Title

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

Document Type

Journal Article

Publisher

John Wiley and Sons Inc.

School

School of Business and Law

RAS ID

24740

Comments

Originally published as:

Ananthram, S., Teo, S. T., Connell, J., & Bish, A. (2018). Control and involvement HR practices in Indian call centres: still searching for answers. Asia Pacific Journal of Human Resources, 56(2), 196-215. doi:10.1111/1744-7941.12153

Original article available here.

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.

DOI

10.1111/1744-7941.12153

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