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Journal articles on the topic 'Call centers'

To see the other types of publications on this topic, follow the link: Call centers.

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Kasznar, Istvan Karoly. "Administración de Call Center Ante Exigências del Consumidor." Revista Pensamento Contemporâneo em Administração 2, no. 3 (December 15, 2008): 59. http://dx.doi.org/10.12712/rpca.v2i3.149.

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Este artículo muestra la creciente importancia asumida por los call-centers, como entidades que ayudan a comunicar con presteza, rapidez y grande eficiencia, informaciones y dados através de un canal de doble sentido. Tanto el consumidor, quanto el supridor de servicios ganan con el uso de call-centers, en un juego de alianzas del tipo gana-gana. Son expuestas las ventajas y desventajas del uso y aprovechamiento de call-centers, tanto por clientes, quanto por empresários. Y se apresentan las oportunidades estratégicas para la adequada compreensión de la relevancia de los call-centres y de su futuro, en la lógica y dinâmica organizacional. Además, dados y levantamientos ilustran el perfil y la razon de ser de las consultas a call-centers.

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2

Jaoua, Amel, Pierre L’Ecuyer, and Louis Delorme. "Call-type dependence in multiskill call centers." SIMULATION 89, no. 6 (April 4, 2013): 722–34. http://dx.doi.org/10.1177/0037549713479405.

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3

ZAREEN, SHAFAQ, and DR SUREKHA RANA. "Job Satisfaction and Demographics: Implications in Call Centers." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 1–4. http://dx.doi.org/10.15373/22778179/apr2014/222.

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4

Sato, Hidenori. "Are call centers sweatshops?" Annals of Business Administrative Science 17, no. 5 (October 15, 2018): 193–202. http://dx.doi.org/10.7880/abas.0180830a.

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5

Borst, Sem, Avi Mandelbaum, and Martin I. Reiman. "Dimensioning Large Call Centers." Operations Research 52, no. 1 (February 2004): 17–34. http://dx.doi.org/10.1287/opre.1030.0081.

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6

Talley, C. Richard. "Customer-service call centers." American Journal of Health-System Pharmacy 53, no. 17 (September 1, 1996): 2041. http://dx.doi.org/10.1093/ajhp/53.17.2041.

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7

Wuring, Nicolette. "Ethics and call centers." CallCenter INTERNATIONAL 2, no. 1 (February 2009): 10–14. http://dx.doi.org/10.1007/bf03252238.

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8

Shah, Younis Ahamd, and Dr Riyaz Ahmad Rainayee. "Determinants of Attrition in Call Centers: a study of Indian Call Centers." IOSR Journal of Business and Management 16, no. 6 (2014): 46–51. http://dx.doi.org/10.9790/487x-16624651.

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9

Bhulai, S., and G. Koole. "Queueing model for call blending in call centers." IEEE Transactions on Automatic Control 48, no. 8 (August 2003): 1434–38. http://dx.doi.org/10.1109/tac.2003.815038.

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10

김준우 and Jang Hee Lee. "Prioritizing the Transferred Calls in Two-Stage Call Centers." Journal of Korea Service Management Society 12, no. 1 (March 2011): 155–87. http://dx.doi.org/10.15706/jksms.2011.12.1.007.

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11

Hakan Özkan, Ahmet. "Impacts of Location on Bank Call Center Services: The Case of Turkey." South East European Journal of Economics and Business 7, no. 2 (November 1, 2012): 77–88. http://dx.doi.org/10.2478/v10033-012-0016-4.

