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Journal articles on the topic 'Call centres'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Robinson, George, and Clive Morley. "Running the electronic sweatshop: Call centre managers' views on call centres." Journal of Management & Organization 13, no. 3 (September 2007): 249–63. http://dx.doi.org/10.1017/s1833367200003722.

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AbstractCall centres have been described as ‘electronic sweatshops’ and ‘slave galleons of the twenty first century’ and, contrarily as progressive, team based and career fulfilling work environments. Drawing on data from a survey of call centre managers in Australia, it is shown that there are elements of call centre management with practices from both extremes of the descriptive continuum and in some instances these elements coexist in the one centre. Whilst call centres are managed with a high level of control and the work of call centre agents is subject to intense scrutiny and monitoring, the simplistic notion that they are electronic sweatshops, or that the metaphor of the Panopticon applies, is rejected.

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2

Robinson, George, and Clive Morley. "Running the electronic sweatshop: Call centre managers' views on call centres." Journal of Management & Organization 13, no. 3 (September 2007): 249–63. http://dx.doi.org/10.5172/jmo.2007.13.3.249.

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AbstractCall centres have been described as ‘electronic sweatshops’ and ‘slave galleons of the twenty first century’ and, contrarily as progressive, team based and career fulfilling work environments. Drawing on data from a survey of call centre managers in Australia, it is shown that there are elements of call centre management with practices from both extremes of the descriptive continuum and in some instances these elements coexist in the one centre. Whilst call centres are managed with a high level of control and the work of call centre agents is subject to intense scrutiny and monitoring, the simplistic notion that they are electronic sweatshops, or that the metaphor of the Panopticon applies, is rejected.

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3

D'Cruz, Premilla, and Ernesto Noronha. "Technical Call Centres." Global Business Review 8, no. 1 (February 2007): 53–67. http://dx.doi.org/10.1177/097215090600800104.

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4

Bristow, Gillian, Max Munday, and Peter Gripaios. "Call Centre Growth and Location: Corporate Strategy and the Spatial Division of Labour." Environment and Planning A: Economy and Space 32, no. 3 (March 2000): 519–38. http://dx.doi.org/10.1068/a3265.

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The authors contribute to the developing literature on call centres by providing detailed empirical evidence on the spatial unevenness in the distribution of call centre activity. They argue that the driving forces of call centre growth, whether as the rationalisation of back-office functions or as entirely new entities, have been corporate strategy and the pursuit of low-cost competitive advantage. Thus, although technological developments at the heart of call centre operations render them relatively ‘footloose’ in locational terms, the search for specific characteristics makes certain regions (and parts of regions) more attractive than others. By using a sample database of call centres, the authors describe the characteristics of call centres in the United Kingdom in terms of size, sector, and spatial distribution. They then attempt to explain the determinants of call centre location at the county level through a multiple regression analysis. The results indicate that there is a propensity to site call centres close to existing concentrations of allied activity, with preferences for densely populated areas mediated by needs to maintain employee access and avoid staff turnover problems. This has important implications for the spatial division of labour, with call centre growth likely to reinforce existing spatial unevenness in employment in key service activities. The authors conclude by considering the implications of these findings for contemporary urban and regional development, as well as providing a number of suggestions for future research.

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5

Costa, Hermes Augusto, and Elizardo Scarpati Costa. "Precariousness and call centre work: Operators’ perceptions in Portugal and Brazil." European Journal of Industrial Relations 24, no. 3 (October 27, 2017): 243–59. http://dx.doi.org/10.1177/0959680117736626.

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We present comparative research on operators’ perceptions of the work process in two telecommunications call centres, one in Portugal and the other in Brazil. We argue that, despite the different pace of economic performance in recent years in Portugal and Brazil, there is a common trend towards casualization. Despite differences between the two call centres, both case studies show a process that imposes standardized behaviour. By exploring the subjective perceptions of call centre operators, we contribute to the ‘pessimistic’ (but probably more realistic) strand of literature on call centre work.

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6

Crone, Gary, Lorraine Carey, and Peter Dowling. "Calling on Compensation in Australian Call Centres." Journal of Management & Organization 9, no. 3 (January 2003): 62–76. http://dx.doi.org/10.1017/s1833367200004715.

