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This paper reviews three studies that examine the main causes of employee stress and well‐being in call centres. All three studies were conducted by the author and his colleagues and reveal that employee well‐being in call centres is associated with: effective job design; performance monitoring that is not perceived to be intense and which aims to develop employees; supportive management; and, supportive human resource practices. Furthermore, levels of well‐being in call centres are shown to compare favourably to other forms of work. The studies challenge the image of call centres as “electronic sweatshops” and question the idea that call centre work is inevitably stressful. It is argued that managers have a choice in how to organise call centre work and can take steps to actively design employee stress out of call centre work. Practical recommendations on how to reduce employee stress in call centres are discussed.

The purpose of this paper is to assess service quality of a call centre as perceived by its employees using the SERVQUAL model. It also aims to explore factors predicting front‐line employee satisfaction and behavioural intentions in a call centre. Behavioural intentions are to be measured in terms of employees' willingness to recommend the call centre and their intentions to stay.

Data were collected by field study in a particular call centre in Mauritius using a modified SERVQUAL questionnaire. The study explored both perception and expectation levels of front‐line employees. Using confirmatory factor analysis, the gap scores (performance minus expectation‐based model) were examined. Regression models were used to test the influence of the service quality dimensions on satisfaction and behavioural intentions.

Exploratory factor analysis uncovered three composite dimensions of call centre service quality: Assurance‐Empathy, Reliability‐Responsiveness, and Tangibles. The results for the regression model indicate that satisfaction is best predicted by tangibles, and intentions to stay and willingness to recommend are best predicted by reliability‐responsiveness.

Based on the results, service managers may consider measures in order to improve and diagnose service features in call centres.

The paper examines the structure and validity of the SERVQUAL model, given its wide use and criticism, and applies the model to an important set of related, yet distinct service organisations such as call centres.

Workplace temporalities are being reshaped under globalization. Some scholars argue that work time is becoming more flexible, de-territorializing, and even disappearing. I provide an alternative picture of what is happening to work time by focusing on the customer service call center industry in India. Through case studies of three firms, and interviews with 80 employees, managers, and officials, I show how this industry involves a “reversal” of work time in which organizations and their employees shift their schedules entirely to the night. Rather than liberation from time, workers experience a hyper-management, rigidification, and re-territorialization of temporalities. This temporal order pervades both the physical and virtual tasks of the job, and has consequences for workers’ health, families, future careers, and the wider community of New Delhi. I argue that this trend is prompted by capital mobility within the information economy, expansion of the service sector, and global inequalities of time, and is reflective of an emerging stratification of employment temporalities across lines of the Global North and South.

The purpose of this paper is to investigate the explanatory power of the service-profit chain (SPC) model in a context that differs from its original conception. The authors do so by considering whether the main relationships it proposes apply in the context of call centre services, characterised by remote services and cost cutting business models.

The data were gathered from a survey of call centre management with a sample of 937 call centres from 14 countries. The analysis was carried out using structural equation modelling.

Findings reveal that the SPC model behaves somewhat differently in call centres. Although there is general support for most of the links in the model, the results indicate that customer satisfaction in the call centre industry is a separate outcome, rather than a precursor to company performance.

As is common in most research of this type, the present study is based on cross-sectional data.

Managers would be well advised to keep in mind that even minimum investments in human capital can make a difference in customer satisfaction and company results.

This is the first study to examine the main links in the SPC in non-traditional, non-face-to-face services. It demonstrates that the basic logic of the model is upheld, thus providing evidence that the boundaries of the SPC model may be further pushed in line with the peculiarities of the evolving service economy. Also, the authors make a methodological contribution by proposing a series of organisational level proxies for measuring elements of the chain that are typically assessed using individual level data that is expensive to gather.

This research aims to examine non‐union and union representative arrangements at the Eurotunnel call centre and assesses their effectiveness in representing the needs of employees.

The research examines these issues over a five‐year period using a series of employee surveys, interviews and focus groups. This period has also allowed a review of consultation arrangements before and after union recognition and an examination of the outcomes from such arrangements.

The evidence suggests that the non‐union voice structures at Eurotunnel are used as devices for information and communications rather than true consultation mechanisms or bargaining agents. However, the challenge for the trade union at the Eurotunnel call centre is that what can be regarded as a success in some aspects (increased trade union membership and presence) has not resulted in a change in attitudes towards unions by a majority of Eurotunnel employees. This could be seen as one of the major challenges for union‐employer partnership arrangements.

Generalising the findings of this case to other call centres in non‐union workplaces and firms can be problematic, given the unique ownership and structure of Eurotunnel.

