMENT
The researchers would like to extend their sincere gratitude to the people behind
the preparation of this thesis manuscript. With their great help and guidance, the research
took place in time.
To Almighty God for the boundless blessings, good health, and knowledge that He
gave to the researchers during the preparation of the manuscript.
Dr. Fely Rose Nacario, research consultant, for the continuous support, guidance,
limitless knowledge, infinite patience and comments and advice she has provided
throughout the time doing their research. Her supervision helped the researchers while
working on the manuscript.
Prof. Imelda Magpantay, research professor, who guided the researchers
throughout the making of the research for her long patience in checking this manuscript
and for constantly reminding us about the due dates that we must follow so no one will be
left behind.
To the researchers’ family, for the encouragement, guidance, love, financial
support, spiritual and mental support that the researchers needed throughout the
research.
Thank you again to the people who gave motivation and unbounded support.
The Researchers
iv
CERTIFICATION OF ORIGINALITY
This is to certify that the research work presented in this thesis, THE SHIFT WORK
SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS for the degree of
Bachelor of Science in Business Administration Major in Human Resource Management
at the Polytechnic University of the Philippines embodies the result of original and
scholarly work carried out by the undersigned. This thesis does not contain words or ideas
taken from published sources or written works that have been accepted as a basis for the
award of a degree from any other higher education institution, except where proper
referencing and acknowledgement were made.
JUVIELYN ABALETA
JANNAH MAE L. AJERO
MARC ALLEN R. ARZOLA
CRISTINE JADE M. NAVALTA
ANGELINE G. PAPAG
FELIX MANUEL P. ROSAL
JANELLA HAIRA R. SANTOS
Researchers
Date Signed: July 4, 2023
v
ABSTRACT
Title
THE SHIFT WORK SCHEDULES ON THE
PERFORMANCE OF CALL CENTER AGENTS
Researcher
Juvielyn Abaleta
Jannah Mae L. Ajero
Marc Allen R. Arzola
Cristine Jade M. Navalta
Angeline G. Papag
Felix Manuel P. Rosal
Janella Haira R. Santos
Degree
Bachelor of Science in Business Administration
Major in Human Resource Management
Institution
Polytechnic University of the Philippines – Santa Rosa
Campus
Year
2023
Adviser
Imelda Magpantay, Ph.D.
This quantitative research study seeks to determine the shift work schedules on
the performance of call center agents. Despite the preexistence several studies related to
this topic; the researchers decided to develop a more profound understanding of the
effects of work shift schedules on employees' performance among call center agents in
their workplaces. The study had 340 respondents who are call center agents working in
the business process outsourcing industry in Santa Rosa Laguna, which all answered
through an online survey questionnaire. The data obtained were computed using various
statistical treatments, such as Frequency, Percentage, Weighted Mean, Standard
Deviation and the One-way analysis of variance (ANOVA). The findings of the study shows
that the call center agents preferred working at night over the morning or afternoon shift.
The study found no significant difference in performance between different work schedules
vi
(attendance, quota of calls, customer satisfaction score, and quality assurance) However,
the p-value for average handle time was below 0.05, indicating a significant difference.
The researchers recommended engagement strategies for call center companies to create
a positive environment, enhance motivation, and improve productivity. The researchers
concluded that call center agents who prioritize attendance, are satisfied with their call
quotas, receive high customer satisfaction scores, maintain a low average handle time
and have a strong understanding of quality assurance can deliver exceptional customer
service efficiently and contribute to their company's success. The researchers
recommended regular breaks, flexible schedules, wellness programs and ongoing training
and support to the call center agents.
Keywords: Shift Work Schedules, Call Center Agents, Attendance, Quota of Calls,
Customer Satisfaction Calls, Average Handle Time, Quality Assurance
vii
TABLE OF CONTENTS
Page
Title Page
i
Certification and Approval Sheet
ii
Acknowledgement
iii
Certification of Originality
iv
Abstract
v
Table of Contents
vii
List of Figure
x
List of Tables
xi
1
The Problem and Its Setting
Introduction
1
Theoretical Framework
3
Conceptual Framework
3
Statement of the Problem
4
Hypothesis
5
Scope and Delimitations
6
Significance of the Study
6
Definition of Terms
7
2
Review of Related Literature and Studies
The Shift Work Schedules in the Business Process Outsourcing Industry
9
Attendance
13
Quota of Calls
15
viii
Customer Satisfaction Scores
18
Average Handle Time
21
Quality Assurance
22
Employee Work Performance
24
Synthesis
26
3
Methodology
Research Design
29
Population and Sampling
29
Instrument of the Study
30
Data-Gathering Procedure
32
Statistical Treatment for Quantitative Data
32
Ethical Considerations
33
4
Results and Discussion
35
5
Summary of Findings, Conclusions and Recommendations
Summary of Findings
51
Conclusions
52
Recommendations
55
References
57
Appendices
Appendix 1: Letter of Request to the Respondents
62
Appendix 2: Research Instrument
64
Appendix 3: Permission Correspondence to Adapt and Modify Survey
Instruments
67
Appendix 4: Original Survey Questionnaires
69
Appendix 5: Certificate of Validation
72
Appendix 6: Certification of Originality
75
Appendix 7: Turnitin Certificate
76
ix
Appendix 8: Certificate of Originality Check
77
Appendix 9: Certificate of Grammarian
78
Appendix 10: Certificate of Statistical Treatment
79
Curriculum Vitae
80
x
LIST OF FIGURES
Number
Title
Page
1
Conceptual Paradigm
4
xi
LIST OF TABLES
Number
Title
Page
1
Distribution of the Respondents in terms of their Work
Schedule
35
2.1
The Level of Performance of the Respondents Under the
Shift Work Schedule in terms of Attendance
36
2.2
The Level of Performance of the Respondents Under the
Shift Work Schedule in terms of Quota of Calls
38
2.3
The Level of Performance of the Respondents Under the
Shift Work Schedule in terms of Customer Satisfaction Score
40
2.4
The Level of Performance of the Respondents Under the
Shift Work Schedule in terms of Average Handle Time
42
2.5
The Level of Performance of the Respondents Under the
Shift Work Schedule in terms of Quality Assurance
44
3
Significant Difference between the Levels of Performance of
the Respondents when Grouped According to their Shift
Work Schedule, computed per Area of Performance.
46
Chapter 1
THE PROBLEM AND ITS SETTING
Introduction
Shift work has increased in recent years due to the rapid growth of business
process outsourcing, which includes the contact center or call center sector. Shift
schedules are developed to comply with the legal requirement of eight hours of work per
day. Shift work is an employment practice that involves working on different work
schedules or shifts other than the standard day shift from 8 a.m. to 5 p.m. It is a method
of scheduling work hours to ensure consistency in the service or production process.
Working in the business process outsourcing industry for general society means
working in a call center where the jobs are to make calls to customers and maintain the
customer database. Since the country's business process outsourcing companies cater to
foreign clients, call center hours are typically divided into three shifts. The first shift of the
day is the morning shift. Where morning shift agents are commonly referred to as
"openers," and these shifts can be compared to regular working hours out of the three
shifting schedules. The second shift is the midday shift, where agents report for duty in
the middle of the day’s call center hours. The third shift is also known as the graveyard
shift. This is the final shift of three different call center hours. A night differential pay is
given to call center agents who work the night shift.
According to Rastrullo (2023), people living in the Philippines are attracted to work
in the business process outsourcing industry because of the excellent pay, perks, and
flexible hours. Call center agents could earn anything from PHP 20,000 to PHP 60,000
2
monthly. Additionally, the majority of companies do not require a college degree and
anyone can apply, whether the employees are experienced workers or recent college
graduates. Furthermore, call center agents are not subject to specific age restrictions,
unlike other job categories. However, there are certain disadvantages to working at a call
center. While an agent will interact with numerous customers, it may be a somewhat
stressful profession. It is occasionally impossible to avoid dealing with angry and
disgruntled clients while adjusting to the agent's shifting schedules.
This study sought to determine the effects of shift work schedules on the
employees' performance among call center agents in business process outsourcing
companies within Santa Rosa City. Specifically, the study aimed to determine the
following: First, the effects of a shift work schedule on the work performance of call center
agents. Second, to assess the level of performance of the respondents under the shift
work schedule in terms of attendance, quota of calls, customer satisfaction score, average
handle time, and quality assurance. Next is to determine the significant relationship
between the shift working schedules and employees' performance among the participants.
Lastly, establishing engagement strategies to help the business process outsourcing
companies within Santa Rosa boost the call center agents' work performance under a shift
work schedule.
This study focused on employees' performance and how the shift work schedule
affected it. This research aimed to determine whether the employees of business process
outsourcing companies in Santa Rosa performed well with shifting schedules. This study
aimed to fill the research gap in advancing the business process outsourcing industry in
the Philippines. Despite several studies related to this topic, the researchers felt there still
needed to be a more profound understanding of the effects of work shift schedules on
employees' performance among call center agents in the workplace. Furthermore, the
3
researchers intended to investigate the effect of work schedules on employees'
attendance at the workplace.
Theoretical Framework
The Job Demands-Resources (JD-R) Model is a theoretical framework for
investigating the link between job demands and job resources. It implies that job demands
like workload and time constraints might lead to negative results like burnout and lower
job satisfaction. On the other hand, job resources, such as social support and autonomy,
can result in good outcomes such as engagement and job satisfaction. The model
emphasized the need to balance job demands and resources to increase employee well-
being and productivity.
By defining the job demands and resources related to the shift work schedule, the
JD-R model can be linked to the shift work schedule and work performance. Long working
hours and inconsistent shift patterns can lead to increased stress and weariness, which
can negatively influence work performance. Resources such as social support and
workplace autonomy, on the other hand, can help alleviate the detrimental impacts of shift
work on work performance. Employers can improve job performance and employee well-
being by understanding the particular demands and resources of the shift work schedule.
Conceptual Framework
The framework described the core concepts that defined the study variables.
Additionally, the relationship between the variables was described, and Figure 1 clearly
shows these relationships.
4
Figure 1. Conceptual Paradigm
The conceptual paradigm clearly illustrated the interrelationship between the
independent variable, shift work schedules, and the dependent variable, call center
agents' work performance. According to the JD-R framework, every job has demands and
resources. According to Schaufeli (2018), job demands are "aspects of the job that require
sustained physical or mental effort and are thus associated with certain physiological and
psychological costs." Work overload, work disputes with colleagues, and future job
instability are examples of 'negative things' that sap energy. Workplace resources, on the
other hand, are the 'good things' that are defined as "aspects of the job that may do any
of the following: (a) be functional in achieving work goals; (b) reduce job demands and the
associated physiological and psychological costs; (c) stimulate personal growth and
development."
Statement of the Problem
The researchers sought to determine the shift work schedules on the performance
of call center agents in business process outsourcing companies within Santa Rosa City.
Specifically, it aimed to answer the following questions:
1. What is the shift schedule of the respondents?
5
2. What is the level of performance of the respondents under the shift work schedule
in terms of
2.1 Attendance,
2.2 Quota of calls,
2.3 Customer Satisfaction Score
2.4 Average Handle Time, and
2.5 Quality Assurance
3. Is there a significant difference in the level of performance of the respondents when
grouped according to the shift work schedule?