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ABSTRACTWhile there is a growing body of research on telephone call centre management in the U.K. and the U.S.A., empirical studies in Australia are at an embryonic stage. To date, most of the studies have focussed on the management of employee performance. The principal aim of this study was to provide data on current compensation practices in Australian call centres and to determine the extent of their strategic and best-practice orientation. A second aim was to explore whether the strategic management of compensation can help to balance the tension between commitment to customer service and commitment to employee motivation.Using data collected through a mail questionnaire survey of telephone call centres operating in a range of industries in Australia, the paper explores the effect of compensation practices on employee performance, absenteeism and turnover. Following a review of the literature on call centre management and the literature on compensation strategies, the findings are presented. Key findings include: a) a significant negative correlation between annual salary and the number of calls handled by full-time customer service representatives (CSRs); b) a significant positive correlation between casual CSRs' pay rates and turnover; c) a significant negative correlation between full-time CSRs' pay and absenteeism; d) a highly significant difference between the compensation strategies currently practiced in Australian call centres and the strategies call centre managers think should be practiced and e) Australian call centre managers report their compensation strategies are not very effective in increasing performance or employee satisfaction.

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7

Crone, Gary, Lorraine Carey, and Peter Dowling. "Calling on Compensation in Australian Call Centres." Journal of the Australian and New Zealand Academy of Management 9, no. 3 (January 2003): 62–76. http://dx.doi.org/10.5172/jmo.2003.9.3.62.

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ABSTRACTWhile there is a growing body of research on telephone call centre management in the U.K. and the U.S.A., empirical studies in Australia are at an embryonic stage. To date, most of the studies have focussed on the management of employee performance. The principal aim of this study was to provide data on current compensation practices in Australian call centres and to determine the extent of their strategic and best-practice orientation. A second aim was to explore whether the strategic management of compensation can help to balance the tension between commitment to customer service and commitment to employee motivation.Using data collected through a mail questionnaire survey of telephone call centres operating in a range of industries in Australia, the paper explores the effect of compensation practices on employee performance, absenteeism and turnover. Following a review of the literature on call centre management and the literature on compensation strategies, the findings are presented. Key findings include: a) a significant negative correlation between annual salary and the number of calls handled by full-time customer service representatives (CSRs); b) a significant positive correlation between casual CSRs' pay rates and turnover; c) a significant negative correlation between full-time CSRs' pay and absenteeism; d) a highly significant difference between the compensation strategies currently practiced in Australian call centres and the strategies call centre managers think should be practiced and e) Australian call centre managers report their compensation strategies are not very effective in increasing performance or employee satisfaction.

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8

Miller, Noleen, and Rozenda Hendrickse. "Differences in call centre agents’ perception of their job characteristics, physical work environment and wellbeing." Problems and Perspectives in Management 14, no. 1 (March 2, 2016): 51–63. http://dx.doi.org/10.21511/ppm.14(1).2016.06.

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Orientation: job characteristics and physical work environment of call centres have an impact on the wellbeing of call centre agents. Research purpose: the aim of this study is to determine whether there are differences in male and female call centre agents’ perception of their job characteristics, physical work environment and wellbeing. The study also aims to investigate whether there is a significant relationship between the wellbeing problems encountered by call centre agents and the job characteristics and physical work environment factors. Motivation for the study: wellbeing in call centres is a concern and therefore necessitates a study in understanding the factors of the work environment that negatively impact the wellbeing of call centre agents. Research design, approach and method: a quantitative research approach was employed to gather the data for the study, utilizing a structured questionnaire. The sample (n = 275) consisted of call centre agents from four companies situated in the Cape Metropole. Main findings: call centre agents had the same perceptions of their job characterises. Differences in perception were found with the physical work environment and wellbeing. Significant relationships between job characteristics, physical work environment and wellbeing were found. Contribution/value-add: the study contributes to the literature and knowledge of the workplace environment and wellbeing of call centre agents

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9

Jaaron, Ayham A. M., and Chris J. Backhouse. "Value-Adding to Public Services Through the Adoption of Lean Thinking." International Journal of Service Science, Management, Engineering, and Technology 2, no. 3 (July 2011): 33–50. http://dx.doi.org/10.4018/jssmet.2011070103.

