Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study

Subramaniam, S. Hemmah et al. Article Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Subramaniam, S. Hemmah et al. (2024) : Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-21, https://doi.org/10.1080/23311975.2024.2370444 This Version is available at: https://hdl.handle.net/10419/326368 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study S. Hemmah Subramaniam, Walton Wider, Jem Cloyd M. Tanucan, Kim Yew Lim, Leilei Jiang & Manoch Prompanyo To cite this article: S. Hemmah Subramaniam, Walton Wider, Jem Cloyd M. Tanucan, Kim Yew Lim, Leilei Jiang & Manoch Prompanyo (2024) Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study, Cogent Business & Management, 11:1, 2370444, DOI: 10.1080/23311975.2024.2370444 To link to this article: https://doi.org/10.1080/23311975.2024.2370444 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 27 Jun 2024. Submit your article to this journal Article views: 5788 View related articles View Crossmark data Citing articles: 11 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2370444 Key factors influencing long-term retention among Contact Centre employee in Malaysia: a Delphi method study s. hemmah subramaniama, Walton Widera , Jem cloyd M. tanucanb , Kim Yew lima , leilei Jiangc and Manoch Prompanyod aFaculty of Business and Communications, inti international university, nilai, negeri sembilan, Malaysia; bCollege of education, Cebu technological university, Cebu City, Philippines; cFaculty of education and Liberal arts, inti international university, nilai, negeri sembilan, Malaysia; dFaculty of Management, shinawatra university, Pathum thani, thailand ABSTRACT attrition is the biggest pain point in the contact-center industry across nations. hence, it is important to study how to retain contact center employees. this study aimed to identify the key factors influencing long-term retention among contact center employees in Malaysia. the Delphi method was implemented using purposive sampling. a total of 24 experts were selected from the contact center industry, who had been working in the field for more than five years in managerial positions. a two-round Delphi method was conducted where, in the first round, experts were requested to list the factors contributing to long-term retention among contact center employees in Malaysia. thematic analysis was employed in the first round to identify the dimensions by grouping themes. in the second round, experts were requested to rank the dimensions from the most important to the least important. Based on the findings, the most important factors identified were supportive management, followed by work-life balance, compensation and benefits, working environment, career development, reward and recognition, training and development, and health support. Recommendation was provided to the contact center operation in Malaysia based on this finding on the initiative that can be worked on to retain the contact center employee in Malaysia. Introduction the operation of a contact center is a vital component for many organizations, serving as a strategic element in fostering customer relationships (lópez-Rodríguez et al., 2020). these centers, characterized by their technological sophistication, are crucial in offering improved customer experiences by rapidly addressing inquiries and resolving issues (avdagić-golub et al., 2021). Furthermore, they play a pivotal role in bridging the gap between customers and businesses, and their effectiveness in enhancing customer satisfaction is widely recognized (andrade etal., 2020; Boston, 2021). Despite their importance, contact centers face significant challenges. the high volume of interactions and resultant stress lead to employee burnout, impacting attendance and performance and contributing to a high turnover rate among staff (sorn et al., 2023). the 2021 icMi report indicated that the average turnover rate in contact centers was 58% (Mcglynn, 2024). these issues are exacerbated by the demanding nature of call center jobs, which are categorized as highly stressful (chaudhary et al., 2023). Understanding the different types of turnover is crucial, as voluntary turnover often results from job dissatisfaction (schick, 2020). high employee turnover remains a major challenge across the industry, regardless of size, particularly in contact centers, where employees experience high stress levels due to the expectations of meeting customer demands (gupta & sekher, 2023). © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Walton Wider [email protected].my Faculty of Business and Communications, inti international university, nilai, negeri sembilan, Malaysia. https://doi.org/10.1080/23311975.2024.2370444 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 23 February 2024 Revised 12 June 2024 accepted 15 June 2024 KEYWORDS contact center; Malaysia; long-term retention; employee; mental health REVIEWING EDITOR Pablo Ruiz, Universidad de castilla-la Mancha, spain SUBJECTS Work & Organizational Psychology; human Resource Management; social Psychology 2 s. h. sUBRaManiaM etal. Moreover, sQM cX Research revealed that the average call center agent turnover increased from 35% in 2021 to 38% in 2022, indicating a rising trend over the past five years (Desmarais, 2023). the customer Operation