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Recruitment, training and turnover: another call centre paradox

Keith Townsend (School of Management, Queensland University of Technology, Brisbane, Australia)

Personnel Review

ISSN: 0048-3486

Article publication date: 17 April 2007

15131

Abstract

Purpose

There appear to be many paradoxes within the management of the growing call centre sector. The purpose of this paper is to consider one of these paradoxes, the extensive recruitment and training regimes in workplaces that are faced with very high levels of turnover.

Design/methodology/approach

This research is of a single worksite, a call centre of a public utilities company. The research method was non‐participant observation over a seven‐month period coupled with ten interviews with key personnel.

Findings

It was found that the organisation was able to offset the costs of training and recruitment through internal transfers within the larger organisation.

Research limitations/implications

It is a single site study, hence, while of substantial depth the findings are not generalisable. More broad based research is required in the area.

Practical implications

A useful source of information for practitioners in call centres, as well as researchers in the area of recruitment, training and call centres.

Originality/value

This paper provides a valuable insight into an area of call centres that has not been adequately investigated; that of recruitment and training employees for emotional labour.

Keywords

Citation

Townsend, K. (2007), "Recruitment, training and turnover: another call centre paradox", Personnel Review, Vol. 36 No. 3, pp. 476-490. https://doi.org/10.1108/00483480710731383

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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