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This paper describes an investigation into alternative management models applied to public call centres operations with the aim of delivering significant added value to the overall public firm. Call centres offer significant potential for value creation. However, in practice they are often created as mechanistic organisations and managed in such a way is to inhibit value creation. An investigation in a UK city council was carried out through the means of a case study using both qualitative and quantitative methods to collect data from directors, middle-managers and employees to evaluate the development of a lean thinking type of call centre. The results indicate that by implementing the lean thinking approach to the design of call centre service operations significant, but often counter-intuitive, benefits can be created. Lean thinking was found to yield improvements in service performance, value work productivity, and employees’ affective commitment. Evidence on lean value-added to the public call centres is very limited, this paper addresses this shortcoming.

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Fatima, Syeda Zain, and Hafiza Iram Naseem. "Determinants of Call Centre Employee’s Turnover in Pakistan - An Exploratory Study." Archives of Business Research 9, no. 3 (April 1, 2021): 217–24. http://dx.doi.org/10.14738/abr.93.9888.

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The purpose of this study was to find the determinants of call centre employee’s turn over in Pakistan. This study would answer Why employees quit call centres job in Pakistan and does not last for long. Little is known about the employs experience and real issue, that why did they quit. Eight employees were interviewed who have worked in the call centres. The interviews were qualitative and were analysed by drawing on the phenomenological method. The employees revealed that there are limited career opportunities in the call centres. Most participants stated that time schedule, stressed working environment and excessive work load were that major factor which urged them to quit the job too early. Participants stated the time schedule as a major factor which negatively impacted on their social and personal lives. In conclusion, this research provides the basis for human resource management to work on the real factor which spark the employee turnover in call centres of Pakistan.

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11

Holman, David. "Employee wellbeing in call centres." Human Resource Management Journal 12, no. 4 (November 2002): 35–50. http://dx.doi.org/10.1111/j.1748-8583.2002.tb00076.x.

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12

Kasabov, Edward, and Anna C.C.C. da Cunha. "Re-conceptualising call-centres as sites of control: the insider perspective." European Journal of Marketing 48, no. 1/2 (February 4, 2014): 25–46. http://dx.doi.org/10.1108/ejm-02-2012-0054.

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Purpose – The role of call-centres during service recovery has attracted much attention in research. However, marketers know less about controlling customers during recovery interactions and consequences of such control. In order to address this gap and empirically ascertain whether service interactions are marked by customer centricity or by employees exerting control over customers, the aim of the authors was to organise an empirical research in two Brazilian call-centres. Design/methodology/approach – The research consisted of direct, open observation and 33 semi-structured interviews with insiders (call-centre managers, supervisors and operatives). Findings – Four key findings emerged during interviews with insiders. First, control over customers may be more widely practiced than assumed in certain sections of marketing academe. Second, such control is viewed positively by call-centre insiders and is sanctioned by management. Third, control does not disempower and demoralise call-centre staff but protects operatives. Finally, control does not seem to unavoidably generate lasting customer dissatisfaction. These findings are incorporated in a framework of call-centre management which incorporates control through scripting. Research limitations/implications – The discussion calls for the revisit of certain marketing concepts and philosophies, including customer orientation, by demonstrating that control over customers is practised and should not be viewed negatively or avoided altogether in practice and as a topic of analysis. A re-conceptualisation of call-centres as sites of control over customers is proposed. Originality/value – Control and power are rarely analysed in services marketing. This is one of a few studies that makes sense of providers' (insiders') viewpoints and argues that control may play a constructive role and should be seen as a legitimate topic of services and call-centre analysis. As such it addresses a question of intellectual and practical importance which is rarely discussed and may be viewed as incongruous with an age when customers are assumed to have rights.

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13

Woydack, Johanna, and Ben Rampton. "Text trajectories in a multilingual call centre: The linguistic ethnography of a calling script." Language in Society 45, no. 5 (September 26, 2016): 709–32. http://dx.doi.org/10.1017/s0047404516000610.

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AbstractCall centres have been widely criticised as standardised workplaces, and the imposition of calling scripts is often characterised as dehumanising and deskilling. But these accounts lack close analysis of how scripts are actually produced, taken up, and used by call-centre workers, and they are generally locked into dualistic analyses of control and resistance. In contrast, this article combines long-term ethnography with transcontextual analysis of the production, circulation and uptake of calling scripts. This reveals a good deal of collective and individual agency in processes of text-adaptation, and produces a rather more nuanced picture of work in a call centre. (Call centres, text trajectories, linguistic ethnography, standardisation)*

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14

Piers William Ellway, Benjamin. "Is the quantity-quality trade-off in call centres a false dichotomy?" Managing Service Quality 24, no. 3 (May 6, 2014): 230–51. http://dx.doi.org/10.1108/msq-09-2013-0192.

