Search results

The main purpose of the study is to examine the relationships between e-listening and customers’ perceptions of interpersonal service quality and utilitarian value during e-contact center interactions.

Participants completed an online survey about their service experiences with e-contact centers. Data were analyzed using structural equation modeling.

This study found that e-listening is highly related to interpersonal service quality and utilitarian value. Interpersonal service quality is positively related to e-satisfaction and e-loyalty, both with e-contact centers and e-retailers.

The study utilizes general active empathetic listening (AEL) constructs identified in previous research. Although these constructs provide a way to differentiate the cognitive aspects of AEL, and therefore, a mechanism for discerning utilitarian value, further qualitative studies on nonverbal cues in online communications would develop insights into more granular, behavioral dimensions and effects of e-listening. In addition, the study is based on general e-retailing processes, and is not focused on a specific business or sector. The magnitude of the effects of e-listening on the different factors related to customer relationships may vary with different sectors.

E-contact centers should provide interpersonal interactions that emphasize utilitarian value. The centers should be staffed by employees who are well trained in AEL and who are provided with appropriate resources. The interactions of these e-contact centers can provide significant input to e-retailers about the improvement of service quality and resulting customer e-loyalty.

The research provides an original view of service quality in e-contact center contexts and makes a valuable contribution to understanding the evolving service offerings of multi-channel e-retailing. The study provides support for the argument that value and quality in interpersonal interactions with e-contact centers lead to satisfaction and consequently to customer loyalty.

The purpose of this paper is to study how contact centre employees rationalize the perceived problems of an open plan contact centre environment.

The paper applies a framework of four different orientations towards the working environment: the object orientation, system orientation, people orientation and territory orientation. Interviews in three contact centre environments with 28 interviewees were carried out, in order to test whether the framework could be used to analyse the ways the contact centre employees rationalize their working environment. The data were analysed with a qualitative content analysis.

It was possible to find four ways to rationalize the working environment from the speech of the contact centre employees: object‐oriented, system‐oriented, people‐oriented and territory‐oriented rationalization. Persons with the same dominant way of rationalization had internally coherent ways of constructing the reality of their workplace and a common way to justify the existing spatial solutions.

This research is limited to the insights of 28 contact centre workers. Their experiences of their working environment were studied without an attempt to objectively assess whether the problems they named were real or not. The results are not generalizable in the traditional statistical sense.

The research on workplace‐related issues in a contact centre context is limited. Contact centre work is demanding but the physical working environment can be used to minimize the negative consequences of these demands. Thus, it is important to raise understanding of the workplace‐related issues in a contact centre context.

The purpose of this paper is to identify theories from manufacturing which can be applied to alleviate current issues within contact centre organisations. As contact centres currently adopt a mass production approach to customer service, this paper aims to examine the key issues currently facing contact centres and investigate how manufacturing has overcome some of its issues with the mass production approach.

The research employs a qualitative case study approach using a cross section of different types of contact centre to identify the current issues with contact centres. Interview and direct observation are the chosen methods for data collection and the data are analysed using a series of deductive and emergent codes.

From empirically investigating the issues that contact centres are currently facing it would imply that they have the same issues as manufacturing historically faced. Therefore, it can be concluded that if manufacturing can develop from an industry founded on scientific management principles, then so can the contact centre industry.

The findings of this paper provide a useful starting point to discuss the ability of theories developed in manufacturing to be adapted into the contact centre context. This paper is a starting point for further work into the applicability of manufacturing theories into the contact centre environment and as such it is deliberately discussed at a high level of abstraction.

Many of the techniques employed in contact centres originate from manufacturing's past but little of the research focuses on how contact centres can learn from manufacturing's future therefore this paper has practical implications in identifying which concepts can be transferred from manufacturing to contact centres.

The value of this paper is that it looks to the future of contact centre operations and discusses which techniques can be transferred from manufacturing to alleviate some of the current issues with contact centres.

The purpose of this paper is to provide a theoretical framework that is of practical use to those who are coaching for enhanced communication in the contact centre industry.

The conceptualization of this framework has emerged after several years of working, as an applied linguist and consultant in this industry.

The interdisciplinary framework proposed in this paper draws on the adult learning theory, on language assessment and applied linguistic practices and studies carried out looking at how competency is developed at work. It proposes four levels of competency from novice to expert with the attendant coaching approach to best target the needs of communications coachees in this industry.

Implications for improved coaching practices in the contact centre industry where there is heavy investment in coaching on the floor. Research limitations are that although there is strong anecdotal evidence that this framework and approach to coaching is effective, the authors need to carry out a large-scale study showing business impact.

The implications for coaching practitioners are that they have an informed theoretical framework upon which to base their coaching activity. This provides a more targeted approach to the needs of coachees of different levels of experience.

As a result of effective coaching, particularly at the early stages of working in a contact centre, the level of attrition may drop thus providing employees with work in a supportive environment.

