The Effects of Emotional Dissonance and Quality of Work Life Perceptions on Absenteeism and Turnover Intentions among Turkish Call Center Employees

Çelik, Duysal Aşkun; Öz, Ela Ünler

doi:10.1016/j.sbspro.2011.10.491

Cited by 26 publications

(23 citation statements)

References 16 publications

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“…According to studies, emotional dissonance is a context-specific stressor [ 51 ], that can lead to a depletion of the individuals’ energy [ 12 , 19 ], and this stressful situation can influence both job satisfaction and intention to leave the job [ 45 ]. Considering the increasing intentions to leave call centers [ 47 , 52 ], indeed, it is important to consider the role of job satisfaction, highlighted by studies as a key variable able to influence employees’ turnover intentions [ 48 ]. Moreover, it is important to understand what could limit the intention to leave: studies suggest that the availability of resources can enhance the employees’ identification and involvement in the organization, that is negatively related to turnover intentions [ 6 ].…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, it is important to understand what could limit the intention to leave: studies suggest that the availability of resources can enhance the employees’ identification and involvement in the organization, that is negatively related to turnover intentions [ 6 ]. Among studies, the crucial resources in the call center context are related to: developmental opportunities; the possibility to manage and control time to do the work; social supports, particularly from supervisors, linked to coaching and clear feedback [ 6 , 48 , 52 ].…”

Section: Introductionmentioning

confidence: 99%

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Turnover intentions in a call center: The role of emotional dissonance, job resources, and job satisfaction

et al. 2018

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BackgroundTurnover intentions refer to employees’ intent to leave the organization and, within call centers, it can be influenced by factors such as relational variables or the perception of the quality of working life, which can be affected by emotional dissonance. This specific job demand to express emotions not felt is peculiar in call centers, and can influence job satisfaction and turnover intentions, a crucial problem among these working contexts. This study aims to detect, within the theoretical framework of the Job Demands-Resources Model, the role of emotional dissonance (job demand), and two resources, job autonomy and supervisors’ support, in the perception of job satisfaction and turnover intentions among an Italian call center.MethodThe study involved 318 call center agents of an Italian Telecommunication Company. Data analysis first performed descriptive statistics through SPSS 22. A path analysis was then performed through LISREL 8.72 and tested both direct and indirect effects.ResultsResults suggest the role of resources in fostering job satisfaction and in decreasing turnover intentions. Emotional dissonance reveals a negative relation with job satisfaction and a positive relation with turnover. Moreover, job satisfaction is negatively related with turnover and mediates the relationship between job resources and turnover.ConclusionThis study contributes to extend the knowledge about the variables influencing turnover intentions, a crucial problem among call centers. Moreover, the study identifies theoretical considerations and practical implications to promote well-being among call center employees. To foster job satisfaction and reduce turnover intentions, in fact, it is important to make resources available, but also to offer specific training programs to make employees and supervisors aware about the consequences of emotional dissonance.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Turnover intentions in a call center: The role of emotional dissonance, job resources, and job satisfaction

et al. 2018

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“…One of the ways to heighten employee engagement is through effective quality of work life, researchersGillet, Fouquereau, Bonnaud-Antignac, Mokounkolo, and Colombat (2013) have earlier claimed that quality of work life positively related to their work engagement. However, researcher like Celik and Oz (2011); (Chiedu, Long, & Ashar, 2017a) agree that quality of work life perceptions affected turnover intentions and absenteeism directly. Furthermore, employee attitude is a perception embedded waiting for the day of explosion, with positive impacts of organizational policy to employee quality of work life on employee engagement, employees are expected to show high commitment and positive attitudes to organizational policy, Thus, every employee needs a policy program that will postulate their employee quality of work life.…”

Section: Introductionmentioning

confidence: 99%

Investigating the Impact of Organizational Policy TowardsQuality of Work Life on Employee Engagement in Manufacturing Company Nigeria