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Purpose – The purpose of this paper is to examine the existing conceptualisation of quantity and quality in call centres as conflicting or contradictory, and through qualitative analysis, demonstrate that quantity and quality may not necessarily operate as a trade-off. Design/methodology/approach – Existing literature is reviewed to show how quantity-quality has been conceptualised to date, followed by an analysis of quantity-quality manifestations based upon an in-depth field study of work and service in a large and complex call centre operation. Advisors’ work practices were observed during their interactions with customers, which provided rich insights into the nature of live calls and service provision in 13 different teams, supplemented with informal semi-structured interviews with team managers, coaches, and centre managers. Findings – The paper demonstrates that quantity and quality operate as a trade-off when the unit of analysis is the individual advisor or individual call fragment. However, if the entire customer enquiry is examined, quantity and quality are manifest differently: emphasising quality may also simultaneously support efficiency; favouring quantity may not only undermine quality but also ultimately circumvent efficiency gains. Research limitations/implications – The paper is based upon a single case study so further research is required to investigate whether findings concerning quantity-quality are manifest in other call centres, particularly of differing size and complexity. Practical implications – Call centre management must recognise the negative consequences of focusing upon quantity, the potential benefits of instead emphasising quality, and also acknowledge the limitations of conventional quantitative and qualitative measures. Management should also consider attempting to foster and improve relations between teams and functions within call centres. Originality/value – The paper provides a qualitative study of quantity and quality in call centres. Quantity and quality are examined beyond the conventional unit of analysis of the individual advisor or call, to explicate interdependence between past, current, and future actions and events involved in customer enquiries. Thus, quantity and quality are analysed in terms of the immediate focus during call handling and the longer run consequences for the efficiency and effectiveness of service provided by the call centre operation.

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15

Carrillo Rowe, Aimee, Sheena Malhotra, and Kimberlee Pérez. "Answering the Call: Virtual Migration in Indian Call Centres." Comparative American Studies An International Journal 12, no. 1-2 (June 2014): 51–70. http://dx.doi.org/10.1179/1477570014z.00000000068.

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16

Colladon, Andrea Fronzetti, Maurizio Naldi, and Massimiliano M. Schiraldi. "Quality Management in the Design of TLC Call Centres." International Journal of Engineering Business Management 5 (January 1, 2013): 48. http://dx.doi.org/10.5772/56921.

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Call centres rely heavily on the self-service paradigm through the use of an automated IVR (Interactive Voice Response) system. The service time delivered by the IVR is a major component of the overall QoS (Quality of Service) delivered by the call centre. We analyse the structure and service times of IVR systems through a case study of five call centres in the telecommunications sector. The service trees of the call centres under survey are reconstructed by complete exploration and analysed through a set of metrics. The present design of service trees leads to service times typically larger than those spent waiting for a human agent and to excessively long announcements, with a negative impact on the overall QoS. Imbalances in the popularity of the services offered by the IVR can be exploited to reduce remarkably the average service time, by properly matching the most popular services with the shortest service times.

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17

Hultgren, Anna Kristina. "New perspectives on language and gender: Linguistic prescription and compliance in call centres." Language in Society 46, no. 5 (September 12, 2017): 671–95. http://dx.doi.org/10.1017/s0047404517000574.

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AbstractDespite a shift to service-based economies, male-dominated, high-status workplaces have been the predominant focus of research into language and gender in the workplace. This study redresses this shortcoming by considering one female-dominated, low-status, highly regimented workplace that is emblematic of the globalized service economy: call centres. Drawing on 187 call centre service interactions, institutional documents, interviews, and observations from call centres in two national contexts, the study employs an innovative combination of quantitative and qualitative discourse-analytic techniques to compare rule compliance of male and female workers. Female agents in both national contexts are found to comply more with the linguistic prescriptions despite managers and agents emphatically denying the relevance of gender. The study offers a new perspective on language and gender, pointing to the need to expand the methodologies and theories currently favoured to understand how language perpetuates occupational segregation in twenty-first-century workplaces. (Call centres, language and gender, new perspectives, male/female differences, globalized service economy)*

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18

Oodith, Devina. "Enhanced Customer Interactions through Customer-Centric Technology within a Call Centre." Journal of Economics and Behavioral Studies 11, no. 2(J) (May 13, 2019): 79–91. http://dx.doi.org/10.22610/jebs.v11i2(j).2820.