4. Based on the results and findings, what engagement strategies could the
researchers contribute to the business process outsourcing companies within
Santa Rosa to boost the call center agents’ work performance under a shift work
schedule?
Hypothesis
In this study, the following hypotheses were formulated to clearly express the
researchers' predicted assumptions:
Ho (Null Hypothesis): Based on the results, there is no significant difference
between the shift work schedules and the performance of the respondents in terms of
Attendance, Quota of Calls, Customer Satisfaction Score, and Quality Assurance.
However, there is a significant difference between the shift work schedules and the
performance of the respondents in terms of Average Handle Time.
6
Scope and Delimitations of the Study
The researchers aimed to determine whether the employees of business process
outsourcing companies in Santa Rosa are performing well with shifting schedules. This
study was conducted at business process outsourcing companies within Santa Rosa City,
Laguna. The respondents to this study were 340 call center agents from business process
outsourcing companies with prior experience with shift work schedules.
Significance of the Study
This study is made to help and provide additional information on the effects of shift
work schedules on the performance of call center agents in business process outsourcing
companies. Moreover, the result of this study will benefit the following:
The Business Process Outsourcing Companies. This study will serve as a
basis for identifying the pros and cons of the employees' shifting schedules and a
reference for understanding the variables affecting the performance of the employees who
were engaged in shift work schedules.
The Employees working on shifting schedules. The employees will gain
benefits in determining the current possible work stress level while engaged in shifting
schedules and to help in maintaining the balance between work and life while focusing on
the work-life relationship.
The PUP Students. The students can utilize this research for future reference to
verify the validity of previous related findings, which could have served as guidelines for
future studies.
7
The Future Researchers. The researchers can use this research as a future
reference or basis for developing studies on the effects of shift work schedules on
employees’ performance among call center agents in business process outsourcing
companies.
Definition of Terms
In this study, several key terms were used throughout the text. These terms were
either conceptually or operationally defined.
Attendance. Referred to the presence of the employees at the designated
worksite during the required hours.
Average Handle Time. Referred to as the average duration of a single customer
interaction, from the moment a customer initiates contact until the conversation ends,
including any related tasks or after-call work.
Call Center Agent. An individual who handles inbound or outgoing client/customer
calls for a company.
Customer Satisfaction Score (CSAT). Referred to the customer experience
metric that measured satisfaction with a product, service, or interaction through a survey.
Performance. Referred to the level of effectiveness and productivity demonstrated
by an individual in the role within an organization.
Quality Assurance. Referred to as the process of ensuring that the services
provided by the call center agents meet or exceed the desired quality standards.
8
Quota. Determine the amount of call activity a call center agent makes within a
period.
Shift Work Schedules. Referred to the work characterized by repeated intervals
in which various groups of employees accomplished the same responsibilities in rotation.
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter discusses the related literature that supports and validates the study's
findings. To provide an in-depth study of the study, the researchers linked this
comprehensive analysis to numerous perspectives and points of view. Concepts,
conclusions, theories, and conceptions from scholarly research and articles about current
events are presented to provide a comprehensive background for the study and support
the researchers' goal in carrying it out. This also provides a synthesis of relevant material
that may later validate, contradict, or enhance the information that has already been
presented.
The Shift Work Schedules in the Business Process Outsourcing Industry
Shift work is a method of scheduling work in which, through the rotation of different
groups of employees, the standard 8-hour workday is extended beyond the norm to even
include the entire 24-hour period, including a night shift. Before half a century ago, shift
work was almost exclusively employed in industrialized nations to facilitate technological
processes in the steel and chemical industries or to provide essential services like health,
transportation, communications, and public safety. Economical and productive strategies
are rapidly changing in today's society and labor market. Working hours have changed to
ensure continuous work cycles for 24 hours as a result of the globalization of goods and
services and the need for corporate competition. As a result, shift work is now prevalent
across all occupational areas (Arcangeli et al., 2018). The schedules play a vital role in
10
the planning of the job and have a significant impact on the company, the individuals, and
society from an economic and social standpoint. The temporal distinctions that could limit
human activity have vanished in a 24-hour society, where any worker can complete any
task or engage in any social activity at any time of day or night.
The Business Process Outsourcing Industry (BPO) is one of the top and fastest-
expanding industries in the Philippines to date, depending on their night-shift labor. The
study by Napeñas (2021) investigates how the sociodemographic traits and social support
of BPO Night Shift Workers influence their lifestyle choices and how these influences
affect their health and well-being. According to the survey, the average age is 29.3, the
majority are unmarried, and all hold college degrees. Most people reside with family or
friends. The respondents have, on average, been employed by the work-from-home setup
for one year and four months in the BPO sector. In terms of social support, the
respondents can ask no more than four individuals for assistance; these people appear to
be engaged in what they do, and getting in touch with them should they ever need it won't
be challenging or problematic. The factors did not exhibit any significant associations
when taken as a whole, but particular categories showed substantial positive and negative
relationships. The majority of the time, various aspects of health and well-being are
impacted by lifestyle activities. The physiological and psychological well-being of BPO
night shift employees is impacted by certain lifestyle behaviors such as food intake,
caffeine usage, smoking, and alcohol consumption.
In addition, depending on the type and perspective of the employee, working at
night might have a variety of repercussions on their performance at work. According to
research by Bergonia (2019), the majority of the employees for BPO companies in Ortigas
Center's graveyard shift are male, between the ages of 20 and 29, single, rank-and-file
workers with college degrees, and they have one to five years of work experience. The
11
respondents rated the effects of the graveyard shift on employee productivity, health,
safety, lifestyle, and behavior as "Sometimes." When respondents were grouped by
position, the highest level of education attained, and years of employment with the
company, there were significant differences in their assessments of the effects of the
graveyard shift on BPO employees, but not when they were grouped by age, sex, or civil
status.
In order to evaluate the effects of non-standard work schedules on employee
family life, In the study of Delmoro (2019) it compared 200 employees from the Chennai
BPO business based on factors like age, gender, years of marriage, years working non-
standard hours, and hierarchy. The data gathered showed that age, gender, years of
marriage, years spent on non-standard schedules, and hierarchy all had an impact on how
non-standard schedules affected demographic factors. The impact of a non-standard
schedule on family life varied significantly across groups. The effect was found to be
stronger in the age groups 46–55 years and older. The effect was more substantial in the
age groups 46–55 years and older, with mean values of 85.4 and 76, respectively. The
tests revealed a significant difference between male and female subjects, with a mean
difference of 7.1. The effect was more significant in individuals who had been married for
more than seven years and less than one year. There was no significant difference in the
effect of non-standard schedules on employee years in non-standard schedules and
hierarchy, but there were slight differences between the separate groups.
Furthermore, rotational shift work entails a variety of work schedule variations that
adhere to a predetermined schedule. It encompasses both work patterns in which people
switch or rotate shifts as well as long-term night shifts. People are employed by a BPO
company that operates around the clock, and shift schedules are frequently changed—at
least twice per week for an individual. Because of the constant changes, the employees
12
become irritable, resulting in a negative attitude toward their work, frustration, inattention,
and other issues. Shift work is thought to raise the risk because it causes serious health
problems. The workers' physiological problems are exacerbated, as are their family and
social ties. The changing pattern of shifts has an impact on a person's lifestyle as well as
the overall system. BPO employees are experiencing significant difficulties as a result of
their shifting shift schedules. The timetable change has an impact on employee
performance because it makes it difficult for them to focus on their tasks and creates
uncertainty. BPO companies that operate around the clock must hire people to work night
shifts, which has an impact on their health and way of life. Heartburn, nausea, diarrhea,
constipation, and an upset stomach are among the major health issues that employees
face, as are the risks of accidents and injuries, insomnia, and a general feeling of being
sick. Automobile accidents and harmful errors caused by sleep deprivation and inattention
are blamed on rotating shifts. According to a Harvard University study and a National
Sleep Foundation survey, employees' shifts in BPO companies are frequently rotated,
which has an impact on their health. Shift scheduling must be accurate to ensure
employee safety. The study considers health concerns, lifestyle changes, family and social
life, and performance (Aiswarya & Kinslin, 2019).
In addition, according to The Call Center Channel (2019), many businesses
guarantee their clients 24/7 support; as a result, they require agents to be available
whenever a client wants or needs to contact them, requiring the operation of call centers
with at least three separate shifts. Starting with morning shifts, some people like working
early in the day because they feel more energized and focused, while others complain
about delays in traffic in the early hours. People who work the morning shift think that their
days pass more quickly. Some people do not particularly enjoy the morning, but they would
rather not be at work at this particular hour just because their favorite TV show airs at
13
night. People who work the afternoon or night shift often dislike getting up early. They may
also dislike morning traffic or have other morning activities they prefer, such as going to
the gym, school, or other establishments like banks or some workplaces that close early
in the afternoon. Due to the added incentive, they receive for working after a specific time
at night, such as after 9 or 10 p.m., some people choose the afternoon or night shift. They
also help those who lack door-to-door transportation in the morning. Lastly, the graveyard
or night shift Most people find this to be the most difficult job, but graveyard employees
receive many more incentives than people who work regular shifts. The wage for a
graveyard worker may be up to 1.5 times that of a day shift worker. Due to the potential
risk to their health, they might also have better insurance coverage. On top of that, the
burden might be lower because fewer calls are made during this period unless they are
urgent or vital. The workload can be the same if the calls come from a different country in
a different time zone because it might be daylight for the callers.
Attendance
Employee attendance is an important factor in their work performance. Employees
who are consistently present and on time in their roles are more likely to be productive
and successful. Good attendance also demonstrates a level of commitment to the job and
the company, which employers highly value. Furthermore, when employees are absent, it
can cause disruption in the workplace, negatively impacting the team's overall
performance. Employers must recognize the significance of attendance and ensure that
employees are aware of the consequences of poor attendance. Employers can ensure
that their employees are consistently performing at their best by doing so.
14
Workers' mental and physical health is affected not only by what they do at work
but also by when and how long they work. In the study of Özder et al., (2020), it was
discovered that some of the temporal characteristics of work have an impact on workers.
As a result, understanding the psychological effects of work schedules is critical because
an increasing number of people work on non-standard schedules. Also addressed were
issues such as international shift work and weekly work hours, the use of chronobiological
and stress models, the reasons for alternative work schedules, comparisons of different
work schedule patterns, variations in how people react to them, the implications for their
physical and mental health, and potential social, organizational, and individual actions for
reducing schedule-related issues.
Presentism is increasingly viewed as a risk to employee productivity and workplace
safety. Although employer groups have historically been hesitant to address presentism
issues, individual employers are beginning to take the issue more seriously with the
implementation of occupational health and flexible working. Furthermore, in the study of
Lohaus and Habermann (2019), two sector organizations (one private and one public)
were studied to examine absence management and a conceptual model of presentism,
with data from the other seven case studies providing additional illustration. It allowed a
pattern of presentism to emerge, as well as the contextual and individual factors that
influence it. In addition to previous research, they discovered that presentism is a complex
'problem', not a single one-dimensional construct that is constantly shaped by individual
and organizational factors. Furthermore, they discovered that the organizational reaction
to presenteeism and absenteeism is more closely related to performance and well-being
than the act itself.