Chiemeke¹,

Ashari²,

Muktar³

2018

European Journal of Economics and Business Studies

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This paper is devoted to study of organizational policy towards the impact of quality of work life on employee engagement. It is important to investigate the factors of organizational policy that have impart to influence quality of work life on employee engagement antecedent variables directly and indirect through organizational policy role. The practice in the past by organizations was for the management level staff to formulate policy for the smooth running of the organizations. While this approach is working in its own way, it is equally important to consider a novel idea of involving all employee staff in policy formulation or in the reviewing of the existing policy. Against this backdrop, this study presents findings of the three variables: organizational policy, quality of work life and employee engagement This study tends to investigate how organizational policy (OP) can have influence on employee Quality Work Life (QWL) on Employee Engagement (EE). Linkage between these three factors will be established and various levels of each of the factors will also be identified. In the paper, four major stages of organizational policy are identified namely: the policy formulation, adoption, implementation and evaluation. Policy formulation is normally embedded in the minds of individuals and it is difficult to capture or communicate to others. On the other hand, adoption, implementation and evaluation policy is formal, typically documented and easily communicated and shared with others. The study assume that the focus of organizational policy and quality of work life should be placed on the employee engagement, thus the importance of organizational policy and employee quality of work life on employee engagement should be given greater attention.

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“…This can definitely be achieved by attending to the psychosocial needs of the employees, which would be the key competitive edge for a company. Enhancing the QWL for employees would surely lead to lowered absenteeism, employee turnover and grievances (Wan and Chan, 2012;Celik and Oz, 2011;Havlovic, 1991). Furthermore, it would help to attract and retain talent (Catanzaro et al, 2010) and result in increased growth and profitability for the company GM 29,4 (Daud, 2010;Lau and May, 1998), especially in developing countries (Aryeetey and Sanda, 2012).…”

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Effects of masculinity-femininity on quality of work life

Ganesh

2014

Gender in Management: An International Journal

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Purpose – The purpose of this paper was to attempt to understand the effects of gender, masculinity-femininity and social support from three sources (supervisor, co-worker and family) on the quality of work life (QWL) of an employee. In addition, the paper tried to explore the moderating effects of gender and social support in the relationship between masculinity-femininity and QWL. Relevant background variables such as age, marital status, parental status and sector have been included as control variables in the study. Design/methodology/approach – Data were collected from a sample of 307 bank employees in India (208 males and 99 females) working in private and public sector banks using the purposive sampling technique. Prior permission was obtained from the relevant authorities. To test the hypotheses, t-tests and hierarchical regression analyses were performed. In addition, the Baron and Kenny (1986) approach was used to test the moderating effects of gender and social support in the relationship between masculinity-femininity and QWL. Findings – Masculinity-femininity was not found to be significant predictor of QWL, while gender emerged as a significant predictor of QWL. Also, gender moderated the relationship between masculinity-femininity and QWL. All three sources of social support significantly predicted QWL. Results of t-test showed that female employees experienced better QWL than male employees. Furthermore, supervisory category employees and parent employees reported significantly better QWL than non-supervisory and non-parent employees. Practical implications – The key implication for organisations is that employees with both masculine and feminine tendencies are required to strike a balance between goal orientation and people orientation within the company. Also, employees should understand that their gender as well as their individual orientations towards masculinity or femininity will affect the dynamics of any interaction. Hence, being aware of the tendencies that are typical of their gender role orientations both while dealing with themselves as well as while dealing with customers, colleagues or supervisors would help in improving the quality of their work, as well as their QWL, especially in customer service professions. Originality/value – This is one of the few studies that have tried to answer the “why” part of gender differences in QWL. In addition, this study contributes to an understanding of the relative importance of different sources of social support in improving an employee's QWL. Finally, this is the first study to understand the relationship between masculinity-femininity, social support, gender and QWL in the Indian context, where the overall cultural orientation towards gender roles is currently changing.

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The Effects of Emotional Dissonance and Quality of Work Life Perceptions on Absenteeism and Turnover Intentions among Turkish Call Center Employees

Cited by 26 publications

References 16 publications

Turnover intentions in a call center: The role of emotional dissonance, job resources, and job satisfaction

Turnover intentions in a call center: The role of emotional dissonance, job resources, and job satisfaction

Investigating the Impact of Organizational Policy TowardsQuality of Work Life on Employee Engagement in Manufacturing Company Nigeria

Effects of masculinity-femininity on quality of work life

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