Training and expectations on job mobility in the call centres sector

Sieben, Inge; Grip, Andries de

doi:10.1108/03090590410527645

Cited by 16 publications

(21 citation statements)

References 13 publications

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“…However, even where CSOs may seek progression within CCs, the work organisation in these workplaces suggests that promotion may not be a major feature of this sector because they are generally considered flat organisations (see Holman et al (2007)). In addition, high turnover rates (Sieben & de Grip 2004) suggest that even where opportunities for progression may exist, CC employees may not stay long enough in the job to be promoted. Indeed, research conducted by Sieben and de Grip (2004) reported on the effect of training on worker mobility both within and outside the sector finding that approximately one-third of CSOs interviewed believed that jobs in any other sector offered better career opportunities than their CC employer and that their work was not personally satisfying.…”

Section: Training Ict and Careers In Ccsmentioning

confidence: 94%

“…In addition, high turnover rates (Sieben & de Grip 2004) suggest that even where opportunities for progression may exist, CC employees may not stay long enough in the job to be promoted. Indeed, research conducted by Sieben and de Grip (2004) reported on the effect of training on worker mobility both within and outside the sector finding that approximately one-third of CSOs interviewed believed that jobs in any other sector offered better career opportunities than their CC employer and that their work was not personally satisfying. While the link between Labour and Industry 57 training and promotion/career development in CCs is unclear due to a lack of evidence in the literature as to the nature of this relationship (Gorjup et al 2008), there is some agreement, however that CC work is frequently repetitive and as Morley (Morley 2008: 17) points out 'also extremely challenging, demanding the effective management of diverse customer needs and expectations.'…”

Section: Training Ict and Careers In Ccsmentioning

confidence: 94%

See 1 more Smart Citation

New technology and new workplaces: call centre careers – a growing reality?

Hannif

Connell

McDonnell

et al. 2014

Labour & Industry: a journal of the social and economic rel

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Research to date suggests that career advancement in call centres (CCs) is relatively uncommon with employees often viewing such employment as a stopgap measure before moving on to something better. This study set out to determine whether such scenarios have changed over time since CCs have become more established in their work organisation, information and communication technology (ICT) and management processes. This study particularly focused on training and development initiatives, how employees access training and development, and whether CCs support career development. Using both qualitative and quantitative methods, these issues are examined within 10 Australian CCs of varying size from various sectors. Two-thirds of respondents stated that they intended to develop a career in the industry and 7 in 10 reported that they believed there were promotional opportunities emerging in their current organisation. Despite these findings, the evidence also suggests that more needs to be done both to create coherent career paths and to establish structured, accredited training programmes for CC employees.

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Section: Training Ict and Careers In Ccsmentioning

confidence: 94%

Section: Training Ict and Careers In Ccsmentioning

confidence: 94%

New technology and new workplaces: call centre careers – a growing reality?

Hannif

Connell

McDonnell

et al. 2014

Labour & Industry: a journal of the social and economic rel

View full text Add to dashboard Cite

show abstract

“…Although there have been few studies specifically of promotions in call centers (although see: Gorjup, Valverde, and Ryan 2008; Moss, Salzman, and Tilly 2008; Sieben and de Grip 2004), the available studies indicate that the organizational characteristics associated with promotions seem to be quite similar to those shaping internal labor markets in other sectors. One set of factors is related to specific management practices.…”

Section: Firm Restructuring and Promotionsmentioning

confidence: 99%

From Internal to Network Labor Markets? Insights on New Promotion Processes from the Call Center Industry

Benner¹,

Mane²

2011

Industrial Relations: A Journal of Economy and Society

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Research on network forms of organization suggests that “business units” may be a more useful analytical unit than “firms” in understanding restructuring of internal labor markets. We find evidence for this proposition by analyzing promotion opportunities in 1760 call centers in sixteen countries. We find substantial differences in promotion opportunities internal to the unit versus elsewhere, related to the use of explicit versus tacit knowledge in performance evaluation, distinctions between unit‐specific and general‐firm knowledge, and network‐bridging organizational characteristics.

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“…Similarly, Bayo-Moriones and Ortín-Angel (2006) found that investment by manufacturing companies in developing specific knowledge is positively related with the use of promotion. However, Ichniowski et al (1997) in Sieben and de Grip (2004) found that the impact of investment in training is diminished unless it is combined with other human resource practices. When a vacancy is filled internally, the company saves on the training costs of providing a new employee from outside the organisation with company-specific skills.…”

Section: Training Provision and The Use Of Promotionmentioning

confidence: 99%

Promotion in call centres: opportunities and determinants

Gorjup

Valverde

Ryan

2008

Journal of European Industrial Training

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the quality of jobs in call centres by focusing on the opportunities for promotion in this sector. More specifically, the research questions focus on discovering whether promotion is common practise in the call centre sector and on identifying the factors that affect this. Design/methodology/approach -A survey questionnaire was administered to call centre directors or their human resource managers. A least square regression analysis was carried out to examine how training, job security and knowledge about employees' abilities, affect the use of promotion in call centres, as well as three structural variables of the organisations: size, being part of a larger organisation and whether the call centre was in-house or outsourced. Findings -The results suggest a limited use of promotion and the absence of consolidated internal labour markets in this sector. Nevertheless, a diverse range of call centres exists in terms of the use of promotion. The analysis identifies structural and managerial variables that identify where promotion is likely to be employed more intensively in call centres.Research limitations/implications -The main limitation of the paper is related to the variables used to examine training. An important implication of the results for managers is the suggestion to employ promotion policies with other human resource management practices. Originality/value -The main contribution of this paper is the finding that the use of promotion has been determined by structural factors and other management practices. Therefore, call centre managers are encouraged to establish these practices in order to subsequently facilitate the use of promotion.

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Training and expectations on job mobility in the call centres sector

Cited by 16 publications

References 13 publications

New technology and new workplaces: call centre careers – a growing reality?

New technology and new workplaces: call centre careers – a growing reality?

From Internal to Network Labor Markets? Insights on New Promotion Processes from the Call Center Industry

Promotion in call centres: opportunities and determinants

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