The majority of presentism research has also concentrated on the prevalence,
causes, and effects presentism has on employee and organizational health. To date, few
15
studies have looked at the impact of presentism on employees' attitudes and motivations.
According to Côté et al., (2021), perceived organizational support should be considered a
moderator of the work engagement-job satisfaction relationship. The results of
bootstrapped regression analyses are presented in the form of a mediated moderation
model and show three main results. First, presentism is associated with lower levels of
work engagement and job satisfaction. Second, one of the ways in which presentism
influences job satisfaction is through work engagement. Third, perceived organizational
support moderates the relationship between work engagement and job satisfaction, so
feeling supported by the organization makes a difference in job satisfaction even when
work engagement is low.
On the other hand, absenteeism affects any organization's ability to maintain a
high level of customer satisfaction, trust, and productivity. To avoid the associated adverse
effects, firms must immediately deploy the proper measures. It is no doubt that businesses
with a dependable workforce provide their customers with the best, highest-quality service.
BPO companies aim to respond to customers' needs quickly and effectively. If this is
accomplished, the organization's bottom line will be impacted by productivity and a
positive reputation (Kaniaru, 2020).
Quota of Calls
Patience and making the customers feel confident about working with the company
again, depending on the experience that the representative provides, are two of the key
talents that any call center agent needs to possess. It gauges how long they can maintain
professionalism while giving their client or consumer the necessary assistance. By
evaluating and displaying an in-depth understanding of the services and goods, agents
16
working in call centers answer phone calls on behalf of businesses, act as their
representatives, and offer customer service.
ROI Contact Center Solutions (2021) indicates that there are almost 460,000
individuals employed by BPO companies in the United States of America alone, and that
figure is steadily increasing. Based on the level of assistance required by the clients, each
of these call center agents varies the number of customers they get during their shift. It is
apparent from the data that some of them must answer up to 50 calls per day, meaning
that the customer service representative must spend the majority of their shift on the
phone. Professionalism is required when answering these calls, as there is a chance to
please our customers.
Based on the study conducted by LiveAgent (2023), the usual call center receives
4,400 calls every month. To further explain this figure, research shows that the regular call
center answers 200 calls daily, 1,000 calls weekly, and 4,000 calls monthly while missing
48 calls each month. Depending on your target consumers and the sector an individual
works in, this number may be very different.
According to Rastrullo (2023), a junior content editor for the Outsourcing
Accelerator, BPO employment now makes up a significant fraction of the working
population in the Philippines, where it has become the most common vocation. Based on
the report from the Bangko Sentral ng Pilipinas, the BPO sector saw an estimated growth
of over 8.3% in 2021 despite the global pandemic. One must be mindful that call centers
in the Philippines are open 24/7 in terms of operating hours. Call center agents must deal
with their customers to reach their quota within their given shift, whether it is the morning,
midday, or graveyard shift.
17
Saboo (2022), a product designer and social copy intern at HubSpot, claims that
an agent works directly with customers to define their experience. Call center
representatives need a variety of customer service and support expertise to be successful
in this industry. As previously indicated, call center representatives field up to 50 calls daily
and not all of them are answered right away. After the initial conversation, some will have
a follow-up that could span several days or weeks. A call center agent's shift is often hectic
and involves juggling a variety of tasks; therefore, they must be adaptable in their workflow
and able to handle potential challenges.
A daily call volume of 100 calls is excessive since it indicates that a call center
agent is not engaging in interactive communication with customers. They would not have
enough time for 100 calls a day if they were having significant conversations. Moreover,
their entire sales approach is flawed if they are not engaging in meaningful interactions.
On the other hand, 20–30 calls a day are regarded as insufficient. Sixty sales call a day
must be a call center agent’s goal if they want to achieve their objectives.
CEO of online sales training firm SalesBuzz, Michael Pedone (2023), says, "If we
aren't having meaningful conversations with prospects, we are not going to be making our
numbers."
To demonstrate the particular support needed and to establish a satisfactory
connection with the callers, call center agents must adjust their responses to each type of
situation. Call center representatives must learn how to handle complex, unpleasant, or
hostile customers in order to reduce misunderstandings and clarify complex information
that confounds them. On any given day, there will almost always be more positive
interactions than unpleasant ones.
18
Furthermore, according to Nick Wignall (2019), a psychologist who specializes in
insomnia and sleep problems, "Sleep anxiety kicks in when one is in bed but not sleepy.
They are lying in bed, and their mind starts working—in this case, thinking, because there
is nothing external to work on." By stressing about the consequences of not getting enough
rest, one can end up making a prediction that comes true and keeps them up. Call center
agents can employ the same concept at work and vice versa. They need to see their
workstation as a place where they can only do their work and not rest.
Customer Satisfaction Scores
A call center can be viewed as either a strategic customer marketing center that
provides solutions to customers' needs and answers questions about the company's
products and services or a customer communication center that plays an important role in
CRM strategy execution. As information and communication technologies have advanced,
the traditional call center has evolved into a center that uses multiple communication
channels, including fax, e-mail, and the Web, in addition to the voice medium. Because a
call center handles more than 70% of all customer-company interactions, it is not an
exaggeration to say that customer satisfaction with a call center's services determines a
company's success or failure.
According to a survey mentioned by Aliyu and Nyadzayo (2018), 75% of
consumers worldwide said they would do business with a company based on a positive
call center experience, and 50% said the last time they stopped doing business with a
company was due to poor customer service. This finding suggests that there is a strong
link between customer satisfaction and a customer's call center experience. As a result,
businesses should assess how their customers feel about the quality of services provided
19
by their respective call centers on a regular basis and use the information obtained to
improve the operations of their call centers. Call centers are managed and monitored
using a variety of key performance indicators (KPIs) in order to provide high-quality service
and achieve customer satisfaction.
Moreover, one of the most commonly used measures for assessing and monitoring
customer service is the customer satisfaction score (CSAT) statistic. This customer
satisfaction metric measures the degree to which customers are happy with the way an
agent handles a question or an issue. The metric gauges customer satisfaction with the
call center's overall customer service, the agent, and crucial moments of truth like finding
the phone number, getting through to the right agent, greeting the customer, deciphering
the nature of their inquiry, assisting them, and showing them that they are cared for. It
offers voice of the customer (VoC) feedback to call center staff on how satisfied customers
are with the service they receive. It also offers ideas for enhancing the personnel,
procedures, policies, and technological requirements for providing excellent customer
service (Patti et al., 2020).
In the past year, customer satisfaction (CS) has received significant research
attention. Customer satisfaction is today the primary criterion for evaluating a company's
interaction with the market, a constant target of operating policies, a critical component of
enhancing a company's reputation, and a fundamental principle used to govern
operational procedures for all businesses. Customers are a valuable asset to the
company, so their feedback is critical and should be pursued relentlessly. To keep
customers for a more extended period, the company should prioritize customer feedback.
The company can establish direct contact with clients to find out what they want. Customer
satisfaction is critical for developing customer-focused products and services. Customer
feedback can be useful, and management will benefit from this information in determining
20
which areas should be prioritized. The quality of service and customer satisfaction are
related (Aimee, 2019).
Furthermore, the degree of satisfaction was determined by the extent to which the
needs were met. According to Romdonny and Rosmadi (2019), quality is defined as the
customer's perceived quality, so the main factor in measuring product quality is customer
satisfaction. To achieve high customer satisfaction, the company must create products or
services that meet the needs of its customers. On the other hand, it stated that service
quality could be defined as the difference between the customer's expectations of the
service and the perception of the service received (Nindiani et al., 2018).
Correspondingly, for businesses open 24 hours a day or for extended periods each
day, scheduling can be challenging. Utilizing shift schedules will help to keep things
organized and adequately arrange employees for proper beginning and end hours.
Knowing the benefits and different types of shift schedules could help plan and optimize
schedules to boost team morale, improve productivity, and keep operations consistent. A
shift schedule, commonly referred to as a shift work or a shift worker's schedule, is a
rotational scheduling strategy for employees. A company can staff its activities for lengthy
periods without interruptions because of shift work. It is a scheduling strategy that many
businesses use because companies are able to better oversee their resources, increase
productivity, and provide customer service by using shift schedules. The term "graveyard
shift" refers to shifts that require workers to report for duty late at night or extremely early
in the morning. Some businesses divide up the duty of performing graveyard shifts using
a combination of other scheduling techniques. Due to the nature of the work or an
employee's inclination, several employers constantly use the same staff members in the
evenings. Some workers discover that this is the time when they are most productive, and
they prefer working graveyard or nighttime shifts (Indeed Editorial, 2023).
21
Average Handle Time
One of the most studied key performance indicators (KPIs) in the call center sector
is average handle time (AHT). Morzaria claims that "KPIs and Analytics drive call centers
as much as the people taking the calls" (Lee, 2018). AHT is frequently associated with
customer satisfaction and agent performance. In theory, the faster you address a
customer's issue, the happier they will be. According to Gartner, AHT is one of five data
metrics that contact center management should monitor in order to improve the customer
experience. The other measures include response time, first-call resolution, and customer
satisfaction score (Kent, 2022).
According to Nguyen (2023), the idea of AHT is a vital indicator for call centers to
measure and improve their efficiency, productivity, and customer happiness. Nguyen
defines AHT as the total amount of time an agent spends on a call, including talk time,
hold time, and after-call tasks, divided by the total number of calls. He emphasizes that
lowering AHT can assist contact centers in lowering expenses, increasing agent
productivity, and improving the customer experience.
It also emphasizes numerous AHT-influencing elements, such as call complexity,
client behavior, agent experience and training, and technology tools. To reduce AHT while
maintaining or improving service quality, he suggests employing call scripts and FAQs,
providing proper training and coaching to agents, enabling agents to make decisions,
leveraging automation and self-service options, and monitoring and analyzing call data.
However, call centers should balance AHT with other metrics, such as first-call
resolution, customer satisfaction, and revenue generation. Focusing on reducing AHT can
lead to dissatisfied customers, lower retention rates, and decreased revenue. Therefore,
22
call center managers and agents need to adopt a holistic approach to call center
management, considering all relevant metrics to optimize performance and deliver
exceptional customer experiences (Nguyen, 2023).
Workforce scheduling in calling centers is significantly more complicated because
the period length in an eight-hour shift can be as brief as 15 minutes, and the average
arriving call rate varies significantly between these periods in a day. As a result, treating
each period independently is impractical because uncompleted services at one period
might substantially reduce service levels in subsequent 15-minute intervals. Given that
there are frequently unexpected increases or decreases in incoming call rates as a result
of non-specified campaigns, the workforce manager must reallocate workers quickly or
use part-time agents to fulfil the necessary service levels at all 15-minute intervals (Türker
& Demiriz, 2018).
In more recent studies, research has included models that integrate analytical
methods with simulation in workforce scheduling approaches in call centers. Using arena
to simulate an inbound call center for a city gas company in order to determine the ideal
number of agents to serve the generated calls, taking into account their talents and
scheduling (Wang & Su, 2018).
Quality Assurance
Quality has evolved into a competitive weapon for market share increases and the
materialization of current markets, whereas it was formerly viewed as a defensive strategy
to defend the interests of customers. The definition of service quality is the entire
evaluation of service supplied by companies to clients; however, many studies define it as
the degree of matching the customers' expectations and demands in terms of providing
23
service (Vaddadi et al., 2018). Recent studies suggest that tangibles such as
responsiveness, reliability, empathy, and assurance are perceived aspects of service
quality; however, the current study used only responsiveness and assurance to determine
perceived service quality and its effect on customer satisfaction.
