An exploration of managerial issues in call centres

Abstract

This paper explores managerial issues in call centres through two intensive case studies in UK organisations, supplemented by interviews with five operations managers in other call centres. The research explores key issues from the perspective of managers, team leaders, and customer‐service agents. Our findings show a growing professionalism among those working in call centres ‐ in keeping with the prominent role played by call centres in the market value chains of many organisations. Managers are under pressure to meet the potentially conflicting goals of customer service and efficiency in variable circumstances which cause the work load on call centres to alter significantly. In this environment, decisions on the use of technology, and on the roles, skills, and competencies of customer agents, are critical. So too are the ways in which human resource practices are employed in this relatively new and fast‐growing form of organisation.