Performance center (cOPc) reported that only 61% of customer service executives were satisfied with their jobs, with only 58% intending to stay in their role for the next year (global Benchmarking series, 2022). these challenges necessitate an understanding of the factors influencing employee retention, especially in the Malaysian context, where the contact-center industry is projected to grow by 3.0% by 2024 (Research and Markets, 2023). however, the Malaysian contact center industry contends with the persistent challenge of employee attrition (abdullateef etal., 2010; Kareem etal., 2014). With the sector’s continued growth, addressing this issue becomes increasingly urgent. Failure to identify and implement effective retention strategies could limit the industry’s ability to capitalize on its expansion and risks undermining its competitiveness in the global market. to bridge this knowledge gap and provide actionable insights for Malaysian contact centers, this study aims to address these challenges by identifying the factors that contribute to the long-term retention of contact center employees in Malaysia. the primary focus is on the Klang Valley area, where the study is as follows: 1. identify the factors influencing long-term retention of contact center employees in Malaysia. 2. Rank these factors in terms of their influence on employee retention. the findings of this study will provide valuable insights for contact center leaders to enhance the work environment for employees, thereby reducing attrition and retaining staff for longer durations. this will assist business leaders in focusing more on business development by having the right talent. identifying these retention factors and developing effective strategies is essential for leveraging talent in strategic business planning. Theoretical underpinning employee retention in any organization is fundamentally linked to job satisfaction, making herzberg’s two-factor theory a highly suitable framework for this study. herzberg’s two-factor theory posits that job satisfaction and dissatisfaction are influenced by two distinct sets of factors: hygiene factors and motivational factors (thant, 2023). While hygiene factors, though essential, are primarily concerned with preventing job dissatisfaction, they do not inherently motivate employees but their absence can lead to significant dissatisfaction. these factors include aspects such as working conditions, salaries, management practices, policies, and job security (lee et al., 2022). conversely, motivational factors are directly linked to enhancing job satisfaction and are crucial for the intrinsic motivation that drives employees to perform better and remain with an organization. these factors include elements such as recognition, growth opportunities, job responsibility, achievement, and the intrinsic nature of the work itself (Karaferis etal., 2022). herzberg’s theory suggests that effective management of these factors is critical for enhancing employee engagement and long-term retention. Moreover, studies like those by thant and chang (2021) and alrawahi et al. (2020) emphasize that neglecting hygiene factors can lead to increased turnover rates, underscoring the need for their management even if they do not directly enhance satisfaction. Meanwhile, research by ali and anwar (2021) and lee etal. (2022) reinforce the importance of motivational factors in driving the engagement and retention of employees, highlighting the dual approach needed to both retain talent and foster a positive organizational culture. thus, herzberg’s two-factor theory provides a comprehensive and practical framework for understanding and implementing effective employee retention strategies in contact centers, ensuring that both hygiene and motivational factors are adequately addressed to optimize job satisfaction and minimize dissatisfaction among employees. Literature review attrition in contact centers presents a significant challenge for many business leaders. Understanding why employees leave their roles is crucial for contact center management. Voluntary departures affect a cOgent BUsiness & ManageMent 3 company’s profit margins and result in a shortage of skilled workers (Ramlawati et al., 2021). in the United states, call center representatives experience a turnover rate double the average of other occupations (lane, 2022). Research by nice (2022), a leader in ai-powered customer service platforms, highlights a 42% attrition rate in the contact center industry by 2021. this rate varies by the size of the center, with 33% for centers with 1000 employees and 50% for those with over 5000 employees. the study also revealed that 31% of customer service agents and managers were highly likely to leave their jobs, with 40% actively seeking opportunities outside the industry. Research on cOPc indicates that improving customer experience is a significant challenge in the service industry (global Benchmarking series, 2022). however, only 36% of employers invest in retention strategies (nice, 2022). Within the business landscape, contact centers serve as a critical tool for facilitating round-the-clock customer interaction. their performance directly impacts customer loyalty and retention. these centers primarily function through a team of employees dedicated to resolving customer inquiries and