According to Magellan Solutions (2018), Quality Assurance (QA) is conducted at
call centers in the Philippines by call barging, which entails listening to a random selection
of agents' calls. The Standard Service Criteria Checklist will then be used to review and
evaluate these calls. When conversing with callers, agents will be graded based on how
kind, polite, and grammatically correct they are. On a regular basis, their performance will
be recorded and reviewed in official reviews. Evaluators will typically detect flaws in the
sample, but in the majority of situations, the sample is successful and provides no valid
data for improving service center operations (Lafosse, 2021).
Moreover, QA and customer satisfaction (C-Sat) analysis are two extensively used
processes in contact centers for evaluating the quality of communication between agents
and customers. Although there are some disadvantages to the procedures, QA focuses
on organizational compliance on the side of the agents, whereas C-Sat measures
customer satisfaction primarily through post-dialogue surveys. As a result, the outcomes
of independent QA and C-Sat analysis may not always concur. Second, because both
processes are retroactive in nature, evidence of unpleasant earlier talks can be uncovered
only hours, days, or weeks later, depending on how frequently they happened. Finally, the
fact that these techniques necessitate a significant amount of human labor incurs time and
financial costs while only allowing for a limited amount of discourse analysis.
The automatic real-time quality assurance system, or QART, of a contact center
performs multidimensional analysis of dialogue utterances as they occur using advanced
24
statistical and rule-based natural language processing (NLP) approaches. It has an
unusual incremental dialogue summarizing feature and covers a variety of subjects that
are influenced by current QA and C-Sat methodologies. The QART front end is an
interactive dashboard that provides supervisors and agents with views of ongoing
discussions at various granularities, allowing them to monitor and alter behavior as
needed. The results of the experiments were provided using a real-world contact center
chat dataset to demonstrate the efficacy of several back-end aspects as well as the overall
system (Parra-Gallego, 2022).
Customers' expectations of products and services are reflected in service quality
(Nasib, 2021). Consumer satisfaction is the expectation of a consumer who purchases a
product from a firm and has beliefs before trying it. This leads to referencing, comparing,
or judging the standardized product with the product delivered. When a product or service
performs better than the customers' expectations, it is considered positive disconfirmation;
when it performs worse than the customers' expectations, it is considered negative
disconfirmation; and when it performs precisely equal to the customers' expectations, it is
considered neutral satisfaction, zero confirmation, or disconfirmation.
Employee Work Performance
Organizations worldwide are planning the best ways to increase productivity
through improved employee performance. The recognition of the value of striking a
balance between work and family life continues to motivate employees.
Employee performance is the combination of how employees act at work and how
well they carry out the tasks they are assigned. In an effort to provide customers with high
value, reduce waste, and run the firm efficiently, an organization often sets performance
25
goals for both individual employees and the company itself (Donohoe, 2021). The team's
and organization's performance is impacted by individual performance. It may be
necessary for other workers to step in or for work to be redone if the staff is unable to keep
up or produces mediocre work. When employees perform poorly, it is difficult to satisfy
clients, which could have a negative effect on the brand's reputation and sales.
Moreover, employee performance is one of the crucial elements that greatly
contributes to organizational success. Learning organizations significantly improve
employee performance by providing their staff with opportunities for training and
development (Tamunomiebi, 2020).
In addition, favorable working environments can lead to increased levels of job
satisfaction and productivity, which are two of the foundational concepts of a productive
workplace. The study by Alarcon et al., (2021) evaluates how the workplace environment
affects employees' productivity and job happiness. The physical environment,
occupational safety, occupational health, and appropriate technology and equipment are
the four categories used in this study to categorize the work environment. Every aspect of
the workplace affects how productive the employees are. Employee job satisfaction is
influenced by several elements, including the physical workspace, occupational safety,
and the appropriate technology and equipment. The element of occupational health,
however, has little bearing on how satisfied individuals are with their jobs. The study
concludes that a favorable relationship exists between work environment, employee
productivity, and job satisfaction in the BPO industry.
According to Mwakanosya (2021), personal, organizational, environmental,
motivational, skill level, aptitudes, and role perceptions are the determinants of employee
performance. Employee job performance is critical because it will reflect the organization’s
26
performance. By designing employee performance standards, organizations can measure
their performance. Employee quality has a significant impact on performance, and it is
believed that this employee is the "backbone" of state government services, with the
critical role of ensuring that government policies and programs are implemented effectively
and efficiently in the new era of national development.
Moreover, effective performance is the primary goal for either the private or public
sectors since achievement is the surest way for organizations to grow and survive.
Likewise, any organization that produces goods and services has a good chance of
survival and prosperity in a competitive market if it possesses effective human resource
planning (Mwakanosya, 2021).
The majority of the studies found in the initial literature review were solely focused
on a single goal, namely agent and/or business performance. Examples include the impact
of satisfaction on retention, which leads to higher experience levels and better
performance; job demands and resources linked to performance; emotional intelligence
linked to agent performance; and quantitative performance management at the expense
of overall performance. Other studies focused on aspects of the interaction between
operations and human resources, such as the trade-off between efficiency and quality,
staffing issues with learning and turnover, and staffing issues with absenteeism and
random demand (Dhanpat et al., 2018).
Synthesis
The review of related literature contributes to the present study by exploring
previous foreign and local research and studies. The past literature and studies mentioned
above focus on shift work schedules in the Business Process Outsourcing Industry,
27
Attendance, Quota, Employee Satisfaction Score, Average Handle Time, Quality
Assurance, and Employee Work Performance. The growth of the Business Process
Outsourcing industry in the Philippines led to the widespread adoption of shift work
schedules across various occupations. However, employees working night shifts face
work performance difficulties and develop lifestyle behaviors such as increased caffeine,
smoking, and alcohol consumption, which have detrimental effects on their health and
relationships. It is crucial for businesses to consider shift scheduling to prioritize employee
safety and well-being. Employee attendance is crucial for work performance, reflecting
their dedication to the job and company, while consistent absences can negatively impact
team performance. Studies have shown that work nature and duration directly affect
employees’ mental and physical health, with presentism influencing work engagement and
satisfaction and absenteeism affecting customer satisfaction, reliability, and productivity.
Companies often implement productivity and performance measurement through quotas,
which specify goals for employees to achieve in terms of quantity and quality of work within
a given time frame, particularly during the 24/7 operating hours of business process
outsourcing companies. Agents are expected to handle up to 50 calls per day, aiming to
meet monthly estimates of around 4,000 calls while also navigating challenging situations
to ensure customer satisfaction. Customer satisfaction is crucial for a company's success,
and modern call centers employ various communication channels to enhance customer
service. Surveys indicate that poor customer service leads to a 50% loss in customer
support, emphasizing the need for effective key performance indicators like customer
satisfaction scores to monitor and improve service quality. The average handle time (AHT)
is a critical indicator in call centers, impacting agent and client satisfaction, cost reduction,
productivity, and customer experience. However, relying solely on AHT can lead to
dissatisfied customers and lower revenue, necessitating the consideration of additional
metrics such as response time, initial call resolution, and customer satisfaction score.
28
Incorporating analytical techniques and simulation can aid in determining optimal
workforce scheduling methodologies, including agent count and scheduling. Firms now
employ quality of service as a competitive advantage by aligning their offerings with
customer needs and expectations. Call centers utilize quality assurance and customer
satisfaction analysis to assess and improve service quality, although these methods may
require manual effort and have a retrospective nature. Employee performance is crucial
for organizations as it directly impacts customer value, waste reduction, and overall
effectiveness. Strategies for enhancing productivity are being developed worldwide,
recognizing the importance of positive work environments in fostering job satisfaction and
higher levels of productivity.
Chapter 3
METHODOLOGY
This chapter contains the research design, respondents of the study, instrument
of the study, data gathering procedure, statistical treatment of the data, and ethical
considerations. Through analysis and interpretation of the collected data, the researchers
were able to gather the needed information for the study.
Research Design
This study utilized a quantitative-correlational methodology to determine the
effects of shift work schedules on the performance of call center agents using statistical
techniques. The researchers used a process for acquiring and analyzing numerical data
in this quantitative research. Moreover, it may be used to identify trends and averages,
formulate hypotheses, examine causality, and expand findings to larger populations
(Bhandari, 2020). A self-constructed questionnaire was incorporated into the research
design in order to accumulate enough information pertaining to the objectives of the study
and to highlight the similarities and differences between the shift schedules. The
plausibility of the conclusions and findings depended on the quality of the research design,
data collection, data management, and data analysis.
Population and Sampling
The respondents to this study included 340 call center agents chosen from various
business process outsourcing companies in Santa Rosa City. In order to maintain
30
confidentiality, the researchers opted not to disclose the names of the respondents or the
company. The distribution of the sample to the respondents was done through a stratified
sampling technique, in which the researchers divided the total population into subgroups.
The researchers determined the number of respondents by solving the sample size using
Slovin’s formula with the total estimated population of 2,300 call center agents from the
two-business process outsourcing companies within the city of Santa Rosa.
According to the American Statistical Association, the margin of error is a standard
representation of sampling error and measures uncertainties regarding a survey result.
Slovin's formula was used to find the appropriate sample size for a given population. In
general, a larger sample will reduce error, whereas a smaller sample will significantly
increase error. A 5% error rate was considered acceptable. With that, Slovin's formula was
used to determine the size of the randomly chosen sample (Ramachandran & Tsokos,
2021).
Instrument of the Study
The researchers utilized a self-constructed questionnaire in this study to achieve
the main goal of the study. The questionnaire focused on the effects of shift work
schedules on the performance of call center agents in Santa Rosa City's business process
outsourcing companies. The questions were created from various authors’ questionnaires
that the researchers had asked permission to use as a guide to ensure that the questions
were appropriate for the study. The research instrument was first presented to the
research adviser and a panel of experts for review. The questionnaire was created by the
researchers and distributed to experts in the field for reliability and validity testing.
31
The questionnaire was divided into two main sections; the first section asks about
the respondent’s shift schedule, and the second section is further categorized based on
the level of performance of the respondents' shift work schedule, as follows:
The first part of the questions measured the level of the respondent’s attendance
and the work of Calabia et al., (2021), entitled ‘Human Resource Transfer Protocol: Its
Impact on the Employee’s Working Performance on Selected Direct Companies in Santa
Rosa Laguna, was used as a guide by the researchers.
The second and third parts measure the level of the respondent’s quota and
customer satisfaction score using questions from Spector’s Job Satisfaction Survey of
2022 and Fletcher’s Employee Engagement Survey of 2016 as guides for the researchers.
The fourth part contained questions that were reconstructed from Spector’s Job
Satisfaction Survey to measure the average handle time of the respondents.
The last part measured the level of quality assurance among the respondents, and
the questions are created using Bowling Green State University’s Stress in General Scale
developed on 2009 as a guide. The respondents’ responses were measured using a
checklist for the first section and a four-point Likert scale for the second section, as follows:
4.00 - 3.46
Strongly Agree
3.45 - 2.50
Agree
2.49 - 1.50
Disagree
1.49 - 1.00
Strongly Disagree
Pilot testing was used to assess the content and reliability of the questionnaire.