These results would suggest that, while trade unions may provide greater voice than non‐union arrangements, the strength of voice is dependent on the legitimacy and effectiveness of trade unions in representing employees' interests at the workplace. Potentially it could have far‐reaching implications for employers, unions and government policy regarding the structures needed for providing effective consultation and representative structures.

Uniquely, it highlights the potential limitations and dangers for employers and unions in not addressing the needs and expectations of workers in any workplace.

The challenge of attracting and retaining high performing call center employees is significant. Research in general has shown a link between personality factors and job performance. This study aims to focus on examining the relationship between personality factors and performance using service performance indicators and further, to study the role of emotional exhaustion in this relationship in the context of call centers.

Using a structured questionnaire 194 call center employees and their supervisors were surveyed in eight call centers in five companies in the insurance and telecommunications industries.

Results using structural equation modeling showed that, with the exception of extraversion/introversion, all of the personality dimensions of the five factor model: conscientiousness, agreeableness, openness to new experience and emotional stability as well as locus of control were significantly related to one or more of the performance measures. Emotional exhaustion mediated the relationship between emotional stability and locus of control and intent to turnover.

The study examined the mediating role of emotional exhaustion in the relationship between personality and performance; the impact of stressors needs further study.

Insights gained from this study could be used to develop selection strategies, work redesign programs and training that would benefit the organization by reducing employee costs and enhancing employee wellbeing.

This study uses service performance assessment data obtained from supervisors to establish the link between personality, emotional exhaustion and service performance among call center employees.

This paper presents the findings of research undertaken in a customer contact centre in Ireland in which a series of measures were introduced to implement employee‐centred work practices. The paper examines the processes by which the measures were undertaken and considers the changes to performance that were attributed to the involvement initiatives.

An action research approach was utilised in studying the problem and a variety of measures were utilised to identify alterations in employee perceptions and employee performance over the period of the introduction of the changes.

The results of the interventions within the call centre indicated improvements in employee perceptions of their work situation as measured by the dimensions of the survey instrument. In addition, performance also improved during this time. However, while the thrust behind the change initiatives was one of involvement, at the same time decisions about which issues were open to an involvement process were made by management and there were indications of a dualist approach in the introduction of the employee‐centred initiatives.

The research was confined to one organisation which limits the extent to which the findings are generalisable.

Provides insights into the range of approaches to involvement that might be utilised within a call centre.

The paper considers an array of techniques which are now being used to manage employees within a call centre environment.

Role clarity of frontline staff is critical to their perceptions of service quality in call centres. The purpose of this study is to examine the effects of role clarity and its antecedents and consequences on employee‐perceived service quality.

A conceptual model, based on the job characteristics model and cognitive theories, is proposed. Key antecedents of role clarity considered here are feedback, autonomy, participation, supervisory consideration, and team support; while key consequences are organizational commitment, job satisfaction and service quality. An internal marketing approach is adopted and all variables are measured from the frontline employee's perspective. A structural equation model is developed and tested on a sample of 342 call centre representatives of a major commercial bank in the UK.

The research reveals that role clarity plays a critical role in explaining employee perceptions of service quality. Further, the research findings indicate that feedback, participation and team support significantly influence role clarity, which in turn influences job satisfaction and organizational commitment.

The research suggests that boundary personnel in service firms should strive for more clarity in perceived role for delivering better service quality. The limitations are in sample availability from in‐house transaction call centres of a single bank.

The contributions of this study are untangling the confusing research evidence on the effect of role clarity on service quality, using service quality as a performance variable as opposed to productivity estimates, adopting an internal marketing approach to understanding the phenomenon, and introducing teamwork along with job‐design and supervisory factors as antecedent to role clarity.

The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-à-vis indirect voice.

A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia.

The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards.

Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union's influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes.

Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice.

Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of “being heard” are as important as the actual voice mechanisms.

This paper aims to report on a study that investigated employees' views on the organizational factors that affect their ability to deliver service quality to customers. The study is important because call centers represent unique work environments and they have not been used in the development of service quality theory.

Ten focus groups of frontline employees who work in a telecommunications call center in Australia were conducted. Data were subjected to content analysis.

Nine major themes were identified. Some of these themes are evident in theory arising from service quality gaps, service climate, and service profit chain studies. Other themes include whether managers emphasize sales or efficiency, rather than service quality; approaches to performance monitoring and feedback, role and productivity demands, quality assurance regimes, and employees' experiences of service encounter stress.

The findings suggest that various factors from prior work need to be integrated and extended to enhance service quality in call centers. However, data were collected from only one call center.

The present study suggests that to deliver high levels of service quality, call center managers need to rethink their approaches to productivity and performance management, and hiring and supporting the “right” service staff.

This paper re‐examines service quality in the specific context of call centers. It provides an organizational focus and complements recent work that has tested the role of employee attitudes in service quality studies. The paper concludes with a model for testing.