issues. their responsibilities encompass a diverse range of areas, including billing, collections, order processing, fulfillment, and technical support. however, this seemingly straightforward role is often imbued with significant stress. contact center representatives are subject to strict Key Performance indicators (KPis), which contribute to the demanding nature of the job (said et al., 2022). the pervasive perception of constant organizational monitoring creates a pressurized environment for employees. Upon recognizing any indication of underperformance, anxieties associated with potential termination can lead to stress (Backhaus, 2019; Ravid etal., 2020). in some instances, this stress manifests in proactive employee behavior, resulting in job resignations (Venco, 2006). Underscoring this point, the health of the contact centre 2021 Report by calabrio (2021) reveals that a staggering 96% of contact center workers experience weekly exposure to stressful situations. Beyond the psychological toll, contact center work poses physical health risks, including inadequate ergonomic considerations, potential vision or hearing loss, and musculoskeletal injuries stemming from poor posture or repetitive tasks (santos & lousã, 2022). the shift to remote work during the pandemic, while protecting employees from cOViD-19 exposure, has introduced new challenges that might be contributing to employee turnover. studies have shown that achieving a healthy work-life balance can be difficult while working remotely (tanucan & Uytico, 2021; tanucan et al., 2023). additionally, a lack of proper ergonomic setups at home workstations (stempel & siestrup, 2021) and the blurring of boundaries between work and personal life (tanucan et al., 2023) can lead to increased psychological strain. in Malaysia, contact center operations are integral to the robust global Business services (gBs) industry, renowned for its outsourcing expertise. contact centers leverage Malaysia’s multilingual workforce to provide technical support, troubleshooting, and issue resolution across diverse domains. this integration highlights Malaysia’s ability to deliver globally competitive services. the gBs market in Malaysia reached UsD 1.3 billion in 2019 and is projected to expand to UsD 1.5 billion by 2024 (azuar, 2021). Within emerging markets like Malaysia, the contact center industry represents a significant economic sector. it is recognized as a driver in the nation’s pursuit of higher economic status (Ramli & syed Mohamad, 2013). Furthermore, Malaysia’s rapid growth in the field has earned it the title of ‘asia Pacific call center hub’ (Ulaganathan, 2008). the country’s commitment to fostering a skilled workforce, combined with a business-friendly environment, makes it an attractive option for companies seeking high-quality and cost-effective customer service solutions. as technology continues to evolve and customer expectations rise, Malaysia’s contact center industry is well-positioned to thrive and contribute significantly to the nation’s continued economic development. however, the Malaysian contact center industry contends with the persistent challenge of employee attrition (abdullateef etal., 2010; Kareem etal., 2014). the development and implementation of comprehensive employee retention strategies are imperative to address this issue. these strategies focus on keeping employees motivated, satisfied, and committed to their positions, ultimately benefiting organizational productivity and growth while reducing attrition costs (sorn et al., 2023). notably, research suggests that investing in the improvement and quality of work conditions within contact centers can directly impact job satisfaction, commitment, and employee retention (Van der aa et al., 2012). Furthermore, enhancing human Resource Management (hRM) practices has been shown to increase well-being at work and mitigate the negative impacts associated with working in contact centers (gonçalves-candeias et al., 2021). 4 s. h. sUBRaManiaM etal. Without effective retention plans, organizations risk service interruptions, performance issues, and increased operational costs (Boston, 2021). since contact centers are often the first point of customer interaction, turnover has cost-related implications, adding to the expense of hiring and training new staff (hernández-cestero & campus, 2020). successful employee retention enables a company to leverage skilled talent, achieve organizational goals, and positively impact revenue. human resource departments play a crucial role in identifying areas for improvement to address future workforce needs, making retention a long-term strategic process that begins on an employee’s first day (Zainal et al., 2022). Methods Research design this study used the Delphi method, a consensus-building technique that does not require face-to-face meetings. initially developed by the RanD corporation for military applications in the 1950s, the Delphi method has been adapted for a wide range of research purposes. its flexibility and ability to accommodate a diverse range of expert opinions make it ideal for exploring complex issues (humphrey-Murto et al., 2020; Mihas, 2023). the strength of the method lies in its iterative process, which allows for the refinement of expert opinions over successive rounds, thereby enhancing the depth