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