Control and involvement HR practices in Indian call centres: still searching for answers

Ananthram, S; Teo, STT; Connell, J; Bish, A

Control and involvement HR practices in Indian call centres: still searching for answers

Ananthram, S Teo, STT Connell, J

Bish, A

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Publication Type:: Journal Article
Citation:: Asia Pacific Journal of Human Resources, 2018, 56 (2), pp. 196 - 215
Issue Date:: 2018-04-01

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Field	Value	Language
dc.contributor.author	Ananthram, S	en_US
dc.contributor.author	Teo, STT	en_US
dc.contributor.author	Connell, J https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Bish, A	en_US
dc.date.available	2020-05-25T19:06:45Z
dc.date.issued	2018-04-01	en_US
dc.identifier.citation	Asia Pacific Journal of Human Resources, 2018, 56 (2), pp. 196 - 215	en_US
dc.identifier.issn	1038-4111	en_US
dc.identifier.uri	http://hdl.handle.net/10453/114983
dc.description.abstract	© 2017 Australian HR Institute Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this ‘twin constraints’ strategy, a range of human resource (HR) practices tends to be used in call centres that focus simultaneously on both control and involvement. To date, there has been a lack of empirical evidence concerning the outcome of such HR practices on call centre frontline staff (call centre representatives – CCRs). Consequently, this paper attempts to bridge this gap using a sample of 250 CCRs from Indian call centres. The findings show that, while the simultaneous use of involvement-and control-oriented HR practices had a positive impact on CCR job satisfaction, it also resulted in employee exhaustion and disengagement. These findings suggest that while involvement-oriented HR practices enhance CCR job satisfaction, they come at a cost which is potentially a key factor leading to high CCR turnover.	en_US
dc.relation.ispartof	Asia Pacific Journal of Human Resources	en_US
dc.relation.isbasedon	10.1111/1744-7941.12153	en_US
dc.title	Control and involvement HR practices in Indian call centres: still searching for answers	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	56	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
utslib.copyright.status	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	56	en_US

Abstract:

© 2017 Australian HR Institute Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this ‘twin constraints’ strategy, a range of human resource (HR) practices tends to be used in call centres that focus simultaneously on both control and involvement. To date, there has been a lack of empirical evidence concerning the outcome of such HR practices on call centre frontline staff (call centre representatives – CCRs). Consequently, this paper attempts to bridge this gap using a sample of 250 CCRs from Indian call centres. The findings show that, while the simultaneous use of involvement-and control-oriented HR practices had a positive impact on CCR job satisfaction, it also resulted in employee exhaustion and disengagement. These findings suggest that while involvement-oriented HR practices enhance CCR job satisfaction, they come at a cost which is potentially a key factor leading to high CCR turnover.

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http://hdl.handle.net/10453/114983