The questionnaire was tested with a small number of respondents first before being
distributed to the call center agents.
32
Data-Gathering Procedures
To acquire results, the researchers collected information from the respondents
using an online survey through Google Forms and sent it out via Facebook Messenger
and email. The researchers only conducted the survey on the respondents during their
free time to be sure that it would not be a disturbance and to provide enough time to
answer the online questionnaire. Moreover, the researchers made sure to explain the
purpose of the study and double checked if the respondents fit the criteria. Following data
collection, the information supplied by the respondents used in the study were added up,
encoded, and analyzed.
Statistical Treatment for Quantitative Data
For the analysis of the data gathered, the researchers employed the following
statistical tools:
1. Frequency and Percentage. The frequency was used to count the specific range,
and the percentage was used to interpret the accumulated data from the results of
the online survey questionnaires. Once the corresponding percentage is revealed,
and thus the interpretation of the data can now be applied.
2. Weighted Mean and Standard
Deviation. This statistical technique was used to determine and measure the
average responses to the different options provided in the various parts of the
Where:
P = Percentage
f = frequency
N = population size
33
questionnaire. It would help identify the level of performance of the respondents
under their shift work schedule.
3. One-way Analysis of Variance (ANOVA). This technique was used to determine
if there was a significant difference between shift work schedules and the
performance of call center agents.
Ethical Considerations
The researchers conducted a study on business process outsourcing companies
within Santa Rosa, Laguna, as part of the requirements for the degree of Bachelor of
Science in Business Administration with a Major in Human Resources Management by
third-year students from Polytechnic University of the Philippines, Santa Rosa Campus.
The purpose of this study was to determine the effect of shift work schedules on
the work performance of call center agents. The researchers addressed consent letters to
Where:
SDw = weighted standard deviation
n = the total number of observations
M = the number of nonzero weights
wi = the weights of observation
xi = the observations
Where:
F = variance ratio for the overall test
MST = the mean square due to
treatments/groups (between groups)
MSE = the mean square due to error
(within groups, residual mean
square)
Yij = an observation
Ti = a group total
G = the grand total of all observations
ni = the number in group i
n = the total number of observations
34
the officials of the aforementioned business process outsourcing companies with an
outline of the purpose of the study, the right to decline participation, an understanding of
the study's confidentiality boundaries, and the right to obtain a copy of the study's findings.
To ensure that the researchers had permission to conduct the survey, a consent form was
given out to the respondents with the signed signatures of the research adviser, subject
professor, and campus director.
The researchers gave out a proper discussion explaining the research
implementation procedure in detail and made sure that the respondent voluntarily
participated and was aware that there were no recognized anticipated risks before and
after conducting the survey.
Furthermore, the researchers gave the employees a confidentiality and data
protection certificate to ensure that the respondent’s identity would remain anonymous
and that the results of this study would be kept confidential and would be used only for
research purposes. If the respondent does not wish to conduct the survey, the
respondents have the power to end it at any time.
Chapter 4
RESULTS AND DISCUSSION
In this chapter, the gathered data were presented along with the corresponding
interpretation and analysis.
1. Respondents’ Work Schedule
Table 1.
Distribution of the Respondents in terms of Work Schedule
Shift Schedule
Frequency
Percentage (%)
Morning Shift
110
32.35
Afternoon Shift
68
20.00
Night Shift
162
47.65
Total
340
100.00
Based on the data presented in Table 1, it can be observed that the majority of
respondents, precisely 47.65% or 162 individuals, were employed under a night schedule.
This was followed by 32.35% or 110 respondents who were assigned to the morning shift.
In contrast, a smaller group of only 68 individuals, constituting 19.99% of the total sample,
worked during the afternoon shift. These findings indicated that the night shift was the
most prevalent work schedule among the surveyed individuals, while the afternoon shift
was the least common.
Night shifts are standard in the Business Process Outsourcing industry to
accommodate clients from different time zones, especially in the United States. This
allows employees to be available during the clients' daytime hours. Moreover, working at
36
night reduces travel time and stress due to lighter traffic. This is consistent with the
research by The Call Center Channel (2019), which states that although the graveyard
shift is the most difficult out of all the shifts, most call center agents still prefer to be on the
night shift because of the extra incentives that regular shifts do not have. Employees in
the graveyard are given more incentives than those who work regular shifts. A graveyard
worker's pay could be up to 1.5 times that of a day-shift employee. It also has better
insurance coverage because of the possible health risk.
2. Respondents’ Level of Performance Under Shift Work Schedule
Table 2.1
The Level of Performance of the Respondents under the Shift Work
Schedule in terms of Attendance
Indicators
Morning Shift
Weighted
Mean
Afternoon Shift
Weighted
Mean
Night Shift
Weighted
Mean
Overall
Weighted
Mean
Standard
Deviation
Verbal
Interpretation
1. I arrive on
work ahead of
time
2.94
2.97
3.39
3.10
0.27
Agree
2. I avoid
committing
absenteeism
without any
valid reasons
3.52
3.00
3.63
3.38
0.27
Agree
3. I only use
authorized
work leave if
necessary
3.41
3.34
3.56
3.43
0.09
Agree
4. I do not
commit “under-
time” for
unreasonable
purposes
3.47
3.38
3.50
3.45
0.05
Agree
5. I always report
on work to
accomplish
more tasks
3.48
3.49
3.54
3.50
0.03
Strongly
Agree
Overall
3.36
3.24
3.52
3.37
0.12
Agree
37
Table 2.1 shows the level of performance of the respondents under the shift work
schedules in terms of attendance. Based on the results, night shift had the highest
weighted mean of 3.52, which can be verbally interpreted as ‘’strongly agree’’ This means
that the night shift has the highest number of employees in terms of attendance.
Meanwhile, the afternoon shift had the lowest weighted mean of 3.24, which is verbally
interpreted as “agree”. It shows that the afternoon shift has the lowest number of
employees in terms of attendance. Overall, the respondents achieved the level of
performance under the shift work schedules in terms of attendance through the average
weighted mean of 3.37, which was interpreted as “agree”. In terms of the overall standard
deviation of 0.12, it can be deduced that levels of performance are close to one another.
Night shift call center agents have better attendance compared to day shift agents
due to more reliable and consistent schedules, which allow for improved personal life
management. This suggests that the majority of employees were performing well in terms
of attendance, although there were variations across different shifts. The result agrees
with the study by Kaniaru (2020). It states that absenteeism affects any organization's
ability to maintain a high level of customer satisfaction, trust, and productivity. Employees
who regularly show up and arrive on time for work are more likely to be productive.
Businesses with a dependable workforce provide customers with the best, highest-quality
service. Night shifts often follow a more predictable pattern, allowing agents to plan their
personal lives accordingly. This predictability and consistency enable night shift agents to
allocate time for rest, family responsibilities, and personal commitments, which can
contribute to their ability to maintain good attendance. A dependable and punctual
workforce is crucial for call centers to provide consistent and high-quality service to
customers. When agents are present as scheduled, they can effectively handle customer
inquiries, resolve issues promptly, and maintain a smooth flow of operations.
38
Table 2.2
The Level of Performance of the Respondents under the Shift Work
Schedule in terms of Quota of Calls
Indicators
Morning Shift
Weighted
Mean
Afternoon
Shift
Weighted
Mean
Night
Shift
Weighted
Mean
Overall
Weighted
Mean
Standard
Deviation
Verbal
Interpretation
6. My efforts at
accomplishing
the quota in my
shift are
rewarded as they
should be
2.81
2.40
3.14
2.78
0.30
Agree
7. I am satisfied
with the quota of
calls that I have
to achieve in my
shift
3.22
2.79
3.14
3.05
0.18
Agree
8. I always address
the customers’
questions within
a certain time
frame so I can
easily reach my
quota.
3.43
3.43
3.41
3.42
0.01
Agree
9. I always do more
than what is
actually required
during my shift.
2.89
2.57
3.17
2.88
0.24
Agree
10. I do not feel
overwhelmed
and under
constant strain in
at quota that I
have to achieve
in a shift.
2.72
2.38
2.97
2.67
0.22
Agree
Overall
3.01
2.71
3.15
2.96
0.18
Agree
Table 2.2 shows the level of performance of the respondents under the shift work
schedules in terms of the quota of calls. The result showed that night shift had the highest
weighted mean of 3.15, which can be verbally interpreted as ‘’agree’’. This meant that the
night shift has the highest level of performance in terms of the quota of calls. The afternoon
shift had the lowest weighted mean of 2.71, which is verbally interpreted as “agree”. It
showed that the afternoon shift has the lowest level of performance in terms of the quota
39
of calls. The all in all results showed that the respondents achieved the level of
performance under the shift work schedules in terms of the quota of calls through the
average weighted mean of 2.96, as it was interpreted as “agree”. In terms of the overall
standard deviation of 0.18, it can be deduced that levels of performance are close to one
another.
Night shift call center agents have a notable advantage over their daytime
counterparts when it comes to meeting call quotas. The reduced number of distractions
and the ability to maintain uninterrupted focus on their work contribute to their success in
this aspect. Moreover, customers often choose to contact the call center during nighttime
hours when there is generally more availability, which further aids the night shift agents'
ability to meet their call quotas. This result agrees with Michael Pedone (2023), the CEO
of SalesBuzz. He stated that "If we are not having meaningful conversations with
prospects, we are not going to be making our numbers." According to ROI Contact Center
Solutions (2021), the Business Process Outsourcing (BPO) industry in the USA employs
nearly 460,000 individuals. The workload for call center agents can vary based on the
level of assistance required by customers. Throughout their shift, agents handle different
numbers of calls, and some agents may be responsible for answering up to 50 calls per
day. This high call volume necessitates that customer service representatives spend a
significant portion of their shift on the phone, engaging with customers. Maintaining
professionalism while answering these calls is of utmost importance. The higher chance
of satisfying customers during night shifts can be attributed to several factors. As agents
have more time to dedicate to each interaction, they can actively listen to customer
concerns, provide accurate information, and offer tailored solutions. By demonstrating
professionalism and addressing customer needs effectively, night-shift agents have a
greater opportunity to leave a positive impression and enhance customer satisfaction.
40
Table 2.3
The Level of Performance of the Respondents under the Shift Work
Schedule in terms of Customer Satisfaction Score
Indicators
Morning
Shift
Weighted
Mean
Afternoon
Shift
Weighted
Mean
Night
Shift
Weighted
Mean
Overall
Weighted
Mean
Standard
Deviation
Verbal
Interpretation
11. I feel a sense of
pride whenever I
resolve my client’s
issues
3.48
3.47
3.46
3.47
0.01
Strongly
Agree
12. I receive the
recognition that I
deserve whenever
my clients rate me a
high satisfaction
score
3.24
2.88
3.17
3.10
0.15
Agree
13. I do not find it
challenging to always
receive a high
satisfaction score
despite my schedule
constantly shifting
2.42
2.29
2.58
2.43
0.12
Disagree
14. I find real enjoyment
in doing my job
which is why it
reflects on the
ratings I receive from
my clients
3.35
3.31
3.12
3.26
0.10
Agree
15. The constant change
in my schedule does
not affect my
performance
2.44
1.91
2.70
2.35
0.33
Disagree
Overall
2.99
2.77
3.01
2.92
0.11
Agree
Table 2.3 reveals the level of performance of the respondents under the shift work
schedules in terms of customer satisfaction score. The result showed that the night shift
received the highest weighted mean of 3.01 and was verbally interpreted as ‘’agree’’. This
means that the night shift has the highest level of good performance in terms of customer
satisfaction scores. On the other hand, the afternoon shift has the lowest weighted mean
of 2.77 and was still verbally interpreted as ‘’agree’’. This explained that the afternoon shift
41
has the lowest level of performance in terms of customer satisfaction scores. The overall
average weighted mean of 2.92 which was interpreted as agreed shows that the
respondents achieved the level of performance under the shifting work schedules in terms
of customer satisfaction score.