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Abstract Purpose - The CRM sector represents the quality of a company. The quality of a company might be evaluated by taking the services of a call center as a measure by the customers, because CRM is the most interactive point of the operations of all companies. Call centers represent companies with 24/7 service. Companies have to search for ways to increase the quality of their service and CRM. Call center companies started to move to Anatolia in response to government incentives. The purpose of this study was to examine the results of this change. Design/methodology/approach - Bank call centers in large cities and Anatolian bank call centers are compared. SERVQUAL is used to compare the service quality of the call centers. 100 questionnaires are used to evaluate the services of the bank call centers and 100 customers are interviewed. The banks with Anatolian call centers and the banks without Anatolian call centers are compared to each other by using the results of the interviews and questionnaires. Findings - The service quality of the call center of the banks with Anatolian call centers seems to be higher than those without them. Practical implications - The reason for the better performance of Anatolian bank call centers can be explained by using some observations. These reasons can be taken into account by CRM companies to provide better service. Originality/value - This paper is proof of that CRM agents are affected by stress factors and their environment. Therefore, stress levels have to be decreased for employees for better service. Selecting a good location is the most important step in diminishing stress levels.

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12

Bojanić, Milana, Vlado Delić, and Alexey Karpov. "Call Redistribution for a Call Center Based on Speech Emotion Recognition." Applied Sciences 10, no. 13 (July 6, 2020): 4653. http://dx.doi.org/10.3390/app10134653.

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Call center operators communicate with callers in different emotional states (anger, anxiety, fear, stress, joy, etc.). Sometimes a number of calls coming in a short period of time have to be answered and processed. In the moments when all call center operators are busy, the system puts that call on hold, regardless of its urgency. This research aims to improve the functionality of call centers by recognition of call urgency and redistribution of calls in a queue. It could be beneficial for call centers giving health care support for elderly people and emergency call centers. The proposed recognition of call urgency and consequent call ranking and redistribution is based on emotion recognition in speech, giving greater priority to calls featuring emotions such as fear, anger and sadness, and less priority to calls featuring neutral speech and happiness. Experimental results, obtained in a simulated call center, show a significant reduction in waiting time for calls estimated as more urgent, especially the calls featuring the emotions of fear and anger.

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13

KANAKUBO, Masaaki, and Chiaki HISHINUMA. "Adaptive Operator Scheduling for Call Centers." Journal of Japan Society for Fuzzy Theory and Intelligent Informatics 18, no. 4 (2006): 619–28. http://dx.doi.org/10.3156/jsoft.18.619.

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14

Metz, Anna-Marie, Heinz-Jürgen Rothe, and Mirko Degener. "Belastungsprofile von Beschäftigten in Call Centers." Zeitschrift für Arbeits- und Organisationspsychologie A&O 45, no. 3 (July 2001): 124–35. http://dx.doi.org/10.1026//0932-4089.45.3.124.

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Zusammenfassung. In der vorliegenden explorativen Studie wurden arbeitsbedingte Belastungen von Mitarbeitern in zwei Call Centers erhoben. Die Untersuchungen wurden in einer unternehmensinternen und einer externen Teleserviceeinrichtung mit Hilfe des SPA-Verfahrens (Screening psychischer Arbeitsbelastungen) durchgeführt. Das Verfahren besteht aus drei Teilen: (1) bedingungsbezogene Erfassung der Arbeitsbelastungen, (2) personbezogene Erfassung der Arbeitsbelastungen und (3) der Arbeitsbeanspruchungen. Zusätzlich wurde die ergonomische Gestaltung der Arbeitsplätze analysiert und bewertet. Die Ergebnisse weisen generell hin auf restriktive Entscheidungsspielräume, geringe Komplexität und Variabilität der Arbeitsaufgaben sowie geringe Nutzung der Qualifikation bei den hier untersuchten Tätigkeiten. Das berichtete Beanspruchungserleben der Beschäftigten korrespondiert nicht mit der bedingungsbezogen erhobenen Belastung, obwohl die Mitarbeiter die Arbeitssituationsmerkmale in ähnlicher Weise wie die Experten reflektieren.

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15

Roubos, Alex, and Oualid Jouini. "Call centers with hyperexponential patience modeling." International Journal of Production Economics 141, no. 1 (January 2013): 307–15. http://dx.doi.org/10.1016/j.ijpe.2012.08.011.