and reliability of the gathered data (Barrett & heale, 2020). Participants For this study, 40 experts from the Malaysian contact-center industry, each with more than five years of managerial experience, were selected. the experts represented diverse functional areas including operations, training, quality assurance, employee engagement, and human resources. the selection criteria were based on purposive sampling to ensure that the panel of experts had substantial knowledge and experience relevant to the research questions. Purposive sampling allows for the identification of individuals who possess the specific expertise and insights crucial for the study, ensuring that the perspectives gathered are both informed and pertinent (gonzález-garcía et al., 2020). Procedure the Delphi method is executed in two rounds. in the first round, experts were presented with an open-ended question to identify the key factors influencing the long-term retention of contact center employees in Malaysia. this approach allows experts to freely express their views without constraints, providing a rich array of insights for the study. the responses were then meticulously compiled, with similar answers rephrased to avoid redundancy, forming the basis for the second round (Mohd noor et al., 2022). informed consent was obtained via written documentation from all participating experts. in the second round, the refined list of factors from the first round was presented to experts, who were then asked to rate these factors. this round aimed to quantify the relative importance of each factor as perceived by experts, thereby facilitating a more structured and quantifiable assessment of consensus (taylor, 2020). Ethics this study were reviewed and approved by the scientific and ethical Review committee of the inti international University (Reference no: inti/Uec/2023/031). Data analysis the first round of data analysis involved detailed thematic analysis. Responses were collated into an excel file, and thematic analysis began by identifying commonalities and patterns in feedback. this process led cOgent BUsiness & ManageMent 5 to the categorization of responses into distinct themes, which were then refined for inclusion in the second-round questionnaire (Parker et al., 2021). the second round of data analysis utilized the Kendall W-coefficient test, which was performed using the statistical Package for the social sciences (sPss) Version 27. this statistical test assessed the level of agreement among experts regarding the prioritized factors. the Kendall’s W test was used to evaluate the consistency of rankings among the panel. a high Kendall’s W value suggests a strong agreement among the panel, indicating that the ranked factors reliably represent the collective opinion of the experts. On the other hand, a low W value or a high p-value indicates that the experts do not agree. in cases where the results indicated insufficient consensus, the necessity of a third Delphi round would be considered to achieve a more definitive consensus (cui et al., 2023). Results First round of Delphi method as part of the initial phase of research in Delhi, an open-ended questionnaire was distributed to 40 experts on september 18, 2023. Of the 40 experts invited to participate, 33 responded to the first round of the questionnaire, while 7 did not. in adherence to the research etiquette, no further attempts were made to solicit responses from the non-respondents. Detailed information on the experts who participated in the first round of the Delphi process is presented in table 1. the experts who responded to the questionnaire possessed a diverse range of experience in the contact center industry, with their tenure Table 1. List of experts who participated in Round 1 Delphi study. no age experience (Years) Position Company background e1 42 15 Manager, Quality assurance Daythree Digital Berhad is award-winning business process management company delivering innovative, technology driven customer experience management to the client. e2 37 17 Manager, Learning & Development e3 37 14 Manager, Quality assurance e4 46 15 Manager, Quality assurance e5 29 9 senior trainer e6 46 20 senior Manager, Customer experience e7 36 18 Manager, Customer experience e8 57 35 Manager, Customer experience e9 35 13 Manager, Customer experience e10 33 15 Head, organization Learning & Development e11 35 10 Manager, Customer experience e12 47 10 Manager, HRBP e13 40 10 senior trainer e14 32 12 Head of People Happiness e15 27 7 team Manager e16 40 15 team Manager e17 43 19 Manager, Quality assurance e18 49 29 Manager, Customer experience e19 37 13 Manager, Quality assurance e20 27 5 team Manager e21 32 11 Corporate strategy Lead e22 35 7 Manager, HRBP e23 27 7 Manager, Quality assurance e24 43 20 Manager, Quality associate astro – Leading pay tV services in Malaysia e25 45 20 Manager, training e26 39 16 Manager, Performance Management e27 40 15 operation Manager e28 35 10 Workforce Management Manager excess – online trading industry providing better market conditions on currencies.e29 37 7 training Manager e30 30 7 team Manager Concentrix – Business Process outsourcing company, providing customer journey that helps client grow. e31 47 20 Head of Department Commerce access – Business Process outsourcing company providing integrated customer service for both internal and external client e32 33 10 senior operation Manager teleperformance – global business services provider, supporting both local and global client e33 37 13 aPaC Regional Lead Cons Business & analytics Johnson sP – Leading manufacturer of household cleaning products, covering almost 70 countries. 