Night shift call center agents achieve high customer satisfaction scores as agents
can work uninterrupted for extended periods. Moreover, the night shift is when some
employees feel more productive, resulting in positive feedback from customers. This result
is in line with the article made by the Indeed editorial team, What Is a Shift Schedule?
(2023), which states that shift work guarantees that an organization can staff its operations
for an extended period without interruptions. Also, it can help achieve consistency and
fairness when scheduling employees for work. Moreover, it ensures that the right
employees are working at the right times because it is beneficial to have enough time to
recover between physically demanding shifts. Some companies split up the duty of
performing graveyard shifts using a combination of other methods of scheduling. Due to
the difficulty of the work and the employees' preferences, several employers constantly
use the same employees on night shifts. Certain employees believe that this is the period
when the agents are most productive and prefer working on graveyard or overnight shifts.
In addition, a study conducted by Aliyu and Nyadzayo (2018) revealed that 75% of
consumers globally claimed they would conduct business with an organization based on
a great call center experience, while 50% said the last time they stopped doing business
with a company was because of bad customer service. According to this result, there is a
significant correlation between customer satisfaction and a customer's call center
experience. Therefore, in order to improve effectiveness, companies regularly evaluate
how customers feel about the quality of services offered by the respective call center
agents. For call centers to deliver high-quality service and satisfy customers, a wide range
42
of key performance indicators (KPIs) are used for management and monitoring. In terms
of the overall standard deviation of 0.11, it can be deduced that the levels of performances
are close to one another.
Table 2.4
The Level of Performance of the Respondents under the Shift Work
Schedule in terms of Average Handle Time
Indicators
Morning
Shift
Weighted
Mean
Afternoon
Shift
Weighted
Mean
Night
Shift
Weighted
Mean
Overall
Weighted
Mean
Standard
Deviation
Verbal
Interpretation
16. I am satisfied with the
required amount of time I
have to handle calls
during my shift
3.10
2.78
3.11
3.00
0.15
Agree
17. I received the support
and resources that I
needed to help me
manage my average
handle time during my
shift
3.20
2.81
3.23
3.08
0.19
Agree
18. I can achieve my
average handle time
goals despite my heavy
workload
3.07
2.93
3.20
3.06
0.11
Agree
19. I find that the given
amount of time to handle
calls during my shift is
adequate enough to
meet the needs of my
customer/clients
3.34
3.21
3.28
3.27
0.05
Agree
20. I am satisfied with the
feedback and recognition
provided to me regarding
my average handle time
performance
3.25
2.74
3.16
3.05
0.23
Agree
Overall
3.18
2.89
3.20
3.09
0.14
Agree
According to the data presented in Table 2.4, the performance levels of the
respondents were assessed in relation to shift work schedules, specifically in terms of
average handle time. The findings indicated that the night shift received the highest
weighted mean of 3.20, which was verbally interpreted as “agree”. In contrast, the
43
afternoon shift received the lowest weighted mean of 2.89 and was still verbally interpreted
as “agree” These results demonstrated that the respondents achieved the performance
targets in terms of average handle time across the various shift work schedules, with an
overall average weighted mean of 3.09, which was interpreted as "agree" with the
performance expectations. In terms of the overall standard deviation of 0.14, it can be
deduced that levels of performances are close to one another.
The result showed that the call center on the night shift has a shorter average
handle time because night shift workers are frequently more experienced and skilled than
their day shift counterparts. Which agrees with Rawson (2021), who emphasizes that
reducing the average handle time can help contact centers lower costs, increase agent
productivity, and enhance the customer experience. Scheduling plays a role in AHT as it
impacts factors like agent availability, fatigue levels, and the overall efficiency of
operations, ultimately influencing the time taken to handle customer calls. During the night
shift, the limited availability of certain resources, such as technical support or supervisory
personnel, may contribute to longer call durations and higher AHT. These challenges can
arise from reduced staffing levels during the night, which may impact the ability to quickly
resolve customer issues. Therefore, addressing customer issues promptly becomes
crucial for ensuring greater satisfaction. It is worth noting that longer calls tend to decrease
overall productivity in a call center. They require more agent time and resources, which
can lead to inefficiencies and potentially impact the ability to handle a high volume of calls.
On the other hand, shorter calls necessitate concise and effective communication between
the agent and the customer. Efficiently completing tasks within shorter call durations
requires well-trained agents who can quickly assess customer needs, provide accurate
information, and resolve issues effectively. By focusing on reducing AHT and addressing
44
customer issues promptly, call centers can enhance productivity, agent performance, and
overall customer satisfaction.
Table 2.5
The Level of Performance of the Respondents under the Shift Work
Schedule in terms of Quality Assurance
Indicators
Morning
Shift
Weighted
Mean
Afternoon
Shift
Weighted
Mean
Night
Shift
Weighted
Mean
Overall
Weighted
Mean
Standard
Deviation
Verbal
Interpretation
21. I am not pressured to
maintain high quality
assurance standards while
managing my busy shift
work schedule.
2.70
2.68
2.91
2.76
0.11
Agree
22. Despite the many stressors
that come with working in
my shift, I am able to remain
calm and focused while
upholding quality assurance
standards.
2.90
2.62
3.10
2.87
0.20
Agree
23. My work schedule and
demands do not make it
difficult and a hassle for me
to consistently meet high
quality assurance
standards.
3.00
2.93
2.98
2.97
0.03
Agree
24. I do not feel stressed
whenever there are quality
assurances checks during
my shift
2.80
2.60
2.78
2.73
0.09
Agree
25. I am confident that I
provided my customer/client
the complete and accurate
information despite being
overwhelmed from
receiving high amounts of
concerns and questions.
3.44
3.43
3.36
3.41
0.03
Agree
Overall
2.97
2.85
3.03
2.95
0.07
Agree
Indicated in Table 2.5 is the level of performance of the respondents under the
shift work schedules in terms of quality assurance. The outcome showed that the night
shift received the highest weighted mean of 3.03 and was interpreted as “agree”. On the
45
other hand, the afternoon shift got the lowest weighted mean of 2.85 and was still
interpreted as “agree”. In terms of quality assurance, the respondents attained a level of
performance under the shift work schedules, as evidenced by the average weighted mean
of 2.95 with an interpretation of agree. In terms of the overall standard deviation of 0.07,
it can be deduced that levels of performances are close to one another.
The results showed that the call center agents on the night shift perform better in
terms of quality. Which agrees with the study of Vaddadi et al., (2018), which stated that
service quality is the degree to which it matches the customers' expectations and
demands. Service quality reflects what customers expect from products and services.
While evaluators may occasionally encounter sample problems, the overall performance
of the call center agents on the night shift is generally successful. However, this success
may not provide evaluators with sufficient information to identify areas for improvement in
service center operations (Lafosse, 2021). Despite these limitations, it is evident that night
shift call center employees exhibit better quality assurance compared to their counterparts
on other shifts. Several factors contribute to the improved quality of service during the
night shift. One significant factor is the decreased call traffic and fewer distractions that
agents experience during this period. With fewer incoming calls, agents have more time
to focus on each client interaction, enabling them to deliver a higher level of service. The
reduced workload and distractions can result in enhanced attentiveness, allowing agents
to address customer concerns more thoroughly and provide personalized assistance.
Providing appropriate training and support, fostering a positive work environment, and
recognizing and rewarding outstanding performance can further motivate agents to
maintain high standards of service.
46
3. Significant Difference between the Levels of Performance of the
Respondents when Grouped According to their Shift Work Schedule
Table 3
Significant Difference between the Levels of Performance of the
Respondents when Grouped According to their Shift Work Schedule,
computed per Area of Performance.
Area
Overall
Weighted
Mean
Standard
Deviation
P-value
Decision
Interpretation
Attendance
2.70
2.68
0.12
Accept Ho
Not Significant
Quota of Calls
2.90
2.62
0.13
Accept Ho
Not Significant
Customer Satisfaction Score
3.00
2.93
0.62
Accept Ho
Not Significant
Average Handle Time
2.80
2.60
0.00
Reject Ho
Significant
Quality Assurance
3.44
3.43
0.75
Accept Ho
Not Significant
P-value significant ≤ 0.05
Table 3 shows the p-value for each of the five areas to test the significant difference
between the levels of performance of the respondents when grouped according to their
shift work schedule. It was found that Attendance, Quota of Calls, Customer Satisfaction
Score, and Quality Assurance had p-values greater than 0.05 which allowed the
researchers to accept the null hypothesis. This meant that in terms of those four areas,
the level of performance of the respondents does not differ significantly when grouped
according to their work schedules. This implied that work schedules have no influence
over the levels of performance of the respondents in these areas. Interestingly, for the
Average Handle Time, the p-value of .00 which is less than 0.05 level of significance,
provided evidence to reject the null hypothesis. Therefore, the work schedules of the
respondents somehow influenced the performance on the Average Handle Time, resulting
in significant differences.
The results showed that shift work schedule has an impact on the average handle
times of call center agents. This is due to the possibility of fatigue and weakened cognitive
47
function among night shift workers, which can result in slower processing times and
decreased efficiency. Furthermore, rotating shift patterns may have an impact on call
center agents' average handle time. Constantly changing schedules might affect an
agent's sleep pattern and increase stress levels, resulting in prolonged handling times.
On the other hand, the findings revealed that there are no significant differences
between Attendance, Quota of Calls, Customer and Satisfaction Score, Quality
Assurance, and the level of performance of the respondents. However, the impact of shift
work schedules on call center workers' average handle time cannot be overlooked.
Companies should take measures to reduce the adverse effects of shift work on the
employees, such as establishing engagement strategies that will help the employees to
be highly engaged, collaborative, and productive. Call centers can increase overall
performance and provide better customer service by doing so.
Proposed Recommended Engagement Strategies
Employee engagement is the work-oriented engagement of an employee who has
a positive and cheerful attitude toward the organization's work, workplace, and work
culture. It is a practice that tries to outperform the employee's average productivity through
various engaging activities and an environment that the organization provides to the
employee. According to Antony (2018), employee engagement has been a focus for
organizations because it has a direct impact on the performance. Organizations with
engaged employees perform better, and factors such as increased productivity, lower
employee turnover and attrition rates, lower absenteeism, increased loyalty and goodwill
toward the organization, and positive word of mouth are clearly visible in an engaged
organization. In the current business environment, there has been a significant increase
48
in interest in the concept of an employee. The role of engagement in work performance
and competitive advantage.