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16

Bhulai, Sandjai, Taoying Farenhorst-Yuan, Bernd Heidergott, and Dinard van der Laan. "Optimal balanced control for call centers." Annals of Operations Research 201, no. 1 (September 6, 2012): 39–62. http://dx.doi.org/10.1007/s10479-012-1215-1.

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17

Dagohoy, Princess Diane. "Call Centers and the Modern Individual." Plaridel 4, no. 2 (August 1, 2007): 1–24. http://dx.doi.org/10.52518/2007.4.2-01dghy.

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This ethnographic study explored how working as a call center agent influenced the identity, shaped communicative styles, and affected the work ethics of an individual. The call center phenomenon was taken as a consequence of modernity in which individuals are subject to respond. Qualitative methods of research were used such as focus interviews and participant observation. Using macro and micro perspectives in analyzing the consequences of modernity, the study concludes that rather than seeing the individual as passive and restrained by the changes brought by modernity, the study presents an individual who is rational and goal-oriented; whose identity is dynamic, fluid and capable of adapting and adjusting.

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18

Stepanova, Irina V. "METHODOLOGY FOR CALCULATING CALL SERVICE CENTERS." SYNCHROINFO JOURNAL 9, no. 4 (2023): 2–9. http://dx.doi.org/10.36724/2664-066x-2023-9-4-2-9.

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The “System 112” complex of tools should provide automated processing of emergency calls to a single number “112”. During the transition period, it is planned for the joint functioning of existing emergency services of various departmental subordination and the formation within the framework of the “System 112” of independent services that are new in their functionality and purpose. The article discusses a design option made taking into account the launch of a number of pilot projects of System 112 in various regions. It should be emphasized that currently there are a significant number of options for organizing System 112, which differ both in the distribution of functions between services and in the ability to regulate the timing characteristics of servicing calls of different types. Multi-variance in solving the task of designing an emergency call service center makes it possible to effectively organize course design, allowing students to demonstrate their developed competencies and apply theoretical knowledge in the discipline Teletraffic Theory to solve current practical problems.

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19

Zacharias, Thomas. "Call Centers as a Blog Guard." CallCenter INTERNATIONAL 1, no. 4 (November 2008): 32–34. http://dx.doi.org/10.1007/bf03252237.

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20

Jünger, Alexander. "Call Centers and the financial crisis." CallCenter INTERNATIONAL 2, no. 1 (February 2009): 16–20. http://dx.doi.org/10.1007/bf03252239.

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21

RAHMAN, TARIQ. "Language ideology, identity and the commodification of language in the call centers of Pakistan." Language in Society 38, no. 2 (April 2009): 233–58. http://dx.doi.org/10.1017/s0047404509090344.

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ABSTRACTThis article relates the language ideologies of Pakistan in general, and its call centers in particular, with the language policies and practices of the latter. The specific policy focused upon is the commodification of English with a near-native (American or British) accent as linguistic capital. These accents are indexed to the desired foreign identities which the workers of call centers perform in telephonic interaction with clients as part of their sales strategy. This crossing over to native-speaker linguistic identities is not always successful. When successful, however, some workers in the call centers pass as native speakers in certain contexts and for certain purposes. Such practices and the policies upon which they are contingent are consequences of language ideologies that entail language discrimination against the workers of the call centers by the Pakistani English-using elite, and vice versa. (English, commodification of language, accent, linguistic capital, language policy, identity, passing, crossing, call centers, Pakistan)

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22

Ramchand, Rajeev, Lisa Jaycox, Pat Ebener, Mary Lou Gilbert, Dionne Barnes-Proby, and Prodyumna Goutam. "Characteristics and Proximal Outcomes of Calls Made to Suicide Crisis Hotlines in California." Crisis 38, no. 1 (January 2017): 26–35. http://dx.doi.org/10.1027/0227-5910/a000401.