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Customer call centres have become a critical form of service delivery for many organisations hence technological innovations serve as a critical point of contact between the organisation and its customers and can assist in raising the stakes in businesses in terms of customer service delivery (Burgess & Connell, 2004). According to the 2017 Global Customer Experience Benchmarking Report technology has been the number one enabler to positively enhance customer service experience in the last 5 years (Business Tech, 2017). Customers have become so empowered that they expect to have flexibility to contact a business however they choose; either via a telephone, email or Facebook. The key to ensuring satisfaction though is systemâ€™s efficiency and ease of use. This study was undertaken in EThekwini (Durban), South Africa and was directed within a Public Sector service environment comprising of four major call centres employing a total of 240 call centre agents. Using simple random sampling, 220 customers were drawn from all consumers subscribing to e-billing in EThekwini (Durban). Data for the customer sample was collected using a precoded, self-developed questionnaire whose psychometric properties were statistically determined. Data was analyzed using descriptive and inferential statistics. The results specify that in terms of customersâ€™ perceptions of the influence of technology, on call centre effectiveness the majority of the customers found it challenging to use the technology and to understand the self-help options that were provided to them by the call centre. There were problems encountered with logging in customer queries and complaints and most customers were dissatisfied with their overall customer experience. Based on the results of the study recommendations have been made to manage the interactions between the customers and call centreâ€™s more proficiently and powerfully.

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Bagnara, Sebastiano, Francesca Gabrielli, and Patrizia Marti. "Human Work in the Call Centres." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 6 (July 2000): 553–56. http://dx.doi.org/10.1177/154193120004400602.

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20

BOLTON, KINGSLEY. "World Englishes and international call centres." World Englishes 32, no. 4 (November 19, 2013): 495–502. http://dx.doi.org/10.1111/weng.12057.

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21

Prichard, Jane, Joanne Turnbull, Susan Halford, and Catherine Pope. "Trusting technical change in call centres." Work, Employment and Society 28, no. 5 (June 3, 2014): 808–24. http://dx.doi.org/10.1177/0950017013510763.

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22

Vassil Kirov and Kapka Mircheva. "Employment in call centres in Bulgaria." Work Organisation, Labour & Globalisation 3, no. 1 (2009): 144. http://dx.doi.org/10.13169/workorgalaboglob.3.1.0144.

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23

Brown, Gavin, and Gillian Maxwell. "Customer Service in UK call centres:." Journal of Retailing and Consumer Services 9, no. 6 (November 2002): 309–16. http://dx.doi.org/10.1016/s0969-6989(01)00040-6.

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24

Paulet, Renee. "Putting Call Centres in their Place." Labour & Industry: a journal of the social and economic relations of work 14, no. 3 (April 2004): 77–89. http://dx.doi.org/10.1080/10301763.2004.10669295.

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Russell, Bob. "Are All Call Centres The Same?" Labour & Industry: a journal of the social and economic relations of work 14, no. 3 (April 2004): 91–109. http://dx.doi.org/10.1080/10301763.2004.10669296.

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26

Russell, Bob. "Call centres: A decade of research." International Journal of Management Reviews 10, no. 3 (September 2008): 195–219. http://dx.doi.org/10.1111/j.1468-2370.2008.00241.x.

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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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28

Niranjan, T. T., and Samir K. Srivastava. "Managing Capacity at Sparsh Call Centre." Asian Case Research Journal 12, no. 01 (June 2008): 73–103. http://dx.doi.org/10.1142/s0218927508001084.

