Human resource management of Indian call centre representatives.

Teo, S; Anathram, S; Connell, JA; Bish, A

Human resource management of Indian call centre representatives.

Teo, S Anathram, S Connell, JA

Bish, A

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Publisher:: ANZAM
Publication Type:: Conference Proceeding
Citation:: 28th Australian and New Zealand Academy of Management Conference : Reshaping Management for Impact, 2014
Issue Date:: 2014-12-03

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Field	Value	Language
dc.contributor.author	Teo, S	en_US
dc.contributor.author	Anathram, S	en_US
dc.contributor.author	Connell, JA https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Bish, A	en_US
dc.date	2014-12-03	en_US
dc.date.issued	2014-12-03	en_US
dc.identifier.citation	28th Australian and New Zealand Academy of Management Conference : Reshaping Management for Impact, 2014	en_US
dc.identifier.uri	http://hdl.handle.net/10453/34323
dc.description.abstract	This study examines how call centres adopt different types of human resource practices (involvement and control oriented) to manage frontline employees in Indian call centres. Data were collected from 250 call centre representatives to test the research hypotheses. The research model was analyzed using Mplus software. Findings showed that involvement and control oriented human resource practices resulted in more employee exhaustion and disengagement. Involvement oriented HRM had a positive impact on job satisfaction as well as, a positive relationship between employee exhaustion and disengagement. The findings suggest that, while involvement oriented HRM enhances job satisfaction, its implementation comes with a cost, that is, an increase in employee exhaustion and disengagement at work.	en_US
dc.publisher	ANZAM	en_US
dc.relation.ispartof	28th Australian and New Zealand Academy of Management Conference : Reshaping Management for Impact	en_US
dc.relation.ispartof	Australian and New Zealand Academy of Management Conference	en_US
dc.title	Human resource management of Indian call centre representatives.	en_US
dc.type	Conference Proceeding
utslib.location.activity	Sydney	en_US
utslib.for	150310 Organisation and Management Theory	en_US
utslib.for	150305 Human Resources Management	en_US
dc.location.activity	Sydney
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2014-12-05	en_US
pubs.start-date	2014-12-03	en_US

Abstract:

This study examines how call centres adopt different types of human resource practices (involvement and control oriented) to manage frontline employees in Indian call centres. Data were collected from 250 call centre representatives to test the research hypotheses. The research model was analyzed using Mplus software. Findings showed that involvement and control oriented human resource practices resulted in more employee exhaustion and disengagement. Involvement oriented HRM had a positive impact on job satisfaction as well as, a positive relationship between employee exhaustion and disengagement. The findings suggest that, while involvement oriented HRM enhances job satisfaction, its implementation comes with a cost, that is, an increase in employee exhaustion and disengagement at work.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/34323