6 s. h. sUBRaManiaM etal. varying from a minimum of five years to a maximum of 35 years. they hold positions ranging from Managers to heads of Department. the feedback provided by these experts underwent a comprehensive thematic analysis (Parker et al., 2021). each response was carefully examined to identify underlying themes, which were then systematically organized into broader dimensions. in total, 57 distinct themes emerged, which were grouped into eight key dimensions. the dimensions identified in Round 1 of the Delphi process included supportive management, rewards and recognition, career development, working environment, training and development, work-life balance, health support, and compensation and benefits. table 2 lists the dimensions and their respective themes. Table 2. Dimension and theme identified in Round 1 Delphi. no Dimension theme 1supportive Management • Managers trust the employee with the task given. • empathetic leaders • Listen to employees and provide guidance. • Care about employees’ wellbeing. • Demonstrate positive work attitude. • transparent communication from leaders • Leaders inspire and empower employee. • Healthy discussion to address ongoing issues. • scheduled performance review • instill a sense of stability and peace of mind among employees. • empowering employee with automation and ai tools 2Rewards and Recognition • token of appreciation. e.g. Vouchers • Long term service award • Rewarding outstanding performers • extra allowance • Monthly, Quarterly and Yearly reward and recognition • timely recognition 3Career Development • establish a clear career path. • Focus more on internal promotion than external hiring. • offering avenues for career progression and upward mobility • opportunity to progress to advances role. • offer an opportunity for employees to acquire certain skills. • opportunities for skill enhancement • offering learning and growth opportunities 4Working environment • Positive company culture • Healthy culture creates a sense of belonging. • a culture that promotes respect, two-way communication, an avenue to share thoughts / ideas. • a diverse and inclusive workplace culture. • Happy working environment • Frequent employee engagement activity • Corporate social Responsibility activities • Providing efficient tool (high speed internet, laptop with good spec) • access to cutting-edge technology and efficient tools • Leisure activities (vending machines on snacks/coffee, sleeping pods, mini games and quite room) • Promote excellent peer relationship 5training and Development • Provide training for knowledge improvement. • encouragement and support for ongoing learning • skill development training • Relevant certification (eg: HPMt,CoPC,six sigma) • Promote learning culture. • soft skills training (communication, problem-solving) • technical training (software usage, product knowledge) • Consistent training to develop skill 6Work Life Balance • Flexible working hours • Work from home • Balance workload • Family-friendly policies like parental leave and childcare support. • Remote working 7Health support • Mental health support • Wellness programs • Healthcare program • Counselling service • stress management program 8Compensation & Benefit • Remuneration matching the market rate • Competitive salary • Yearly bonus • Long term contract promoting job security cOgent BUsiness & ManageMent 7 Following the identification of the dimensions and themes influencing the long-term retention of contact center employees in Malaysia, a second-round Delphi questionnaire was prepared. this round exclusively involved experts who had participated in the initial round. the primary goal of the second round was to establish consensus among these experts regarding the dimensions identified as influential factors in the long-term retention of contact center employees in Malaysia. Second round of Delphi method the second round of the Delphi method commenced on november 1, 2023, with 33 invitations sent to experts who had participated in the first round. in keeping with the Delphi protocol, only experts from the initial round were invited to participate in the subsequent round. During this phase, the eight dimensions identified in the first round were presented to experts. they were asked to rank these dimensions using an eight-point scale, with one indicating the most important dimension and eight indicating the least important in influencing the long-term retention of contact center employees in Malaysia. in the second round, 24 responses were received from the experts, indicating a reduction of nine participants compared to the initial round. table 3 displays the group rankings of the dimensions based on the collected feedback. Based on feedback from the 24 experts in the second round, the dimensions were ranked, with supportive management recording the lowest mean at 3.75. this was followed by work-life balance at 3.83, compensation and benefits at 3.92, working environment at 4.04, career development at 4.08, rewards and