Service employee adaptiveness

Abstract

Purpose -The research aims to explore the relationships between managerial control strategies, role-stress and employee adaptiveness among call centre employees.Design/methodology/approach -Based on a conceptual model, a questionnaire-based survey methodology is adopted. Data were collected from call centre employees in India and the data were analysed through PLS methodology.Findings -The study finds that outcome control and activity control increase role-stress while capability control does not have a significant impact. The interaction between outcome control and activity control also tends to impact role -stress of employees. Role-stress felt by employees has a significant negative impact on employee adaptiveness. Research limitations/implications -The sampling approach was convenience-based affecting the generalizability of the results.Practical implications -The paper provide guidelines for utilising managerial control approaches in a service setting.Originality/value -The paper looks at managerial control approaches in a service setting -a topic not researched before.

Employee Control and Occupational Fraud in Remote Work

“…Having lost the possibility of direct control, managers are the ones that must demonstrate the skill in the use of remote work tools and the ability to adapt to them to properly formulate employees' tasks and the organisation's aims and objectives (rather than focus exclusively on work control) (cf. Sahadev, Purani, Kumar, 2013). Our interviewees provided examples of communication tools (as well as communication and data exchange systems), many of whose functionalities (according to our respondents) were never used.…”