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Abstract. Background: Suicide hotlines are commonly used to prevent suicides, although centers vary with respect to their management and operations. Aims: To describe variability across suicide prevention hotlines. Method: Live monitoring of 241 calls was conducted at 10 suicide prevention hotlines in California. Results: Call centers are similar with respect to caller characteristics and the concerns callers raise during their calls. The proportion of callers at risk for suicide varied from 3 to 57%. Compliance with asking about current suicide risk, past ideation, and past attempts also ranged considerably. Callers to centers that were part of the National Suicide Prevention Lifeline (NSPL) were more likely to experience reduced distress than callers to centers that were not part of the NSPL. Conclusion: Because callers do not generally choose the center or responder that will take their call, it is critical to promote quality across call centers and minimize the variability that currently exists. Accrediting bodies, funders, and crisis centers should require that centers continuously monitor calls to ensure and improve call quality.

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23

Moltzen, Kai, and Rolf van Dick. "Arbeitsrelevante Einstellungen bei Call Center-Agenten:." Zeitschrift für Personalpsychologie 1, no. 4 (October 2002): 161–70. http://dx.doi.org/10.1026//1617-6391.1.4.161.

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Zusammenfassung. Call Center stellen einen zunehmend wachsenden Zweig der Dienstleistungsbranche dar. Man kann zwischen verschiedenen Call Center-Typen unterscheiden, nämlich zwischen Inhouse- und Outhouse-Call Centern. Ferner kann zwischen Inbound- und Outbound-Telefonmarketing unterschieden werden. Die objektive Arbeitssituation stellt sich für Outbound-Agenten im Vergleich zu Inbound-Agenten und für Inhouse-Call Center im Vergleich zu Outhouse-Call Centern positiver dar, daher wurden auch positivere Arbeitseinstellungen in diesen Bereichen erwartet. Vergleiche wurden bezüglich verschiedener Foci von Identifikation, dem Teamklima, selbstberichteten Extra-Rollen-Verhaltensweisen (OCB), Zufriedenheit, intrinsischer Motivation sowie verschiedenen Subskalen des Job Diagnostic Survey (JDS) angestellt. Insgesamt bearbeiteten 211 Call Center-Agenten einen standardisierten Fragebogen. Die Hypothesen wurden teilweise bestätigt: Im Vergleich zu Mitarbeitern des Outhouse-Call Centers zeigten Inhouse-Call Center-Agenten positivere Werte bei der Identifikation mit der Firma, bei selbstberichtetem OCB, geringere Kündigungsabsichten und positivere Einschätzungen der Tätigkeit auf verschiedenen Skalen des JDS. Für Outbound-Agenten ergaben sich, im Vergleich zu Inbound-Agenten, eine stärkere Identifikation mit der Firma, häufiger geäußertes OCB, eine stärker wahrgenommene Autonomie und mehr Rückmeldung durch die Aufgabe.

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24

Gião, Paulo Roberto, and Moacir de Miranda Oliveira Júnior. "Offshoring call centers for emerging markets: findings from Brazil." Internext 2, no. 2 (January 18, 2008): 295–318. http://dx.doi.org/10.18568/1980-4865.22295-318.

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Offshoring production and services is changing business models in many industries. Many manufacturing sectors and more recently service sectors are moving their plants or installations abroad, to affiliates or third-party companies in developing countries. This movement is also happening in the call center industry since India is the destination for many call centers, Brazil as well as presents good perspectives based on its multicultural society and the stage of the Brazilian call center industry. To understand and identify the potential capabilities and opportunities in this industry, a survey was carried out sampling 114 call centers located in Brazil. The main data shows the competitiveness of Brazil along with other emerging countries. Offshoring call centers are on the way up and Brazil has the capability to be a great player as the presented cases show. Results obtained from the survey demonstrate that Brazilian call centers are in the initial stage of internationalization, but that can change very quickly because the main infrastructure and human resources already exist and can be readied based on the technologies and competencies to serve international markets.

