Teresa Proenca, Ana Torres and Ana Sofia Sampaio
The purpose of this paper is to examine the influence of structural empowerment, psychological empowerment and intrinsic motivation on perceived customer satisfaction in contact…
Abstract
Purpose
The purpose of this paper is to examine the influence of structural empowerment, psychological empowerment and intrinsic motivation on perceived customer satisfaction in contact centers.
Design/methodology/approach
A questionnaire was conducted among 703 employees of a contact center. Data analysis was based on structural equation modeling.
Findings
Structural empowerment results in higher levels of perceived customer satisfaction through psychological empowerment and intrinsic motivation. Furthermore, structural empowerment effect on psychological empowerment is mediated by intrinsic motivation.
Practical implications
Previous predictions regarding counterproductive impact of empowerment in a low-service heterogeneity sector, such as contact center are challenged and a transformative message is disclosed in what concerns human resource management (HRM) in contact centers.
Originality/value
The research provides valuable insights for both scholars and practitioners regarding the process through which employees’ psychological empowerment and intrinsic motivation improves customer satisfaction in the context of contact centers.
Details
Keywords
Esther Adot, Anna Akhmedova, Helena Alvelos, Sofia Barbosa-Pereira, Jasmina Berbegal-Mirabent, Sónia Cardoso, Pedro Domingues, Fiorenzo Franceschini, Dolors Gil-Doménech, Ricardo Machado, Domenico Augusto Maisano, Frederic Marimon, Marta Mas-Machuca, Luca Mastrogiacomo, Ana I. Melo, Vera Miguéis, Maria J. Rosa, Paulo Sampaio, Dani Torrents and Ana Raquel Xambre
The paper aims to define a dashboard of indicators to assess the quality performance of higher education institutions (HEI). The instrument is termed SMART-QUAL.
Abstract
Purpose
The paper aims to define a dashboard of indicators to assess the quality performance of higher education institutions (HEI). The instrument is termed SMART-QUAL.
Design/methodology/approach
Two sources were used in order to explore potential indicators. In the first step, information disclosed in official websites or institutional documentation of 36 selected HEIs was analyzed. This first step also included in depth structured high managers’ interviews. A total of 223 indicators emerged. In a second step, recent specialized literature was revised searching for indicators, capturing additional 302 indicators.
Findings
Each one of the 525 total indicators was classified according to some attributes and distributed into 94 intermediate groups. These groups feed a debugging, prioritization and selection process, which ended up in the SMART-QUAL instrument: a set of 56 key performance indicators, which are grouped in 15 standards, and, in turn, classified into the 3 HEI missions. A basic model and an extended model are also proposed.
Originality/value
The paper provides a useful measure of quality performance of HEIs, showing a holistic view to monitor HEI quality from three fundamental missions. This instrument might assist HEI managers for both assessing and benchmarking purposes. The paper ends with recommendations for university managers and public administration authorities.