Role stress in call centers: Its effects on employee performance and satisfaction

Ruyter, Ko de; Wetzels, Martin; Feinberg, Richard

doi:10.1002/dir.1008.abs

Cited by 65 publications

(106 citation statements)

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“…Such employees also exhibit lessened tendencies to quit their jobs. These findings are again congruent with prior empirical evidence (e.g., Babakus et al, 1996;Harris et al, 2006;De Ruyter, Wetzels, & Feinberg, 2001). …”

Section: Discussionsupporting

confidence: 90%

The Effects of Customer Orientation and Job Resources on Frontline Employees' Job Outcomes

Karatepe

Yavaş

Babakus

2007

Services Marketing Quarterly

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In this study, a model examining the effects of customer orientation and job resources (supervisory support, training, empowerment, and rewards) on frontline employees' job satisfaction, affective organizational commitment, and turnover intentions is developed and tested. Data collected via self-administered questionnaires from a sample of 723 frontline hotel employees in Turkey serve as the study setting. Results show that customer orientation and job resources enhance frontline employees' job satisfaction and affective organizational commitment, and diminish their turnover intentions. Also, job satisfaction has a significant positive impact on affective organizational commitment and a negative

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Section: Discussionsupporting

confidence: 90%

The Effects of Customer Orientation and Job Resources on Frontline Employees' Job Outcomes

Karatepe

Yavaş

Babakus

2007

Services Marketing Quarterly

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“…In addition, affective commitment has been related to actual turnover (Mathieu & Zajac, 1990;Meyer et al, 2002). Evidence for a negative relationship between commitment and turnover intentions has also been found in the call centre study of De Ruyter et al (2001). Taken together, we expect that committed and dedicated call centre employees will be less likely to look for another job.…”

Section: Motivational Processmentioning

confidence: 63%

Dual processes at work in a call centre: An application of the job demands – resources model

Bakker

Demerouti

Schaufeli

2003

European Journal of Work and Organizational Psychology

707

611

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This study among 477 employees working in the call centre of a Dutch telecom company (response 88%) examined the predictive validity of the job demands -resources (JD -R) model for self-reported absenteeism and turnover intentions. The central hypothesis was that job demands would be the most important predictors of absenteeism, through their relationship with health problems (i.e., exhaustion and Repetitive Strain Injury-RSI), whereas job resources would be the most important predictors of turnover intentions, through their relationship with involvement (i.e., organizational commitment and dedication). Results of a series of SEM analyses largely supported these dual processes. In the first energy-driven process, job demands (i.e., work pressure, computer problems, emotional demands, and changes in tasks) were the most important predictors of health problems, which, in turn, were related to sickness absence (duration and long-term absence). In the second motivation-driven process, job resources (i.e., social support, supervisory coaching, performance feedback and time control) were the only predictors of involvement, which, in turn, was related to turnover intentions. Additionally, job resources had a weak negative relationship with health problems, and health problems positively influenced turnover intentions. The application of the JD -R model as a human resource management tool in call centres as well as in other organizations is discussed.A call centre can be defined as a work environment in which the main business is mediated by computer and telephone-based technologies that enable the efficient distribution of incoming calls (or allocation of outgoing calls) to available staff, and permit customer -employee interaction to occur simultaneously with use of display screen equipment and the instant access to, and inputting of, information (Holman, 2003).

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“…Work stress can be a particular problem in customer-oriented fields because employees often experience conflicting demands of the company, supervisors, and customers, and these conflicts create dissonance for employees (Ruyter, Wetzels, & Feinberg, 2001). …”

Section: Introductionmentioning

confidence: 99%

Work stress and well-being in the hotel industry

O’Neill

Davis

2011

International Journal of Hospitality Management

259

141

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Employee stress is a significant issue in the hospitality industry, and it is costly for employers and employees alike. Although addressing and reducing stress is both a noble goal and is capable of resulting in expense reductions for employers, the nature and quantity of hospitality employee stress is not fully understood. The first aim of this study was to identify common work stressors in a sample of 164 managerial and hourly workers employed at 65 different hotels who were each interviewed for eight consecutive days. The two most common stressors were interpersonal tensions at work and overloads (e.g., technology not functioning). The second aim was to determine whether there were differences in the types and frequency of work stressors by job type (i.e., managers v. non-managers), gender, and marital status. Hotel managers reported significantly more stressors than hourly employees. There were no significant differences by gender or marital status. The third aim was to investigate whether the various stressors were linked to hotel employee health and work outcomes. More employee and coworker stressors were linked to more negative physical health symptoms. Also, interpersonal tensions at work were linked to lower job satisfaction and greater turnover intentions.

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Role stress in call centers: Its effects on employee performance and satisfaction

Cited by 65 publications

References 0 publications

The Effects of Customer Orientation and Job Resources on Frontline Employees' Job Outcomes

The Effects of Customer Orientation and Job Resources on Frontline Employees' Job Outcomes

Dual processes at work in a call centre: An application of the job demands – resources model

Work stress and well-being in the hotel industry

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