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Bangalore based Sparsh Call Centre was set up as a subsidiary of the major telecom software company IP-Trinity, with ambitious plans of becoming a significant player in the booming BPO (business process outsourcing) space. Its strategy, in line with that of its parent group, was to focus on telecom related services. Sparsh began its operations in 2002 with its first client Alfa, a US based VOIP telephone service provider and had three other accounts and employed over 400 people. Financial performance had been lacklustre and top management including Kumar, Director (Operations) was carrying out a review. Operationally, everything appeared to be fine. People management was, to a great extent, managed by sophisticated workforce management software, supplemented by supervisory actions by managers. This case is useful in highlighting the complexities of managing call centres and the unique people issues involved. This case illustrates that besides operational efficiencies, there is a need for a fit between strategy and scale of operations. In particular, high employee attrition can cause reduction in service quality as well as reduced capacity. Fast scale up of operations may be needed to make call centres economically viable. Cost effective innovative retention schemes may be needed to retain call centre staff to achieve this scale up.

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Zapf, Dieter, Amela Isic, Myriam Bechtoldt, and Patricia Blau. "What is typical for call centre jobs? Job characteristics, and service interactions in different call centres." European Journal of Work and Organizational Psychology 12, no. 4 (December 2003): 311–40. http://dx.doi.org/10.1080/13594320344000183.

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Annakis, John, Tony Lobo, and Soma Pillay. "Exploring predictors of job satisfaction in call centres – The case of Australia." Corporate Ownership and Control 8, no. 3 (2011): 376–95. http://dx.doi.org/10.22495/cocv8i3c3p3.

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In this paper we examine predictors of job satisfaction within the call centre industry. Using a qualitative methodology, we investigate the nature and extent of job satisfaction of customer service representatives in two large Australian call centres. The findings from the study confirm that monitoring, personal privacy and flexibility correlate to workers’ wellbeing and job satisfaction

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31

Weinkopf, Claudia. "Call-centre work: specific characteristics and the challenges of work organisation." Transfer: European Review of Labour and Research 8, no. 3 (August 2002): 456–66. http://dx.doi.org/10.1177/102425890200800309.

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In recent years call-centres have been, in many countries, one of the fastest growing areas of employment. The services provided by them are as diverse as their corporate form: call-centres may form part of existing companies but they may equally well be new independent serviceproviders. It is frequently asserted that they are invariably a modern form of sweatshop or dark satanic mill, with low pay, poor working conditions and highly flexible working time. In this contribution the characteristics of call-centre work are analysed more closely and it is shown that the quality of jobs is in practice extremely variable. In spite of difficult general conditions, a number of starting points for a better organisation of work and collectively agreed regulation exist.

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Vuthipadadon, Somchan, and Sigurdur Olafsson. "An Integer Programming approach for scheduling inbound calls in call centres." International Journal of Operational Research 2, no. 4 (2007): 414. http://dx.doi.org/10.1504/ijor.2007.014171.

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Insha, Maqbool, Devina E. Rodrigues, and Kiran Rao Chavan. "Study to assess the health issues among employees working in selected call centres of Mangalore." Journal of Drug Delivery and Therapeutics 8, no. 6 (November 15, 2018): 58–61. http://dx.doi.org/10.22270/jddt.v8i6.2011.

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Background: The new mantra for job opportunities among young population is “call center”. Though Bangalore is considered as hub for call centres, the slowly call centres are emerging in Mangalore. Since this job has got a lot of mental pressure, it can be even exhibited in the form of physical and physiological symptoms. Hence, an attempt has been made by the investigator to assess the health issues among call centre employees. Objectives: A descriptive study aimed to assess the health issues among employees working in selected call centres. Materials and Methods: Convenience sampling technique was used to select the sample size of 80 call centre employees. The dichotomous questionnaire having 22 items and baseline proforma having 16 items were given for the subjects to place their responses. Results: The present study revealed that overall percentage of health issues was around 19% that shows the employees had one or the other type of health issue. Headache was the most frequent complaint (66.3%) sounded by the subjects. Second common complaint was eye strain (45%) followed by back pain (43%). Less proportion (28.8%) of the respondents were restless and 27.5% had gained weight. There was a significant association between age (χ2 =16.20,p<0.05), gender (χ2 =6.5,p <0.05), religion (χ2 =33.80,p<0.05), marital status (χ2 =49.37,p<0.05), type of family (χ2 =45.0,p <0.05), habits (χ2 =174.1,p <0.05), frequency of habits (χ2 =48.05,p <0.05), years of job experience (χ2 =28.67,p<0.05), type of shift (χ2=45.0,p<0.05), average number of working hours (χ2 =72.20,p <0.05), rest period (χ2 =54.45,p<0.05), duration of rest period (χ2 =25.87,p<0.05) and participation in health awareness program (χ2=76.05,p<0.05) with baseline characteristics. Conclusion: From the findings, it can be inferred that the longer the working hours, the more the health issues. The rest period ensures the less health issues. More the years of job experience more will be the health issues, the smokers had more health issues than the non smokers. Keywords: Health issues, employees, call centres