Introduction
Shift workers in the Business Process Outsourcing industry often face unique
challenges due to irregular schedules and often isolated work environments, which can
impact the engagement and productivity. To address this, implementing effective
engagement strategies is crucial. These strategies can include providing clear
communication, offering flexible scheduling options, and creating a positive work
environment.
Objectives
Implementing engagement strategies for shift workers in the BPO industry to
promote job satisfaction, improve communication and collaboration, and ultimately boost
productivity. Companies can create a more positive and productive work environment for
all employees by recognizing the unique challenges faced by shift workers and taking
steps to address them.
Core Elements
Management Leadership
Management leaders are critical in setting the tone for implementing engagement
strategies. Leaders must communicate the value of employee engagement to all
employees and set a good example. Furthermore, for engagement initiatives to succeed,
management leaders must provide the necessary resources and support. This includes
allocating funds and time for training, providing opportunities for employee feedback and
49
recognition, and ensuring that employee engagement efforts are aligned with the
organization's overall goals.
Call Center Agents’ Participation
Employee participation is an essential component of any engagement strategy.
Agents’ insights can help a company's efforts to be more effective. Employees can provide
valuable insight into how a company's engagement strategies are implemented. This
feedback may help in improving the efficacy of those strategies.
Engagement Strategies Implementation
Engagement strategies can take many forms, such as regular communication and
feedback, recognition and reward programs, and opportunities for professional
development. By investing in these strategies, management can create a positive work
environment that fosters employee growth and development.
Recommended Engagement Strategies
Use Employee Insight Surveys
Employee insights can help to improve the effectiveness of implementing an
engagement strategy. Surveys are an excellent tool for determining what is truly important
to your employees. These surveys are designed to measure and assess employee
motivation and provide a deeper look at thoughts and attitudes so that the company can
improve the work environment and enable them to perform at their best.
Prioritize Honest Communication
Shift workers can feel more supported and informed about the work schedules and
responsibilities if management and employees maintain open communication channels.
50
Open communication might help in the resolution of any problems or concerns that may
arise during shift work. Having a clear and open line of communication can help to resolve
issues quickly and efficiently, whether it is a scheduling conflict or a safety concern.
Providing Flexible Schedule Alternatives
Flexible schedule alternatives can yield benefits. These measures can help
mitigate the adverse effects of shift work, such as stress and fatigue, ultimately leading to
improved performance and job satisfaction.
Facilitate Social Activities
The introduction of wellness programs for shift workers can significantly enhance
employee engagement. Organizations can effectively reduce stress levels and foster a
greater sense of enjoyment among the employees.
Offer Programs That Promote Well-Being
Providing ongoing training and support can also be effective. This can include
coaching on time management and stress reduction techniques, as well as providing
resources for healthy living and self-care.
Showing Appreciation for Accomplishments
By expressing genuine gratitude, a company can let the employees know that
every work done is appreciated. It is important to acknowledge modest accomplishments.
Highlight all of the employees' accomplishments, no matter how small, to keep them
inspired.
Chapter 5
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
In this chapter, the summarized findings are discussed and interpreted from the
data analyzed in the preceding chapter. The significance of this research is to determine
the effects of shift work schedules on the level of work performance of call center agents.
The scope of the following conclusions is limited to the call center agents within Santa
Rosa, Laguna. Recommendations based on the summarized findings and conclusions are
also presented at the end of the chapter.
Summary of findings
1. What is the shift schedule of the respondents?
The night shift has the highest number of respondents, followed by the
morning shift, and the afternoon shift has the fewest respondents. This finding
highlighted the preference for working during nighttime among the surveyed
individuals, with a smaller but significant proportion favoring the morning shift. The
lower representation of respondents in the afternoon shift suggests that it may be
the least preferred work schedule among the surveyed population.
2. What was the level of performance of the respondents under the shift work
schedule in terms of: Attendance, Quota of calls, Customer Satisfaction Score,
Average Handle Time, and Quality Assurance
The level of performance of the respondents under the shift work schedule
52
in terms of attendance had a weighted mean of 3.37, the quota of calls had a
weighted mean of 2.96, customer satisfaction score had a weighted mean of 2.92,
average handle time had a weighted mean of 3.09, and quality assurance had a
weighted mean of 2.95.
3. Is there a significant difference in the level of performance of the respondents when
grouped according to their shift work schedule?
The study showed a p-value of 0.12, 0.13, 0.62, and 0.75 which means that
there is no significant difference in the level of performance of the respondents
when grouped according to their work schedules in terms of Attendance, Quota of
Calls, Customer Satisfaction Score, and Quality Assurance. Therefore, the null
hypothesis is accepted. However, the p-value of the Average Handle Time resulted
in under the 0.05 significance which means that there is a significant difference.
4. Based on the results and findings, what engagement strategies could the
researchers contribute to the business process outsourcing companies within
Santa Rosa to boost their call center agents’ work performance under a shift work
schedule?
The researchers recommended engagement strategies to the companies
that employ call center agents to further create a positive environment and
enhance motivation, and productivity.
Conclusion
Based on the results, the researchers conclude:
1. That the majority of the employees are working under the graveyard shift because
53
most of the business process outsourcing companies are working under a different
time zone. The employees typically work at night because of clients from various
time zones worldwide. This necessitates the availability during the clients' daytime
hours, which results in the prevalence of night shifts in the business process
outsourcing industry.
2. That the level of performance of the respondents under the shift work schedule in
terms of:
2.1 Attendance – Call center agents on the night shift have greater attendance
rates than those that operate during the day because night shift employees
have more secure and consistent schedules, allowing agents to better
manage their working and personal lives around the work schedule.
2.2 Quota of Calls – Call center agents on the night shift have better performance
in terms of the quota of calls because there are fewer distractions and
interruptions at night, and call center agents can focus on work without
interruptions. Furthermore, many consumers prefer to contact them at night
because the agents have more spare time.
2.3 Customer Satisfaction Score – Call center agents on the night shift have a
good customer satisfaction score because employees can operate for a more
extended period without any interruptions. Additionally, the night shift is the
time when some of the employees feel more productive, which can lead to
good feedback from the customers.
2.4 Average Handle Time – Call center agents on the night shift have a shorter
average handle time because night shift workers are frequently more
experienced and skilled than their day shift counterparts. This is due to the
54
fact that night shift workers are typically more senior and have more
experience handling complex calls. As a result, the agents can handle calls
faster and more efficiently, resulting in shorter average handle times.
2.5 Quality Assurance – Call center agents on the night shift perform better in
terms of quality. The night shift allows agents to avoid rush hour traffic,
resulting in a more relaxed and productive work environment, which translates
to improved call performance. Furthermore, the night shift frequently offers a
higher pay rate, attracting more motivated and skilled agents. These elements
contribute to a positive work culture that encourages agents to give their best
effort.
3. That shift work schedule have an impact on the average handle times of call center
agents. This is due to the possibility of fatigue and weakened cognitive function
among night shift workers, which can result in slower processing times and
decreased efficiency. Furthermore, rotating shift patterns may have an impact on
call center agents' average handle time.
4. That the researchers’ engagement strategies could contribute to business process
outsourcing companies by boosting the performance of shift workers.
Implementing engagement strategies for shift workers in the business process
outsourcing industry will increase job satisfaction, communication and
collaboration, and, ultimately, productivity. Companies can create a more positive
and productive work environment for all employees by recognizing and addressing
the unique challenges that shift workers face.
55
Recommendation
The following recommendations were made based on the conclusion:
1. Researchers suggest that improving performance and customer satisfaction, by
offering a flexible schedule can boost employee morale. Agents who have control
over their own work schedule are more likely to feel valued and empowered,
leading to higher job satisfaction and lower turnover rates.
2. Researchers recommended the following for the respondents under the shift work
schedule in terms of:
2.1 Attendance - Promoting a positive work environment that promotes
attendance. This can include activities for team building, recognition programs,
and regular feedback sessions. Agents are more likely to feel motivated and
committed to work in a supportive and engaging workplace culture is created,
resulting in higher overall attendance rates.
2.2 Quota of Calls – Giving call center agents’ regular breaks can help them stay
focused and motivated. Short two-hour breaks can help reduce stress and
fatigue, resulting in improved performance. Furthermore, providing incentives
such as bonuses or recognition for meeting or exceeding quotas can
encourage agents to work harder.
2.3 Customer Satisfaction Score – Providing ongoing training and coaching can
help agents improve skills and confidence. This can result in more efficient
call handling and, as a result, more successful calls. Regular feedback and
coaching sessions can also assist agents in identifying areas for improvement
and working toward the objectives.
56
2.4 Average Handle Time – Putting in place a well-organized and efficient
system. This includes providing the call center agents with the necessary tools
and resources, as well as a streamlined call-handling process. Call center
agents can have shorter handle times and provide better customer service by
implementing this.
2.5 Quality Assurance – Call center agents receive regular training. These
sessions should concentrate on improving agents’ communication abilities,
product knowledge, and problem-solving abilities. Agents will be better
equipped to handle customer queries and complaints. As a result, they are
leading to higher levels of customer satisfaction.
3. Researchers recommend that a system be put in place to monitor the performance
of call center agents. Regular feedback sessions, call monitoring, and performance
evaluations can help with this. This allows agents to receive constructive feedback
and identify areas for improvement.
4. Researchers propose that encouraging work-life balance and providing a
conducive work environment can also boost the morale and productivity of call
center agents.
57
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APPENDICES
62
Appendix 1: Letter of Request to the Respondents
63
64
Appendix 2: Research Instrument
Good day! We, the third-year Bachelor of Science in Business Administration
Major in Human Resource Management students from Polytechnic University of the
Philippines, Santa Rosa Campus, are currently conducting a survey for our research paper
entitled "The Shift Work Schedules on the Performance of Call Center Agents."
In this regard, we sincerely request that you take the time and make the effort to
complete the survey's questions, as doing so is essential to the fulfillment of our data
gathering. We guarantee to maintain the confidentiality of all information we collect and to
adhere strictly to the Data Privacy Act of 2012. We sincerely appreciate your response to
this request.
Thank you for your participation. - The Researchers
By participating in this study, you are agreeing to provide the most honest answers
that apply to you. You may choose not to participate or to withdraw anytime. To help
protect your confidentiality, the questions will not contain any information that will
personally identify you.
By selecting “I agree,” you are consenting to the conditions described above.
● I agree
● I disagree
A. Directions:
Please complete the question by checking the box that applies to you. Only one
box can be checked per question. If a question does not apply to you, please leave it
blank.
1. What is your current shift work schedule?
● Morning/Opening Shift
● Afternoon Shift
● Night/Closing/Graveyard Shift
B. Directions:
For each of the statements below, kindly check the level of agreement about the
following statements and the extent to which you agree or disagree. Your responses
65
should reflect your honest opinions and experiences as a call center agent. Thank you for
your participation.
Rating Scale:
4 - Strongly Agree
3 - Agree
2 - Disagree
1 - Strongly Disagree
A. Attendance
1
2
3
4
I arrive on work ahead of time
I avoid committing absenteeism without any valid reasons
I only use authorized work leave if necessary
I do not commit “under-time” for unreasonable purposes
I always report on work to accomplish more tasks
B. Quota of Calls
1
2
3
4
My efforts at accomplishing the quota in my shift are rewarded as
they should be
I am satisfied with the quota of calls that I have to achieve in my
shift
I always address the customers’ questions within a certain time
frame so I can easily reach my quota.
