{"references": ["1.\tAamodt, M. G. (2007). Industrial - Organisational Psychology: An Applied Approach, Wadsworth Cengage Learning, Belmont, California, United States. 2.\tAmran, A., Abdul, R.A., and Wirda, O., (2013). Job Behavioral Factors and Turnover Intentions: A Case Study at Sime Darby Property Limited, International Journal of Advances in Management and Economics, 2(6), 103-115. 3.\tCohen, A., (1992). Antecedents of Organizational Commitment across Occupational Groups Commitment: Human Resource Management Review, 1, 61-89. 4.\tGantasala, V.P., and Padmakumar, R., (2011). Antecedent HRM Practices for Organizational Commitment, International Journal of Business and Social Science, 2(2), 55-60. 5.\tIqra, S., Momina, W., Sidra, S., and Muhammad, R., (2014). The Relationship of Turnover Intention with Job Satisfaction, Job Performance, Leader Member Exchange, Emotional Intelligence and Organizational Commitment, International Journal of Learning and Development, 4(2), 242-254. 6.\tJavad and Davood, (2012). Organizational Commitment and Job Satisfaction, ARPN, Journal of Science and Technology, 2(2), 87. 7.\tJitendra, K. S., and Mini, J., (2013). A Study of Employees' Job Satisfaction and its impact on their performance\", Journal of Indian Research, 1(4), 105. 8.\tKhatri, N., and Homma, M., (2001). Explaining Employee Turnover in an Asian context, Human Resource Management Journal, 11(1), 54-74. 9.\tLum, L., Kervin, J., Clark, K., Reid, F., and Sirola, W., (1998). Explaining Nursing Turnover Intent: Job Satisfaction, Pay Satisfaction or Organizational Commitment, Journal of Organizational Behaviour, 19(3), 305-320. 10.\tMeyer J.P., and Allen N.J., (1991). A three-component Conceptualization of Organizational Commitment, Human Resource Management Review, 1, 61-89. 11.\tMobley, W.H., (1977). Intermediate Linkages in the Relationship between Job Satisfaction and Employee Turnover, Journal of Applied Psychology, 62, 237-240. 12.\tMosammod, M.P., and Nurul, K.M.M (2011). Factors Affecting Employee Job Satisfaction of Pharmaceutical Sector, Australian Journal of Business and Management Research, 1(9), 113-123. 13.\tPriyadharshini, and Kalanithi, M., (2009). An Empirical Study on the Burnout of Information Technology Professionals Employed for Middle East countries, Bulletin, 11(4), 26-35. 14.\tQiang, T, Kanliang, W, and Qin, S, (2005). Computer Related Techno Stress in China, Communication of the Association for Computing Machinery, 48 (4), 77-81. 15.\tRajib, L.D, and Manju, B, (2008). Job Stress, Coping Process and Intentions to Leave, Harvard Business Review, 9(1), 41-54. 16.\tRasch, R.H., and Harrell, A., (1990). The Impact of Personal Characteristics on the Turnover Behaviour of Accounting Professionals, Auditing: A Journal of Practice and Theory, 90-102. 17.\tSakshi, S., (2015). Occupational Stress in the Armed Forces: An Indian Army Perspective, IIMB Management Review, 27(3), 185-195. 18.\tStephen, R.C. (1991). Executive Excellence, Institute for Principle - Centered Leadership, chap. 20, Organizational Control versus Self-Supervision, Simon and Schuster Inc,212. 19.\tThomas, S.B, and Strasser, S, (1984). A Longitudinal Analysis of the Antecedents of Organizational Commitment, the Academy of Management Journal, 27(1), 95-112. 20.\tVibha Gupta, (2013). An Analysis of Attrition: Retention Strategy for IT/BPO industry, International Journal of Advance Research in Computer Science and Management Studies, 1(7), 436."]}

BPO are one of the most sought workplaces for young graduates and undergraduates as it provides them with a good environment to work with decent emoluments and financial incentives. The current study explores the relationship between work design, job satisfaction, stress, organizational commitment and turnover intention of employees. Reduction in employee stress, improved work environment and increased job satisfaction will have significant effect in combating attrition in BPO organization (Vibha, 2013). Multiple regression analysis was performed to study the influence of the factors. It is also proved that only work design and stress influences employee’s turnover intention. The negative relationship between job satisfaction and turnover intention is confirmed by regression analysis. A decrease in the level of job satisfaction would lead to an increase in the level of turnover intention. Building relationship between the organization and the workforce with a view to creating a sense of belonging is the ultimate in retention strategy because we Indians value our emotional bonds and affiliations more in life. It is recommended that organizations need to attract and retain employees who are qualified and willing to take on new task and responsibility.