recognition at 4.63, training and development at 4.92, and health support at 6.83. these rankings were then subjected to the Kendall coefficient test, which is a robust method used to ascertain the consensus among experts. Using the rankings provided by the experts in the second round, the Kendall’s W value was determined to be 0.175, with a p-value of 0.000. these results indicate a significant level of consistency in ranking among experts. given the strong consensus, the third round of the survey was deemed unnecessary. the confirmed consensus highlights supportive management, work-life balance, compensation and benefits, working environment, career development, rewards and recognition, training and development, and health support as key factors influencing the long-term retention of contact center employees. Table 3. second round Delphi feedback. experts sM RR CD We tD WLB Hs CB e1 3 6 7 1 5 2 8 4 e2 1 8 2 3 7 4 6 5 e3 2 6 8 1 5 4 7 3 e4 6 5 2 7 1 4 8 3 e5 1 2 3 6 8 4 7 5 e6 5 3 4 1 2 6 8 7 e7 1 4 2 8 5 6 7 3 e8 3 4 2 5 1 6 8 7 e9 4 5 1 2 7 8 6 3 e10 7 1 4 8 5 6 3 2 e11 5 7 8 4 6 1 2 3 e12 5 6 3 4 7 1 8 2 e13 5 7 6 4 2 1 3 8 e14 5 6 3 1 4 2 8 7 e15 4 5 7 1 8 2 6 3 e16 3 7 2 4 5 6 8 1 e17 2 4 3 1 5 8 7 6 e18 7 6 4 2 5 3 8 1 e19 6 5 3 2 4 1 8 7 e20 2 3 5 7 4 1 8 6 e21 5 2 7 3 6 4 8 1 e22 2 4 5 6 7 3 8 1 e23 1 4 5 8 3 6 7 2 e24 5 1 2 8 6 3 7 4 Mean 3.75 4.63 4.08 4.04 4.92 3.83 6.83 3.92 group Rank 1 6 5 4 7 2 8 3 sM: supportive management; RR: reward and recognition; CD: career development; We: working environment; tD: training and development; WLB: work-life balance; Hs: health support; CB: compensation and benefit. 14 s. h. sUBRaManiaM etal. manage workplace stress, addressing specific job-related issues that can lead to dissatisfaction if not properly managed. By offering such support, organizations prevent negative work conditions that could otherwise increase turnover. conversely, wellness programs and stress management programs function as motivational factors. More than just preventing dissatisfaction, these programs can motivate employees by promoting a healthy lifestyle and proactive stress management. they contribute to an environment where employees feel cared for and valued, enhancing job satisfaction and encouraging long-term retention. implementing initiatives such as employee assistance Programs (eaPs) can significantly contribute to employee wellness (langlieb etal., 2021). eaPs provide confidential telephone services that allow employees to seek advice and support for work-related health issues, aiding in stress management and improving their overall well-being. additionally, offering free mental health services has been identified as an effective strategy for reducing employee dissatisfaction within contact centers (Boston, 2021). By prioritizing employee health and well-being through such initiatives, organizations can mitigate stress levels among contact center employees, potentially reducing turnover and improving overall satisfaction and retention. Furthermore, addressing stress levels among contact center employees can significantly benefit from implementing counseling services (thachanamurthy, 2019). Management should consider incorporating workshops, exercises, and confidential counseling sessions to effectively manage stress within the workplace. these services should address the specific problems faced by contact center employees, providing them with a supportive outlet. it is also advised that management continuously promotes awareness of stress management techniques among call center employees. creating an environment that prioritizes stress management and well-being can strengthen employees’ connections with their company (søvold et al., 2021). as part of a comprehensive stress management program, organizations are encouraged to provide facilities, such as breakout areas and chill-out zones, and allow more frequent breaks. these measures not only provide physical relaxation but also contribute to mental rejuvenation, ultimately helping reduce stress levels among contact center employees. Recommendations the contact center industry is well-known for its high-stress work environment, which includes frequent interactions with dissatisfied customers and rotating work schedules (gupta et al., 2022). employees frequently consider leaving unless they receive significant job satisfaction, recognition, or rewards. as a result, contact center organizations must prioritize effective workforce retention strategies. Our research shows that supportive management is critical for the long-term retention of contact center employees in Malaysia. Management must ensure supervisors have the necessary skills to identify and address employee motivation issues (ahmad et al., 2018). leadership training programs should emphasize empathy and support. implementing a feedback mechanism, such as an employee satisfaction survey, allows employees to voice their opinions about supervisory support. this feedback should be used to establish specific improvement targets for leaders and incorporate them into their KPis to improve performance. structured mentorship programs in which experienced agents guide newcomers can also help to foster a supportive environment. the second most important factor is promoting a healthy work-life balance, which has a significant impact on