High-performance work systems and employee outcomes in Indian call centres: a mediation approach

Ananthram, S; Xerri, MJ; Teo, STT; Connell, J

High-performance work systems and employee outcomes in Indian call centres: a mediation approach

Ananthram, S Xerri, MJ Teo, STT Connell, J

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Publication Type:: Journal Article
Citation:: Personnel Review, 2018, 47 (4), pp. 931 - 950
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Ananthram, S	en_US
dc.contributor.author	Xerri, MJ	en_US
dc.contributor.author	Teo, STT	en_US
dc.contributor.author	Connell, J https://orcid.org/0000-0001-9604-6756	en_US
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	Personnel Review, 2018, 47 (4), pp. 931 - 950	en_US
dc.identifier.issn	0048-3486	en_US
dc.identifier.uri	http://hdl.handle.net/10453/129366
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.	en_US
dc.relation.ispartof	Personnel Review	en_US
dc.relation.isbasedon	10.1108/PR-09-2016-0239	en_US
dc.subject.classification	Industrial Relations	en_US
dc.title	High-performance work systems and employee outcomes in Indian call centres: a mediation approach	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	47	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1701 Psychology	en_US
utslib.for	1605 Policy and Administration	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	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	47	en_US

Abstract:

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

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http://hdl.handle.net/10453/129366