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Kobiashvili, Ana, Ketevan Kutateladze, and Nodar Darchiashvili. "Tecnologies of defining the indicators of call centre." Works of Georgian Technical University, no. 4(518) (December 15, 2020): 58–67. http://dx.doi.org/10.36073/1512-0996-2020-4-58-67.

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A great number of calls enter call centres daily. It is difficult to determine the state of the call cenre without evaluation of the indicators of the call centre operational level. In order to control all significant indicators it is necessary to have software, which will allow a real-time monitoring of various data. The paper describes all significant indicators of operational level of the call centre, such as the duration of waiting for the answer; volume of calls; the duration of call treatment; service level indicator; the percentage of those calls, which helped to fix the problem; the quality of conducted services. The assignments of each of them are discussed, definatory formulae and examples of some indicators are given, criteria for selection of an optimal number of call centre operators are analyzed, theoretical and practical assessments of various indicators of calls are conducted and necessary recommendations for improving the performance of a call cenre are formed as well.

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Koshy, Shely Mary, and N. Kishore Kumar. "Attitude of Farmers towards Kisan Call Centres." Journal of Extension Education 28, no. 4 (December 16, 2012): 5753. http://dx.doi.org/10.26725/jee.2016.4.28.5753-5759.

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Chicu, Dorina, Gerard Ryan, and Mireia Valverde-Aparicio. "Determinants of customer satisfaction in call centres." European Accounting and Management Review 2, no. 2 (May 2016): 20–41. http://dx.doi.org/10.26595/eamr.2014.2.2.2.

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Crome, Matthew. "Call centres: battery farming or free range?" Industrial and Commercial Training 30, no. 4 (July 1998): 137–41. http://dx.doi.org/10.1108/00197859810218065.

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Snow, Jon. "UK call centres: crossroads of an industry." Journal of Property Investment & Finance 23, no. 6 (December 2005): 525–32. http://dx.doi.org/10.1108/14635780510626565.

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WEINKOPF, Claudia. "Job quality in call centres in Germany." International Labour Review 148, no. 4 (December 2009): 395–411. http://dx.doi.org/10.1111/j.1564-913x.2009.00070.x.

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Dumbleker, Vinod. "Call Centres: A Customer Centric Business Activity." Paradigm 6, no. 2 (July 2002): 107–21. http://dx.doi.org/10.1177/0971890720020209.

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Frenkel, Stephen J., May Tam, Marek Korczynski, and Karen Shire. "Beyond bureaucracy? Work organization in call centres." International Journal of Human Resource Management 9, no. 6 (January 1998): 957–79. http://dx.doi.org/10.1080/095851998340694.

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Tatiana Gorjup, María, Mireia Valverde, and Gerard Ryan. "Promotion in call centres: opportunities and determinants." Journal of European Industrial Training 32, no. 1 (January 25, 2008): 45–62. http://dx.doi.org/10.1108/03090590810846566.

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Callaghan, George, and Paul Thompson. "Edwards Revisited: Technical Control and Call Centres." Economic and Industrial Democracy 22, no. 1 (February 2001): 13–37. http://dx.doi.org/10.1177/0143831x01221002.

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Deery, Stephen, and Nicholas Kinnie. "Call centres and beyond: a thematic evaluation." Human Resource Management Journal 12, no. 4 (November 2002): 3–13. http://dx.doi.org/10.1111/j.1748-8583.2002.tb00074.x.

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Zielińska, Justyna, and Jacek Zych. "Call Centre: Ecrasez l’infame! Review of Jamie Woodcock’s Working the Phones: Control and Resistance in Call Centres." Praktyka Teoretyczna 27, no. 1 (October 10, 2018): 304–13. http://dx.doi.org/10.14746/prt.2018.1.13.

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Fernández-Sabiote, Estela, and Inés López-López. "Discovering Call Interaction Fluency: A Way to Improve Experiences with Call Centres." Service Science 12, no. 1 (March 2020): 26–42. http://dx.doi.org/10.1287/serv.2019.0251.