motivation and retention. effective workload management can prevent excessive demands, such as working longer hours or working from home, which can lead to burnout (Fatima et al., 2024). this balance can be improved by using dynamic scheduling tools that accommodate employee preferences while meeting operational needs, as well as introducing regular micro-breaks to help employees recharge. compensation and benefits are ranked third in importance. Regular salary reviews and benchmarking against industry standards are required to ensure that salaries remain competitive and influence employee retention (ceblano et al., 2019). transparent, performance-based incentives can also motivate employees while mitigating perceptions of unfair treatment. establishing a positive work culture that promotes employee well-being is critical. gamification of work processes can make daily tasks more interesting (gupta etal., 2022). implementing strategies based on individual performance metrics can provide incentives, resulting in a dynamic and motivating workplace. Regular team-building and community service activities can help to improve this environment. career development opportunities are critical in retaining employees. Mentoring and individual cOgent BUsiness & ManageMent 15 development programs assist in identifying and nurturing potential future leaders, demonstrating the organization’s commitment to professional development. this promotes loyalty and retention (gupta, 2021). setting up fast-track leadership programs for top performers can also help them advance in their careers. given the potential negative effects of job-related stress on mental health, providing health support is essential. Wellness programs, such as fitness activities and weekly Zumba classes, can effectively reduce stress and contribute to a healthier workforce, potentially lowering turnover rates (langlieb etal., 2021). it is recommended to conduct regular wellness assessments and create on-site relaxation zones with amenities such as massage chairs and meditation rooms. Recognizing employees goes beyond basic salary requirements. a customizable recognition system in which employees select their rewards, such as additional vacation days or gift cards, can significantly boost morale. a peer-to-peer recognition platform can also improve team cohesion by allowing employees to give ‘kudos’ to one another. Focusing on these areas, contact center organizations can foster a more engaged and loyal workforce, significantly increasing overall productivity and satisfaction. these strategies seek not only to reduce turnover but also to improve overall workplace culture, which is critical in the high-pressure environment of the contact center industry. Conclusion this study’s exploration of the factors influencing long-term retention among contact center employees in Malaysia, grounded in herzberg’s two-factor theory, provides both theoretical and practical contributions. theoretically, it validates and extends herzberg’s framework in the context of contact centers. the identification of specific motivational and hygiene factors aligns with herzberg’s assertion that job satisfaction is influenced by these two factors. By categorizing aspects such as supportive management, work-life balance, and career development as motivational factors and compensation, working conditions, and health support as hygiene factors, this study enriches the understanding of employee satisfaction and retention in high-stress, high-turnover environments. this application of herzberg’s theory to the contact-center industry not only reaffirms its validity but also highlights its adaptability and relevance in a specific sector. Practically, the findings offer a robust framework for hR professionals and managers in contact centers to develop targeted strategies that address both motivational and hygiene factors. For hR professionals, this study provides a comprehensive guide for formulating policies and practices that enhance job satisfaction and reduce turnover by focusing on the identified critical factors. For managers, the insights gained from this study serve as an essential guide for understanding and implementing management strategies that effectively balance both sets of factors. this balanced approach is crucial for fostering a work environment that meets the basic needs of employees and actively encourages their growth and recognition. additionally, the findings of this study can assist policymakers and industry leaders in establishing benchmarks and best practices for employee retention strategies, contributing to the overall improvement of the contact center industry. While this study makes significant contributions, it is important to acknowledge its limitations, particularly in terms of methodology. First, reliance on the Delphi method, which is beneficial for gathering expert opinions and achieving consensus, may introduce certain biases (Makhmutov, 2021). the selection of experts based predominantly on their experience and managerial positions could potentially limit the diversity of perspectives, especially from employees at different organizational levels. additionally, the absence of face-to-face interactions in the Delphi process may have affected the depth of responses and limited the opportunity for richer, more nuanced insights