No previous study has looked at how theoretical studies in adult learning and applied linguistic practice can inform communications coaching in this industry. It has also involved the quality assurance specialists in collaborating and contributing to this model.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

The purpose of this paper is to evaluate the quality of service provided by the Stirling Council call centre with a view to determining the essential elements of best practice.

The method involves questionnaires to Scottish local authorities about their use of call centres, interviews with Stirling Council managers and call centre employees and some participant observation to gain a detailed view of both the management and operations of the call centre.

The findings are grouped into the topics of communication, training, quality and systems/technology, with improvements suggested in a few areas. Overall, the approach to service quality in the call centre tends to be more qualitative than quantitative with a good awareness of learning and management related issues.

The value/contribution of the paper lies in the definition of essential best practice call centre management components, presented in a framework involving aims, enablers and results. This model is proposed for generalised use in both the public and private sectors; it would henceforth benefit from some testing and further refinements.

The purpose of this paper is to analyze the moderating role of affective commitment in the relationship between work-personal life conflict (WPLC) and burnout in the contact center environment.

Data were obtained through the participation of a sample of Portuguese employees (n=2,055) of a large company in the contact center sector. Data were analyzed using the Process tool.

The results support the existence of a positive relationship between both dimensions of WPLC (i.e. time and strain) and burnout (i.e. exhaustion and cynicism). Moreover, the study confirms that the affective commitment moderates the relationship between both dimensions of WPLC and cynicism, buffering these relationships.

The cross-sectional design and the reliance on self-report measures are the main limitations of this study, although no causality was claimed and method biases were controlled.

Contact center managers should develop human resources practices that aid employees to conciliate work and life. Furthermore, these work-life balance practices should be used together with high involvement human resources practices that promote employees’ affective commitment.

This study provides evidence for the need to reconceptualize the traditional work-family conflict, stressing the importance of considering the interference between domains of life, especially in sectors that tend to have young employees.

Informs executives of the dangers of entrapment which can occur when there is an increasing commitment to an ineffective course of action to justify previous allocation of resources when managing new projects.

Reviews research studies on establishing call/contact‐centres in local government across the UK. Data were also collected via interviews with executives in authorities experienced in setting up call/contact centres.

Centres involve spending millions of pounds but there was only limited knowledge of capital or ongoing revenue costs. Evidence of internal resistance, lack of any shared vision, or knowledge of the level of risk existed as well as only limited understanding of the centres' organisational impact, potential benefits or added value. There was an absence of stated project objectives or formal project appraisal and a creeping commitment to the projects continuation. The potential for entrapment existed

A single case study but one which adds to the existing literature on entrapment and focuses attention on the risks that can exist in the public sector.

Underlines the importance of setting out specific procedures for evaluating the potential costs/benefits and subsequent progress of new, particular large scale, business projects.

Shows that potential entrapment can be present in the context of projects of national importance. The paper is relevant to managers within the public sector engaged on new ventures and to all executives in any setting.

Puts forward the reasons to focus on employees of call centres and contact centres above any other factor, when looking at ways of improving the customer experience.

Presents the views of Ian Munro, managing director of Contactcenters.com, who has 20 years' experience in the call centre industry, during which time he has achieved impressive results with organizational change programmes developed for companies across Europe and the US.

Describes the factors that will enrich the jobs of employees in call centres and contact centres: customers are becoming more sophisticated in their demands, widening the opportunities for deeper customer relationships; companies are doing away with scripts because they are too restrictive; call centres are increasingly being seen as an integral part of the company rather than an unloved offshoot; call centres are increasingly being located in real communities, rather than on distant industrial estates; physical conditions within call centres are improving; technology is being adapted to employees and processes, rather than the other way round; and staff targets and rewards are being redefined.

Demonstrates that all need not be doom and gloom in the call centre industry, which already employs more people in the UK than coal mining, steel and vehicle production combined, and looks set to grow further in the years ahead.

Highlights ways of improving employee retention rates in call centres.

The aim of this paper is to explore the role of Six Sigma performance measurement at both strategic and operational levels within call centres where the definition of Six Sigma is widened to include systems thinking constructs.

A two‐phase methodology is used involving two call centre cases within a call centre group. Phase 1 establishes the need for Six Sigma customer‐based measures in addition to internal performance measures and phase 2 studies the implementation of this wider set of Six Sigma performance measures.

The development and application of Six Sigma performance measures that cover both strategic and operational performance measures lead to a more sustainable approach to business improvement, rather than traditional call centre internal performance measures which may be misleading for the overall performance of the call centre.

The development of the strategic and operational, or double, DMAIC approach offers opportunities for developing wider applications in service contexts using customer‐orientated performance measures.

If call centres rely solely on internal performance measures, a misleading picture of call centre performance may be obtained. There is a need to apply Six Sigma to cover both strategic and operational performance measures.

A combined strategic and operational approach to Six Sigma has been developed which enables service‐based organisations (call centres) to develop sustainable business improvement.