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25

Alarcón, Amado, and Josiah McC Heyman. "Bilingual call centers at the US-Mexico border: Location and linguistic markers of exploitability." Language in Society 42, no. 1 (January 24, 2013): 1–21. http://dx.doi.org/10.1017/s0047404512000875.

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AbstractBilingual call centers in El Paso, Texas, an extensively bilingual US-Mexico border setting, provide a valuable opportunity to examine empirically what occurs with respect to language shift reversal of Spanish in the context of new information economy. Interviews were conducted with thirty-nine call center operators and managers, and twelve translators and interpreters. Call centers provide an important occupational performance of and recognition to the Spanish language. Nevertheless, bilingual call centers mainly rely on uncompensated, socially provided language skills in Spanish, a freely available “heritage language” in the border setting. Spanish is not valued as a technical competency, worth specific attention to training, management of language features, and extra compensation. Bilingualism is used in the labor market as a sign of cheap and flexible labor, rather than as economically and socially valued “skill,” even though in the new information workplace it serves the latter role. (Call centers, new economy, language and workplace, bilingualism, Spanish, borders)*

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26

Abdullateef, Aliyu Olayemi, Sany Sanuri Mohd Mokhtar, and Rushami Zien Yusoff. "The mediating effects of first call resolution on call centers’ performance." Journal of Database Marketing & Customer Strategy Management 18, no. 1 (March 2011): 16–30. http://dx.doi.org/10.1057/dbm.2011.4.

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27

Ebadi Jalal, Mona, Monireh Hosseini, and Stefan Karlsson. "Forecasting incoming call volumes in call centers with recurrent Neural Networks." Journal of Business Research 69, no. 11 (November 2016): 4811–14. http://dx.doi.org/10.1016/j.jbusres.2016.04.035.

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28

Proenca, Teresa, and Helena Rodrigues. "Empowerment in call centers and customer satisfaction." Management Research: Journal of the Iberoamerican Academy of Management 19, no. 2 (June 7, 2021): 143–61. http://dx.doi.org/10.1108/mrjiam-01-2021-1129.

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Purpose Call center is a large and growing sector worldwide and is facing important human resource management (HRM) and service challenges. The purpose of this study is to analyze the impact of structural empowerment (SE) and psychological empowerment (PE) on customer satisfaction (CS) through employee job satisfaction (JS) at a call center in Portugal. Design/methodology/approach Data were collected by means of a survey handed over personally to 267 employees at the call center of a telecommunication company. This was then linked to their respective net promoter score (CS) provided by the call center. Confirmatory factor analysis and structural equation modeling were used as analytical tools. Findings SE affects PE, and both have a positive impact on JS. Empowerment impacts CS: SE positively affects CS mediated by PE; and PE affects CS mediated by JS. Practical implications This study emphasizes the importance of the use of organizational practices of SE in call centers to achieve two important organizational outcomes: employee JS and CS. Originality/value This study tests a process model involving two domains, HRM (employee side) and service delivery (customer side), which are traditionally dealt with separately in the context of call centers. This helps to understand how HRM polices are connected to CS. Although some of these relationships have been studied separately in different contexts, the research offers a strong methodological design by linking employee perceptions of empowerment with data provided by the firm on CS.

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29

Vasconcelos, Ana Paula Gomes. "A Incomunicação Nas Empresas De Call Centers." Augusto Guzzo Revista Acadêmica 1, no. 13 (September 29, 2014): 47. http://dx.doi.org/10.22287/ag.v1i13.210.

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30

Beyan, AyseCoskun, Yucel Demiral, ArifHikmet Cimrin, and Alparslan Ergor. "Call centers and noise-induced hearing loss." Noise and Health 18, no. 81 (2016): 113. http://dx.doi.org/10.4103/1463-1741.178512.

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31

Schneps-Schneppe, Manfred, and Janis Sedols. "Markov Models for Multi-Skill Call Centers." International Journal of Networks and Communications 2, no. 4 (August 9, 2012): 55–61. http://dx.doi.org/10.5923/j.ijnc.20120204.03.