that often emerge from direct interactions. the potential for dropouts between rounds of the Delphi method is another concern as it could result in the loss of valuable insights, particularly if experts who did not participate in all rounds had unique or dissenting opinions. this dropout risk highlights the challenge of maintaining engagement and participation over multiple rounds. Furthermore, the study’s focus on the Malaysian contact center industry, while providing in-depth insights into this specific context, may limit the generalizability of the findings to other regions or industries. cultural, economic, and regulatory differences can significantly influence employee retention factors, suggesting that the findings of this study might not be directly applicable to contact centers in other geographical areas or sectors. Finally, the study’s time-bound nature means 16 s. h. sUBRaManiaM etal. that the findings represent a snapshot in time and may not account for evolving industry trends or emerging challenges and opportunities in employee retention. the dynamic nature of the contact center industry, influenced by technological advancements and changing consumer expectations, suggests that factors influencing employee retention may also evolve over time. in acknowledging these limitations, the study opens avenues for future research to explore these areas further, potentially using a variety of research methods and broader participant representation to enhance the understanding and applicability of the findings. Future research could focus on turnover patterns and retention strategies in both inbound and outsourced contact centers in Malaysia, providing insights into the challenges in outsourced centers. collaboration with operators outside Malaysia and across various industries, including government-linked companies and private contact centers, could offer comparative analyses. exploring the impact of cutting-edge technology, particularly in the context of Malaysia’s industry 4.0 initiatives, on employee motivation and retention would be valuable. such studies could enhance the understanding of the effects of digitalization on retention strategies and contribute practical insights for improving working environments in contact centers. Author contribution statement conception and design: s hemmah subramaniam & Walton Wider; analysis and interpretation of the data: s hemmah subramaniam & Walton Wider; the drafting of the paper: Kim Yew lim, leilei Jiang, Manoch Prompanyo, & Jem cloyd M. tanucan; Revising it critically for intellectual content: s hemmah subramaniam & Walton Wider; Final approval of the version to be published: s hemmah subramaniam & Walton Wider; all authors agree to be accountable for all aspects of the work. Disclosure statement no potential conflict of interest was reported by the authors. Funding statement no funding was received. About the authors S. Hemmah Subramaniam holds a B.sc. in Medical science and an MBa. With 13 years in customer service, she specializes in quality assurance management and operations. hemmah has twice won the ccaM award as the Best contact center Quality assurance Professional. her expertise spans sectors like e-commerce and fintech, ensuring top-tier service quality and adherence to industry standards such as cOPc. Walton Wider is a Professor in the Faculty of Business and communications at inti international University, holding a PhD in Psychology. his research spans Psychology, education, and Management. his work has been pivotal in fostering interdisciplinary collaborations and partnerships, enriching academic and practical approaches across these fields. Jem Cloyd M. Tanucan holds a PhD in education and a Doctor of education degree. as the focal person for sports, wellness, and cultural affairs, he specializes in research on education, health, leadership, and emerging adulthood. he develops and implements programs promoting physical activity, healthy lifestyles, and cultural enrichment, enhancing community well-being. Kim Yew Lim is an associate Professor in the Faculty of Business and Management at inti international University. he holds a PhD in Business administration and Management. his areas of expertise include marketing management and service marketing, with a focus on leveraging theoretical and practical insights to enhance service delivery and customer satisfaction in diverse market sectors. Leilei Jiang is a PhD student in education at the Faculty of education and liberal arts at inti international University & colleges. his research primarily focuses on the design and application of educational technology, as well as the study of metaverse applications. Manoch Prompanyo is a lecturer at the Faculty of Management, shinawatra University. he is specializing in hospitality management. cOgent BUsiness & ManageMent 17 ORCID Walton Wider http://orcid.org/0000-0002-0369-4082 Jem cloyd M. tanucan http://orcid.org/0000-0002-9697-2618 Kim Yew lim http://orcid.org/0000-0001-9958-1236 leilei Jiang http://orcid.org/0009-0005-4074-2062 Manoch Prompanyo http://orcid.org/0009-0006-9819-3163 Data availability statement the data are available and will be provided upon reasonable request. References abdullateef, a. O., Mohd Mokhtar, s. s., Yusoff, R. Z., & ahmad, i. s. 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