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    Control and involvement HR practices in Indian call centres: Still searching for answers

    253040.pdf (547.2Kb)
    Access Status
    Open access
    Authors
    Ananthram, Subra
    Teo, S.
    Connell, J.
    Bish, A.
    Date
    2017
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Ananthram, S. and Teo, S. and Connell, J. and Bish, A. 2017. Control and involvement HR practices in Indian call centres: Still searching for answers. Asia Pacific Journal of Human Resources. 56 (2): pp. 226-237.
    Source Title
    Asia Pacific Journal of Human Resources
    DOI
    10.1111/1744-7941.12153
    ISSN
    1038-4111
    School
    School of Management
    Remarks

    This is the peer reviewed version of the following article: Ananthram, S. and Teo, S. and Connell, J. and Bish, A. 2017. Control and involvement HR practices in Indian call centres: Still searching for answers. Asia Pacific Journal of Human Resources. 56 (2): 226-237, which has been published in final form at 10.1111/1744-7941.12153. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving at http://olabout.wiley.com/WileyCDA/Section/id-828039.html

    URI
    http://hdl.handle.net/20.500.11937/54019
    Collection
    • Curtin Research Publications
    Abstract

    Call centres were established primarily to reduce organizational costs while simultaneously providing high-quality customer service. To support this 'twin constraints' strategy, a range of human resource (HR) practices tends to be used in call centres that focus simultaneously on both control and involvement. To date, there has been a lack of empirical evidence concerning the outcome of such HR practices on call centre frontline staff (call centre representatives - CCRs). Consequently, this paper attempts to bridge this gap using a sample of 250 CCRs from Indian call centres. The findings show that, while the simultaneous use of involvement-and control-oriented HR practices had a positive impact on CCR job satisfaction, it also resulted in employee exhaustion and disengagement. These findings suggest that while involvement-oriented HR practices enhance CCR job satisfaction, they come at a cost which is potentially a key factor leading to high CCR turnover.

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