an article by Julian Clarke (Nottingham Trent University, UK) published in Local Economy Volume 29 Number 1-2 (February/March 2014)
Abstract
This paper examines a single pre-employment training programme for the unemployed.
The training aimed to prepare unemployed participants for work on the front-line of telephone call centres.
Drawing on participant observation and semi-structured interviews, the paper analyses one area in particular; the training participants received to enhance their soft skills, particularly as they relate to the concept of ‘aesthetic’ labour.
Through providing an in-depth account of the training the paper offers a critique of the programme and identifies the potential drawbacks associated with offering this form of ‘employability’ training for those who face many barriers to employment.
Showing posts with label call_centres. Show all posts
Showing posts with label call_centres. Show all posts
Thursday, 13 November 2014
Thursday, 5 January 2012
The contribution of information technology to call center productivity: ...
An organizational design analysis
an article by Frantz Rowe ((LEMNA) and SKEMA Business School, University of Nantes, France), Rolande Marciniak (University of Paris Ouest Nanterre (IDHE), France) and Cécile Clergeau (University of Angers (GRANEM), France) published in Information Technology & People Volume 24 Issue 4 (2011)
Abstract
Purpose
This paper seeks to offer a strategic and socio technical analysis of the productivity of telephone call centers from the perspective of Galbraith's organizational design theory.
Design/methodology/approach
The paper is based on a quantitative survey of 155 call center managers in France, which benefited from extensive preparation through ten case studies.
Findings
When focusing the analysis on call centers handling only inbound calls, five main factors: the profile of the telephone operators, division of labor, goals, reward system and the technology – including automated call distribution, computer telephony integration and e-mail – are found to be important productivity enhancers.
Research limitations/implications
Perceptual measures when used are based on single items.
Practical implications
The findings confirm the paramount impact of human resources’ profile on the efficiency of call centers. As expected, automated call distribution is above all a productivity tool and should be recommended to all call centers.
Social implications
Division of labor is important but, beyond a personal relationship with each customer, work in call centers has a collective component, which is best reflected by the efficiency of collective rewards.
Originality/value
The paper provides an evaluation method of call center productivity based on a first literature review on call centers from an IS perspective. It adapts Galbraith’s organizational design theory and shows that for inbound call centers, which can be considered as a group of domains or set of tasks in Galbraith’s organizational design theory, people, structure, goals assigned, rewards and IT all have an impact on productivity measured with the rate of efficiency.
an article by Frantz Rowe ((LEMNA) and SKEMA Business School, University of Nantes, France), Rolande Marciniak (University of Paris Ouest Nanterre (IDHE), France) and Cécile Clergeau (University of Angers (GRANEM), France) published in Information Technology & People Volume 24 Issue 4 (2011)
Abstract
Purpose
This paper seeks to offer a strategic and socio technical analysis of the productivity of telephone call centers from the perspective of Galbraith's organizational design theory.
Design/methodology/approach
The paper is based on a quantitative survey of 155 call center managers in France, which benefited from extensive preparation through ten case studies.
Findings
When focusing the analysis on call centers handling only inbound calls, five main factors: the profile of the telephone operators, division of labor, goals, reward system and the technology – including automated call distribution, computer telephony integration and e-mail – are found to be important productivity enhancers.
Research limitations/implications
Perceptual measures when used are based on single items.
Practical implications
The findings confirm the paramount impact of human resources’ profile on the efficiency of call centers. As expected, automated call distribution is above all a productivity tool and should be recommended to all call centers.
Social implications
Division of labor is important but, beyond a personal relationship with each customer, work in call centers has a collective component, which is best reflected by the efficiency of collective rewards.
Originality/value
The paper provides an evaluation method of call center productivity based on a first literature review on call centers from an IS perspective. It adapts Galbraith’s organizational design theory and shows that for inbound call centers, which can be considered as a group of domains or set of tasks in Galbraith’s organizational design theory, people, structure, goals assigned, rewards and IT all have an impact on productivity measured with the rate of efficiency.
Tuesday, 25 October 2011
Beneath the glass ceiling: Explaining gendered role segmentation in call centres
an article by Dora Scholarios and Phil Taylor (University of Strathclyde) published in Human Relations Volume 64 Number 10 (October 2011)
Abstract
Although the call centre is much researched, the literature on gender remains surprisingly undeveloped given the importance of this setting for women’s employment. This study of role segmentation in four call centres demonstrates women’s disproportionate representation in more routinised mass production roles, as opposed to higher status or managerial grades. It also analyses three explanations – human capital, domestic status and supervisor career support. The evidence shows that women face a ‘glass ceiling’, first, on entry to the call centre in terms of human capital disadvantage and levels of domestic constraint and, second, within the call centre in their ability to secure supervisor support for career opportunities. We argue that even for women with similar career aspiration and human capital to men, domestic responsibilities create obstacles before they reach the glass ceiling, especially for managerial roles, and contribute thereafter to reinforcing their concentration in more intensive, lower status work.
Abstract
Although the call centre is much researched, the literature on gender remains surprisingly undeveloped given the importance of this setting for women’s employment. This study of role segmentation in four call centres demonstrates women’s disproportionate representation in more routinised mass production roles, as opposed to higher status or managerial grades. It also analyses three explanations – human capital, domestic status and supervisor career support. The evidence shows that women face a ‘glass ceiling’, first, on entry to the call centre in terms of human capital disadvantage and levels of domestic constraint and, second, within the call centre in their ability to secure supervisor support for career opportunities. We argue that even for women with similar career aspiration and human capital to men, domestic responsibilities create obstacles before they reach the glass ceiling, especially for managerial roles, and contribute thereafter to reinforcing their concentration in more intensive, lower status work.
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