This paper presents the findings of research undertaken in a customer contact centre in Ireland in which a series of measures were introduced to implement employee‐centred work…
Abstract
Purpose
This paper presents the findings of research undertaken in a customer contact centre in Ireland in which a series of measures were introduced to implement employee‐centred work practices. The paper examines the processes by which the measures were undertaken and considers the changes to performance that were attributed to the involvement initiatives.
Design/methodology/approach
An action research approach was utilised in studying the problem and a variety of measures were utilised to identify alterations in employee perceptions and employee performance over the period of the introduction of the changes.
Findings
The results of the interventions within the call centre indicated improvements in employee perceptions of their work situation as measured by the dimensions of the survey instrument. In addition, performance also improved during this time. However, while the thrust behind the change initiatives was one of involvement, at the same time decisions about which issues were open to an involvement process were made by management and there were indications of a dualist approach in the introduction of the employee‐centred initiatives.
Research limitations/implications
The research was confined to one organisation which limits the extent to which the findings are generalisable.
Practical implications
Provides insights into the range of approaches to involvement that might be utilised within a call centre.
Originality/value
The paper considers an array of techniques which are now being used to manage employees within a call centre environment.
Details
Keywords
Eric P. Jack, Tom A. Bedics and Charles E. McCary
The purpose of this conceptual paper is to examine key operational tradeoffs and challenges that call center managers face.
Abstract
Purpose
The purpose of this conceptual paper is to examine key operational tradeoffs and challenges that call center managers face.
Design/methodology/approach
To support the concepts advanced in this paper, an embedded case study is used from an inbound call center for a regional wireless phone company that operates in the USA. The research involved: a review of available service quality and call center management literature; development of a resource‐based framework to understand key operational tradeoffs; use of a case study approach with structured interviews of key managers and employees; and synthesis of this data in order to understand why and how these managers made key operational tradeoff decisions. The case study was done on an inbound customer service call center for a regional wireless phone company that operates in the Southeastern USA.
Findings
This research suggests that there are four key resource management decisions that must be addressed in order to improve service quality and effectively manage call center operations: the efficient deployment and use of labor, effective leveraging of technology, capacity management, and demand management.
Research limitations/implications
The use of a single case approach limits the generalizability of results; however, this methodology is effective in providing rich data and a research framework to both build theory and advance future research in this arena.
Practical implications
It is noteworthy that while technology, capacity management, and demand management systems are essential, labor remains a key differentiator in achieving high service quality. A call center must provide dependable service with knowledgeable, honest, polite and empathetic employees who can efficiently answer customers' questions while also promoting more products and services to improve profitability.
Originality/value
While this research is primarily conceptual, it also uses a case study to explain why and how managers make key tradeoffs in order to compete effectively on service quality in the call center industry.
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Keywords
Thomas N. Garavan, John P. Wilson, Christine Cross, Ronan Carbery, Inga Sieben, Andries de Grip, Christer Strandberg, Claire Gubbins, Valerie Shanahan, Carole Hogan, Martin McCracken and Norma Heaton
Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to…
Abstract
Purpose
Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.
Design/methodology/approach
The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.
Findings
The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.
Originality/value
This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.