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32

Lam, Kokin, and R. S. M. Lau. "A simulation approach to restructuring call centers." Business Process Management Journal 10, no. 4 (August 2004): 481–94. http://dx.doi.org/10.1108/14637150410548119.

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33

Samuelson, Douglas A. "Predictive Dialing for Outbound Telephone Call Centers." Interfaces 29, no. 5 (October 1999): 66–81. http://dx.doi.org/10.1287/inte.29.5.66.

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34

Wallace, David L. "Counseling Centers: A Call for Campus Leadership." Journal of College Student Psychotherapy 28, no. 1 (January 2, 2014): 3–5. http://dx.doi.org/10.1080/87568225.2014.854671.

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35

Foulkes, Timothy. "Speech privacy in customer service call centers." Journal of the Acoustical Society of America 118, no. 3 (September 2005): 1855. http://dx.doi.org/10.1121/1.4778784.

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36

Sieben, Inge, Andries De Grip, Jessica Longen, and Ole Sørensen. "Technology, Selection, and Training in Call Centers." ILR Review 62, no. 4 (July 2009): 553–72. http://dx.doi.org/10.1177/001979390906200405.

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37

Desai, Renu. "Understanding management control systems in call centers." International Journal of Productivity and Performance Management 59, no. 8 (November 2, 2010): 792–810. http://dx.doi.org/10.1108/17410401011089472.

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38

Roubos, Alex, Ger Koole, and Raik Stolletz. "Service-Level Variability of Inbound Call Centers." Manufacturing & Service Operations Management 14, no. 3 (July 2012): 402–13. http://dx.doi.org/10.1287/msom.1120.0382.

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39

Wallace, Catriona M., Geoff Eagleson, and Robert Waldersee. "The sacrificial HR strategy in call centers." International Journal of Service Industry Management 11, no. 2 (May 2000): 174–84. http://dx.doi.org/10.1108/09564230010323741.

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40

Bhulai, Sandjai. "DYNAMIC ROUTING POLICIES FOR MULTISKILL CALL CENTERS." Probability in the Engineering and Informational Sciences 23, no. 1 (November 13, 2008): 101–19. http://dx.doi.org/10.1017/s0269964809000096.

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We consider the problem of routing calls dynamically in a multiskill call center. Calls from different skill classes are offered to the call center according to a Poisson process. The agents in the center are grouped according to their heterogeneous skill sets that determine the classes of calls they can serve. Each agent group serves calls with independent exponentially distributed service times. We consider two scenarios. The first scenario deals with a call center with no buffers in the system, so that every arriving call either has to be routed immediately or has to be blocked and is lost. The objective in the system is to minimize the average number of blocked calls. The second scenario deals with call centers consisting of only agents that have one skill and fully cross-trained agents, where calls are pooled in common queues. The objective in this system is to minimize the average number of calls in the system. We obtain nearly optimal dynamic routing policies that are scalable with the problem instance and can be computed online. The algorithm is based on one-step policy improvement using the relative value functions of simpler queuing systems. Numerical experiments demonstrate the good performance of the routing policies. Finally, we discuss how the algorithm can be used to handle more general cases with the techniques described in this article.

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41

Koole, G. M., B. F. Nielsen, and T. B. Nielsen. "OPTIMIZATION OF OVERFLOW POLICIES IN CALL CENTERS." Probability in the Engineering and Informational Sciences 29, no. 3 (April 24, 2015): 461–71. http://dx.doi.org/10.1017/s0269964815000091.

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We examine how overflow policies in a multi-skill call center should be designed to accommodate performance measures that depend on waiting time percentiles such as service level. This is done using a discrete Markovian approximation of the waiting time of the first customers waiting in line. A Markov decision chain is used to determine the optimal policy. This policy outperforms considerably the ones used most often in practice, which use a fixed threshold. The present method can be used also for other call-center models and other situations where performance is based on actual waiting times and customers are treated in a FCFS order.

