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Extra info for Call Centres and Human Resource Management
Work organization, control and the experience of work in call centres’, Work, Employment and Society, 16(1), pp. 133–50. , C. Warhurst and G. Callaghan (2001) ‘Ignorant theory and knowledgeable workers: interrogating the connection between knowledge, skills and services’, Journal of Management Studies, 38 (7), pp. 923–42. Wallace, C. , G. Eagleson and R. Waldersee (2000) ‘The Sacrificial HR Strategy in Call Centres’, International Journal of Service Industry Management, 11 (2), pp. 174–84. Wharton, A.
Sargent and Frenkel (2000) also found that support from supervisors, teams, technology and other departments led to higher worker satisfaction, commitment and self-reported service quality. However, the causal relationships are not entirely clear in this line of research, as some researchers have found that customer satisfaction leads to worker satisfaction (Ryan, Schmit and Johnson, 1996). Another emerging line of research, set primarily in call centres, focuses on various measures of individual well-being, including stress, anxiety, depression, emotional exhaustion and burnout in call centres (Holman 2001; Holman, Chissick, and Totterdell 2001; Deery, Iverson and Walsh 2002; Singh, Goolsby and Rhoads 1994; Singh, Berbeke and Rhoads 1996; Singh 2000).
5 years. The formal educational qualifications of employees continue to rise in the small and large business centres, with lower-involvement centres in large business hiring workers with two years of college and higherinvolvement centres hiring those with a four-year college degree. Most of the indicators of management practices follow a similar pattern, with significant variation not only across different customer segments, but within them as well. However, some show only modest variation, as in ongoing training, which is low across the board.