I always do more than what is actually required during my shift.
I do not feel overwhelmed and under constant strain in at quota that
I have to achieve in a shift.
C. Customer Satisfaction Score
1
2
3
4
I feel a sense of pride whenever I resolve my client’s issues
I receive the recognition that I deserve whenever my clients rate
me a high satisfaction score
66
I do not find it challenging to always receive a high satisfaction
score despite my schedule constantly shifting
I find real enjoyment in doing my job which is why it reflects on the
ratings I receive from my clients
The constant change in my schedule does not affect my
performance
D. Average Handle Time
1
2
3
4
I am satisfied with the required amount of time I have to handle calls
during my shift
I receive the support and resources that I needed to help me manage
my average handle time during my shift
I can achieve my average handle time goals despite my heavy
workload
I find that the given amount of time to handle calls during my shift is
adequate enough to meet the needs of my customer/clients
I am satisfied with the feedback and recognition provided to me
regarding my average handle time performance
E. Quality Assurance
1
2
3
4
I am not pressured to maintain high quality assurance standards
while managing my busy shift work schedule.
Despite the many stressors that come with working in my shift, I am
able to remain calm and focused while upholding quality assurance
standards.
My work schedule and demands do not make it difficult and a hassle
for me to consistently meet high quality assurance standards.
I do not feel stressed whenever there are quality assurances checks
during my shift
I am confident that I provided my customer/client the complete and
accurate information despite being overwhelmed from receiving high
amounts of concerns and questions.
67
Appendix 3: Permission Correspondence to Adapt and Modify Survey Instruments
68
69
Appendix 4: Original Survey Questionnaires
70
71
72
Appendix 5: Certificate of Validation
CERTIFICATE
This is to certify that the research for the research study entitled, “THE SHIFT
WORK SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS” prepared
and submitted by Juvielyn Abaleta, Jannah Mae L. Ajero, Marc Allen R. Arzola, Cristine
Jade M. Navalta, Angeline G. Papag, Felix Manuel P. Rosal, and Janella Haira R. Santos,
in partial fulfillment for the degree of Bachelor of Science in Business Administration Major
in Human Resource Management has been read and approved by the undersigned.
GILFRED A. ACIERTO, PhD
PUP-SRC Head of Student Services/Validator
73
CERTIFICATE
This is to certify that the research for the research study entitled, “THE SHIFT
WORK SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS” prepared
and submitted by Juvielyn Abaleta, Jannah Mae L. Ajero, Marc Allen R. Arzola, Cristine
Jade M. Navalta, Angeline G. Papag, Felix Manuel P. Rosal, and Janella Haira R. Santos,
in partial fulfillment for the degree of Bachelor of Science in Business Administration Major
in Human Resource Management has been read and approved by the undersigned.
MS. PENELOPE MAY P. SPITZE
Workforce Management Supervisor/Validator
74
CERTIFICATE
This is to certify that the research for the research study entitled, “THE SHIFT
WORK SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS” prepared
and submitted by Juvielyn Abaleta, Jannah Mae L. Ajero, Marc Allen R. Arzola, Cristine
Jade M. Navalta, Angeline G. Papag, Felix Manuel P. Rosal, and Janella Haira R. Santos,
in partial fulfillment for the degree of Bachelor of Science in Business Administration Major
in Human Resource Management has been read and approved by the undersigned.
MR. JUAN RAMON MARINO
Human Resource Personnel/Validator
75
Appendix 6: Certification of Originality
CERTIFICATE
This is to certify that the research work presented in this thesis, THE SHIFT WORK
SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS for the degree of
Bachelor of Science in Business Administration Major in Human Resource Management
at the Polytechnic University of the Philippines embodies the result of original and
scholarly work carried out by the undersigned. This thesis does not contain words or ideas
taken from published sources or written works that have been accepted as a basis for the
award of a degree from any other higher education institution, except where proper
referencing and acknowledgement were made.
JUVIELYN ABALETA
JANNAH MAE L. AJERO
MARC ALLEN R. ARZOLA
CRISTINE JADE M. NAVALTA
ANGELINE G. PAPAG
FELIX MANUEL P. ROSAL
JANELLA HAIRA R. SANTOS
Researchers
Date Signed: July 4, 2023
76
Appendix 7: Turnitin Certificate
77
Appendix 8: Certificate of Originality Check
CERTIFICATE
This is to certify that the undergraduate thesis entitled “THE SHIFT WORK
SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS” prepared and
submitted by Juvielyn Abaleta, Jannah Mae L. Ajero, Marc Allen R. Arzola, Cristine Jade
M. Navalta, Angeline G. Papag, Felix Manuel P. Rosal, and Janella Haira R. Santos, in
partial fulfillment of the requirements for the degree of Bachelor of Science in Business
Administration Major in Human Resource Management had undergone Turnitin
checking and validation on July 15, 2023, with a detected text matching similarity
index of 18% using the University approved Plagiarism Detection Systems. The
said process was obtained to avoid plagiarism issues.
This certification is issued upon the request of the aforementioned
researchers for whatever academic purpose it may serve them.
Issued this 15th of July, year 2023 at Santa Rosa City, Laguna.
ANGELICA G. PAPAG, LPT
Language Editor
78
Appendix 9: Certificate of Grammarian
CERTIFICATE
This is to certify that the undersigned has reviewed and went through all the pages
of the proposed research entitled “THE SHIFT WORK SCHEDULES ON THE
PERFORMANCE OF CALL CENTER AGENTS” proposed by Juvielyn Abaleta, Jannah
Mae L. Ajero, Marc Allen R. Arzola, Cristine Jade M. Navalta, Angeline G. Papag, Felix
Manuel P. Rosal, and Janella Haira R. Santos, aligned with the set of structural rules that
govern the composition of sentences, phrases, and words in the English language.
ANGELICA G. PAPAG, LPT
Language Editor
79
Appendix 10: Certificate Statistical Treatment
CERTIFICATE
This is to certify that this research study entitled, “THE SHIFT WORK
SCHEDULES ON THE PERFORMANCE OF CALL CENTER AGENTS” prepared and
submitted by Juvielyn Abaleta, Jannah Mae L. Ajero, Marc Allen R. Arzola, Cristine Jade
M. Navalta, Angeline G. Papag, Felix Manuel P. Rosal, and Janella Haira R. Santos, in
partial fulfillment for the degree of Bachelor of Science in Business Administration Major
in Human Resource Management has been statistically reviewed by the undersigned.
REA JOAN M. ATIENZA, MPhy, LPT
PUP-SRC Assistant Professor/Statistician
80
CURRICULUM VITAE
JUVIELYN ABALETA
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Aplaya National High School
2018 – 2020
Secondary
Aplaya National High School
2017 – 2018
Primary
Santa Rosa Elementary School Central 1
2013 – 2014
TRAINING AND SEMINARS
Work Immersion
City Hall
Treasury Department - Employee
2020
Managing Workplace Stress
JEHRA Webinar
2021
Unfolding the Truth: Fighting Information
Disorder in the Digital Age
JEHRA Webinar
2021
81
JANNAH MAE L. AJERO
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Philippine Christian University
2020
Secondary
Paliparan II Integrated High School
2018
Primary
Pintong Gubat Elementary School
2014
TRAINING AND SEMINARS
Work Immersion
Creotec Dasmarinas
Employee Relations Department
June - August 2018
Virtual Executive Assistant Training
June 2022
General Virtual Assistant Training
June 2022
Social Media Management Training
June 2022
Amazon Manila
Customer Service Representative
September - November 2022
Imagenet Philippines Incorporated
Data Entry (Freelance)
September 2022 - Present
82
MARC ALLEN R. ARZOLA
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Binan Integrated National High School
2020
Secondary
Jacobo Z. Gonzales Memorial National High School
2018
Primary
Dela Paz Main Elementary School
2014
TRAINING AND SEMINARS
Work Immersion
Motorcentral Binan
January - February 2020
Jollibee
Binan
Service Crew
October 2022
Managing Workplace Stress
JEHRA Webinar
2021
Unfolding the Truth: Fighting Information
Disorder in the Digital Age
JEHRA Webinar
2021
Safe Place for All: Integrated Gender Sensitivity
PUPSRC NSTP
2021
83
CRISTINE JADE M. NAVALTA
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Binan Integrated National High School
2020
Secondary
Mamplasan National High School
2018
Primary
Mamplasan Elementary School
2014
TRAINING AND SEMINARS
Work Immersion
TTEC Santa Rosa
January 2019 - March 2020
Madworld: Unraveling the Art of
Influence Seminar
2019
Managing Workplace Stress
JEHRA Webinar
2021
Unfolding the Truth: Fighting
Information Disorder in the Digital Age
JEHRA Webinar
2021
Safe Place for All: Integrated Gender
Sensitivity
PUPSRC NSTP
2021
Employability Enhancement and Labor
Education
PUPSRC Student Council Webinar
2022
ABLAZE: Accelerate Talent Acquisition
Readiness in the Hybrid World
UCC Human Resource Management Society
South Campus Webinar
2022
84
ANGELINE G. PAPAG
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Child Formation Center
2020
Secondary
Aplaya National High School - Annex Apex
2018
Primary
Santa Rosa Elementary School Central 2
2014
TRAINING AND SEMINARS
Work Immersion
Global Horizon Development Corp.
November 2019 - February 2020
Madworld: Unraveling the Art of
Influence Seminar
2019
Managing Workplace Stress
JEHRA Webinar
2021
Unfolding the Truth: Fighting
Information Disorder in the Digital Age
JEHRA Webinar
2021
Safe Place for All: Integrated Gender
Sensitivity
PUPSRC NSTP
2021
Employability Enhancement and Labor
Education
PUPSRC Student Council Webinar
2022
ABLAZE: Accelerate Talent Acquisition
Readiness in the Hybrid World
UCC Human Resource Management Society
South Campus Webinar
2022
85
FELIX MANUEL P. ROSAL
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
St. Paul Montessori School
2020
Secondary
St. Paul Montessori School
2018
Primary
San Roque Elementary School
2014
TRAINING AND SEMINARS
Work Immersion
Pepsi-Cola Products Philippines Inc.
Muntinlupa City
2020
Unfolding the Truth: Fighting Information
Disorder in the Digital Age
JEHRA Webinar
2021
86
JANELLA HAIRA R. SANTOS
EDUCATIONAL BACKGROUND
College
Polytechnic University of the Philippines - Santa Rosa
2020 - Present
Senior High
Lyceum of Alabang
2020
Secondary
Upper Villages Christian Academy
2018
Primary
Our Lady of Assumption Colleges
2014
TRAINING AND SEMINARS
TESDA Scholarship Program
Technical Drafting NC II
2022
Managing Workplace Stress
JEHRA Webinar
2021
Unfolding the Truth: Fighting
Information Disorder in the Digital Age
JEHRA Webinar
2021
Safe Place for All: Integrated Gender
Sensitivity
PUPSRC NSTP
2021
Employability Enhancement and Labor
Education
PUPSRC Student Council Webinar
2022
ABLAZE: Accelerate Talent Acquisition
Readiness in the Hybrid World
UCC Human Resource Management Society
South Campus Webinar
2022