Reducing burnout in call centers through HR practices

Abstract

Previous research on call centers has demonstrated that human resource (HR) practices can be related to employee stress; however, these studies did not examine the linking mechanisms underlying these associations. Using the job demands-control (JD-C) model as a theoretical framework, we examine perceived job demands (namely, emotional dissonance and quantitative demands) and autonomy as potential mediators in the relationship between HR systems and burnout (exhaustion and cynicism). We distinguish between HR control systems, which include performance monitoring practices, and HR involvement systems, which include training, participation, and performance-related pay. This study samples 811 employees working in 11 call centers. Our fi ndings support the idea that HR systems can help reduce burnout in call centers by verifying that HR control systems associated with more emotional dissonance and less autonomy increase burnout. On the other hand, an HR involvement system decreases workers' burnout because it alleviates the job demands of emotional dissonance and quantitative demands. This study fi lls a gap in the literature between HR systems and burnout by demonstrating the role job demands and autonomy play in explaining how HR systems improve or decrease workers' exhaustion and cynicism.

How do cynical employees serve their customers? A multi-method study

“…Although the consequences of emotional labour depend on the emotion-regulation strategies that employees use (see meta-analysis, Hülsheger & Schewe, 2011), it is generally found to cause unfavourable outcomes for employees since it has been related to higher levels of exhaustion, i.e., the stress-related component of job burnout (see meta-analysis, Kenworthy, Fay, Frame, & Petree, 2014) and cynicism, i.e., the attitudinal or motivational component of burnout (e.g., Castanheira & Chambel, 2010). The requirement to follow organization-set emotional displays to fulfil role expectations is generally demanding for employees -particularly when employees use surface acting (Grandey et al, 2013).…”

The role of diversity practices and inclusion in promoting trust and employee engagement

“…There has been a call in the literature for more empirical research in order to elucidate the 'black box' of intervening mechanisms that explain how HR practices impact important outcomes for organizations and their employees (Gould-Williams & Mohamed, 2010;Castanheira & Chambel, 2010). One variable that may allow us to shed light on this, and that may provide a mechanism through which HR practices can take effect, is trust.…”

High-Performance Work Systems and Proactive Behavior: The Mediating Role of Psychological Empowerment

“…Participative management is imbedded with increased job autonomy and empowerment (Seibert, Wang, & Courtright, 2011). As HPWS are associated with a high job autonomy, employees feel to have more autonomy and freedom once HPWS is undertaken (Appelbaum, Bailey, Berg, & Kalleberg, 2000;Castanheira & Chambel, 2010;Carvalho & Chambel, 2014). The compensation systems subject to employee performance will motivate employees to feel self-determination at work.…”