The impact of call centre stressors on inbound and outbound call‐centre agent burnout

Abstract

PurposeThe aim of this study is to draw on various models of burnout and test hypotheses relating to anticipated differences in the burnout process between inbound versus outbound call centre agents. This is achieved by comparing the magnitude of the relationships in the sequence of customer stressors → emotional exhaustion → depersonalization → reduced personal accomplishment across a sample of inbound and outbound call centre agents working in a large retail bank call centre in New Zealand.Design/methodology/approachData were collected from inbound and outbound call centre agents of a large retail bank call centre in New Zealand via a self‐administered survey questionnaire electronically distributed to all 195 call centre agents working in the bank's two call centre locations. Data obtained from the call centre agents were analysed using the SEM‐based partial least squares (PLS) methodology.FindingsThe findings of the study reveal significant differences between inbound and outbound call centre agents in terms of the extent to which emotional exhaustion impacts depersonalisation as well as the extent to which depersonalisation influences feelings of reduced personal accomplishment.Practical implicationsThe research advances understanding of differences in the burnout process as perceived by inbound versus outbound call centre agents. Call centre management might consider improving the work environment to bring about greater job discretion/autonomy, greater job variety and performance monitoring in order to attenuate the stronger impact of these relationships in an inbound context.Originality/valueThese findings extend our understanding of these phenomena in the largely unexplored yet important context of call centre agent‐customer interaction in specifically highlighting differences between inbound and outbound call centre agent burnout.

Engaged customers as job resources or demands for frontline employees?

“…To date, research on the impact of customer behaviors on frontline employees' job strain has mainly focused on negative customer behaviors (e.g., verbal aggression), thereby hinting that these behaviors have a negative impact on job strain among frontline employees (Karatepe et al, 2010;Rafaeli et al, 2012;Rod and Ashill, 2013). In addition, a few studies have demonstrated that the same goes for customer behaviors required for service delivery, such as customers providing information about their needs (Chan et al, 2010;Hsieh and Yen, 2005;Mustak et al, 2013).…”

An Empirical Study of Turnover Intentions in Call Centre Industry of Pakistan

“…Call centers should have a set of precautionary tests and indicators so that managers can be aware of the onset of depersonalization and arousing exhaustion and take counteractive steps [8]. Understanding call centre stressors and their impact on burnout is a necessary and critical starting point in developing and implementing programs designed to address the dysfunctional effects of stressors and their differential impact on inbound and outbound call center agents [9].…”

Call Centre Job Differences

“…Inbound agents typically perform tasks related to customer service, where customers call to enquire about accounts and sales or where clients call in response to marketing efforts, technical support and where agents field calls relating to the use of products and services (Rod & Ashill, 2013). Inbound call centre tasks can be more complex than outbound tasks such as telemarketing, which usually uses standardised scripts and content (Rod & Ashill, 2013).…”

“…Inbound call centre tasks can be more complex than outbound tasks such as telemarketing, which usually uses standardised scripts and content (Rod & Ashill, 2013). Inbound calls are therefore typically more varied in nature (Rod & Ashill, 2013).…”