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42

Legros, Benjamin, Sihan Ding, Rob van der Mei, and Oualid Jouini. "Call centers with a postponed callback offer." OR Spectrum 39, no. 4 (August 31, 2017): 1097–125. http://dx.doi.org/10.1007/s00291-017-0487-x.

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43

Tuten, Tracy L., and Presha E. Neidermeyer. "Performance, satisfaction and turnover in call centers." Journal of Business Research 57, no. 1 (January 2004): 26–34. http://dx.doi.org/10.1016/s0148-2963(02)00281-3.

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44

Mankekar, Purnima, and Akhil Gupta. "Intimate Encounters: Affective Labor in Call Centers." positions 24, no. 1 (February 2016): 17–43. http://dx.doi.org/10.1215/10679847-3320029.

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45

Kawamura, Seiji, Kenichi Machida, Kazuhira Matsui, Daisuke Sakamoto, and Marie Ishii. "Utilization of Artificial Intelligence in Call Centers." NTT Technical Review 14, no. 5 (May 2016): 38–41. http://dx.doi.org/10.53829/ntr201605fa7.

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46

Vanden Bossche, Vincent. "Winds of change in Belgian call centers." CallCenter INTERNATIONAL 1, no. 1 (February 2008): 24–25. http://dx.doi.org/10.1007/bf03252219.

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47

Kim, Jun Woo, and Sang Chan Park. "Outsourcing strategy in two-stage call centers." Computers & Operations Research 37, no. 4 (April 2010): 790–805. http://dx.doi.org/10.1016/j.cor.2009.06.020.

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48

Ahmad, Norzieiriani, Nazlina Zakaria, and Munawar Javed Ahmad. "Role of Internal Marketing Practices in the Service Recovery Performance of Call Center Employees." 2021, VOL. 36, NO. 2 36, no. 2 (June 30, 2021): 157–75. http://dx.doi.org/10.33824/pjpr.2021.36.2.10.

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The purpose of this study was to investigate whether the internal marketing philosophy is applicable to call centers operating in Pakistan. This study attempted to investigate the role of internal marketing practices assess through internal communication (Huang & Rundle-Thiele, 2014), employee rewards (Boshoff & Allen, 2000), employee training (Boshoff & Allen, 2000), and employee empowerment (Yavas, Karatepe, Avci, & Tekinkus, 2003) on the service recovery performance (Boshoff & Allen, 2000) of call center employees working in inbound telecom call centers. Primary data were collected through a self-administered questionnaire from 15 telecom call centers located in three major cities namely Karachi, Lahore, and Islamabad. A simple random sampling technique was implemented to collect data from 318 male and female respondents. Results showed that internal communication, employee rewards and employee training were positively linked with service recovery performance, while a nonsignificant relationship was found between employee empowerment and service recovery performance. Results revealed that internal marketing practices influence toward frontline employee’s service recovery performance. Findings suggested that the call centers operating in the Asian region, especially, in Pakistan, should focus on internal marketing practices to enhance the service recovery performance of the frontline employees.

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Miciak, Alan, and Mike Desmarais. "Benchmarking service quality performance at business‐to‐business and business‐to‐consumer call centers." Journal of Business & Industrial Marketing 16, no. 5 (September 1, 2001): 340–53. http://dx.doi.org/10.1108/08858620110400205.

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Abstract:

Service quality performance is benchmarked at business‐to‐business and business‐to‐consumer call centers. Differences between call center types are observed including characteristics of operation, customer ratings of service quality performance, and employee ratings of workplace issues. Business‐to‐business call centers are challenged by customers who have higher expectations for service performance and who are more critical evaluators of organizational service performance. Implications for customer and employee satisfaction and loyalty are discussed.

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Zhan, Dongyuan, and Amy R. Ward. "Threshold Routing to Trade Off Waiting and Call Resolution in Call Centers." Manufacturing & Service Operations Management 16, no. 2 (May 2014): 220–37. http://dx.doi.org/10.1287/msom.2013.0463.

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