Promotion in call centres: opportunities and determinants

Gorjup, María Tatiana; Valverde, Mireia; Ryan, Gerard

doi:10.1108/03090590810846566

Cited by 16 publications

(2 citation statements)

References 47 publications

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“…The research results will be discussed in terms of the two stated research objectives. (Batt, 2002;Gorjup et al, 2008), but internal advancement has a direct influence on commitment levels (or the intention to stay). Participation programmes, flexitime and grievance procedures positively impact retention (Batt, 2002;Cox et al, 2000).…”

Section: Summary Of the Research Resultsmentioning

confidence: 99%

Predictive performance models in the South African Business Process Services industry

Jacobs

Roodt

2019

SA j. ind. psychol.

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Orientation: An earlier systematic literature review study (Jacobs Roodt, 2011) conducted on research in Business Process Services (BPS) industry sector companies identified a number of variables that could be empirically linked to turnover intention and individual performance. The literature pointed to a potential health promotion process, as well as an individual performance process in the BPS environment.Research purpose: The purpose of this study is to test two different predictive models that may explain two distal outcomes, namely turnover intention and individual employee performance, in the South African (SA) BPS industry.Motivation for the study: There is little, if any, peer-reviewed, empirical research available on the BPS industry that links variables to either proximate or distal outcome variables, such as turnover intention and individual employee performance.Research approach/design and method: A two-stage, census-based sampling approach was followed that initially targeted 40 organisations within the industry that employ about 13000 employees. Sixteen of these organisations (employing about 6800 individuals) indicated that they wish to voluntarily participate in the study; 821 individuals were targeted to participate in the cross-sectional survey and 487 usable responses were obtained (a 59% response rate). Multivariate data analyses were conducted from an exploratory perspective to retrospectively explain relationships in the structural models.Main findings: An overall health promotion process model that predicted the distal outcome, turnover intention, was confirmed within the context of this exploratory study, where human resource management (HRM) practices, job demands (JDs) and job resources (JRs) were related to burnout as the only proximate outcome. On the other hand, an individual performance enhancing process model was also confirmed within the context of this exploratory study by using HRM practices, JRs and JDs, together with proximate variables, such as employee competence and engagement, to explain the distal outcome, individual performance.Practical/managerial implications: The study has implications for executive (strategic) management, human resource (HR) professionals and work unit team leaders in the BPS industry. This study shows which JRs contribute towards the reduction of burnout and turnover intention in the BPS context. On the other hand, it explains how HRM practices, as well as JRs and JDs, in combination with employee competence and engagement, can be used to promote individual performance.Contribution/value-add: This is the first SA study that uses a range of variables in a multivariate analysis to predict turnover intention and individual performance in the SA BPS industry.

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Section: Summary Of the Research Resultsmentioning

confidence: 99%

Predictive performance models in the South African Business Process Services industry

Jacobs

Roodt

2019

SA j. ind. psychol.

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“…Limited use of promotion in the contact centre sector was reported (Batt, 2002;Gorjup, et al, 2008).…”

Section: Human Resources Management Practicesmentioning

confidence: 93%

A human capital predictive model for agent performance in contact centres

Jacobs

Roodt

2011

SA j ind psychol

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Orientation: Currently no integrative model exists that can explain the phenomena contributing to agent performance in the South African contact centre industry.Research purpose: The primary focus of this article was to develop a theoretically derived human capital predictive model for agent performance in contact centres and Business Process Outsourcing (BPO) based on a review of current empirical research literature.Motivation for the study: The study was motivated by the need for a human capital predictive model that can predict agent and overall business performance.Research design: A nonempirical (theoretical) research paradigm was adopted for this study and more specifically a theory or model-building approach was followed. A systematic review of published empirical research articles (for the period 2000–2009) in scholarly search portals was performed.Main findings: Eight building blocks of the human capital predictive model for agent performance in contact centres were identified. Forty-two of the human capital contact centre related articles are detailed in this study. Key empirical findings suggest that person– environment fit, job demands-resources, human resources management practices, engagement, agent well-being, agent competence; turnover intention; and agent performance are related to contact centre performance.Practical/managerial implications: The human capital predictive model serves as an operational management model that has performance implications for agents and ultimately influences the contact centre’s overall business performance.Contribution/value-add: This research can contribute to the fields of human resource management (HRM), human capital and performance management within the contact centre and BPO environment.How to cite this article: Jacobs, C., & Roodt, G. (2011). A human capital predictive model for agent performance in contact centres. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37(1), Art. #940, 19 pages. doi:10.4102/sajip.v37i1.940

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The Effects of HRM Practices on Teamwork and Career Growth in Offshore Outsourcing Firms

Wickramasinghe¹,

Dolamulla²

2016

Glob Bus Org Exc

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Balancing the short‐term goals of the organization with employees’ long‐term development is of particular interest to the leaders of offshore outsourcing firms. To better understand this challenge, researchers surveyed 170 virtual team members in 14 IT outsourcing firms in Sri Lanka about the impact of their employers’ human resource management practices on their performance and career growth. The findings reveal the importance of performance management, capability development, and the integration of various human resource management practices in fostering both the teamwork that is crucial to attain business objectives, as well as the professional development essential to meeting employees’ expectations regarding their career growth. © 2016 Wiley Periodicals, Inc.

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Promotion in call centres: opportunities and determinants

Cited by 16 publications

References 47 publications

Predictive performance models in the South African Business Process Services industry

Predictive performance models in the South African Business Process Services industry

A human capital predictive model for agent performance in contact centres

The Effects of HRM Practices on Teamwork and Career Growth in Offshore Outsourcing Firms

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