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McDonnell, Anthony, Julia Connell, Zeenobiyah Hannif, and John Burgess. "Having “a say”: forms of voice in Australian call centres." Employee Relations 36, no. 3 (April 1, 2014): 214–34. http://dx.doi.org/10.1108/er-01-2013-0005.

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Purpose – The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-à-vis indirect voice. Design/methodology/approach – A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia. Findings – The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards. Research limitations/implications – Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union's influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes. Practical implications – Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice. Originality/value – Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of “being heard” are as important as the actual voice mechanisms.

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Oodith, Devina, and Sanjana Brijball Parumasur. "Critical ingredients for call centre agents’ effectiveness." Corporate Ownership and Control 10, no. 4 (2013): 479–91. http://dx.doi.org/10.22495/cocv10i4c5art5.

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This study assessed the critical ingredients for call centre agents’ effectiveness (skills/knowledge/ability/attitude, interpersonal skills, training and development, remuneration/motivation, teamwork) in managing customers and their needs. The study was undertaken in Durban, South Africa, and was conducted within a Public Sector service environment which comprised of four major call centres employing a total of 239 call centre agents. A sample of 151 call centre agents was drawn using the cluster sampling technique and a 63% response rate was achieved. These call centre agents were responsible for inbound calls only. Data was collected using a self developed, precoded questionnaire whose validity and reliability were statistically determined using Factor Analysis and Cronbach’s Coefficient Alpha respectively. Data was analysed using descriptive and inferential statistics. The results indicate that remuneration/motivation, followed by teamwork, negligibly followed by training and development, interpersonal and other skills/knowledge/ability/attitudes are crucial ingredients for effectively managing customers and their needs. Based on the results of the study a model is designed and presents recommendations that, when implemented in call centre environments, have the potential to enhance agents’ effectiveness in managing customers and their needs.

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Chicu, Dorina, Mireia Valverde, Gerard Ryan, and Rosemary Batt. "The service-profit chain in call centre services." Journal of Service Theory and Practice 26, no. 5 (September 12, 2016): 616–41. http://dx.doi.org/10.1108/jstp-10-2014-0243.

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Purpose The purpose of this paper is to investigate the explanatory power of the service-profit chain (SPC) model in a context that differs from its original conception. The authors do so by considering whether the main relationships it proposes apply in the context of call centre services, characterised by remote services and cost cutting business models. Design/methodology/approach The data were gathered from a survey of call centre management with a sample of 937 call centres from 14 countries. The analysis was carried out using structural equation modelling. Findings Findings reveal that the SPC model behaves somewhat differently in call centres. Although there is general support for most of the links in the model, the results indicate that customer satisfaction in the call centre industry is a separate outcome, rather than a precursor to company performance. Research limitations/implications As is common in most research of this type, the present study is based on cross-sectional data. Practical implications Managers would be well advised to keep in mind that even minimum investments in human capital can make a difference in customer satisfaction and company results. Originality/value This is the first study to examine the main links in the SPC in non-traditional, non-face-to-face services. It demonstrates that the basic logic of the model is upheld, thus providing evidence that the boundaries of the SPC model may be further pushed in line with the peculiarities of the evolving service economy. Also, the authors make a methodological contribution by proposing a series of organisational level proxies for measuring elements of the chain that are typically assessed using individual level data that is expensive to gather.

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Petitta, Laura, Simona Manno, and Anna Concetta Rinaldi. "Job burnout in ambito socio-sanitario e produttivo: I call center sono i piů bruciati?" RISORSA UOMO, no. 4 (February 2013): 467–82. http://dx.doi.org/10.3280/ru2011-004005.

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This contribution has investigated job burnout and interpersonal strain by administering a self-report questionnaire to 1032 subjects from healthcare (503) and productive organizations (529), and, within the latter, 159 from a call centre. Two ANOVAs investigated the differences related respectively to the type of organization: (a) healthcare and productive organizations; (b) healthcare, call centres and other productive organizations. Surprisingly, healthcare organizations display lower levels of job burnout and interpersonal strain as compared to the productive organizations. Nevertheless, call centre' operators, separated by the other productive organizations, displayed higher levels of job burnout and interpersonal strain as compared to employees from other productive organizations, and especially by those from the healthcare settings.

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