Abstract
Orientation: Call centre organisations are plagued with high levels of employee turnover and are challenged by effectively retaining their staff. Research purpose: The study sets out to establish factors that affect the retention of call centre agents and to determine call centre agents’ intention to leave. Research design, approach and method: The study is quantitative in nature, which follows a cross-sectional approach. Data were collected using an established questionnaire, the retention factor management scale. Psychometric properties of the questionnaire for validity and reliability were assessed using factor analysis and Cronbach’s alpha coefficient, respectively, to ensure internal consistency. Data were collected using a convenience sample, and the participants of the study are call centre agents. The sample yielded a response rate of 282 respondents. Subsequently, data were analysed using descriptive and inferential statistics. Main findings: The findings reflect that a relationship between the retention factors and intention to leave exists, whereby compensation contributes the most towards intention to leave. Practical and managerial implications: Recommendations are made for the retention factors of call centre agents, which when implemented have the potential to enhance employee retention. Contribution: The study provided valuable insights to management within call centre organisation towards employee retention and provided recommendations and strategies aligned to factors that will enhance retention, which human resource practitioners need to be cognisant of.
Highlights
The investment in human capital has profound implications for organisations
The study provided insights on how retention factors relate to intention to leave in the context of a South African call centre
The results revealed that there is a significant relationship between the retention factors and intention to leave in the context of a South African call centre
Summary
The investment in human capital has profound implications for organisations. The computer-based and telephone-based technologies enable the fast and efficient distribution of incoming calls and/or allocation of outgoing calls to available staff, and allow for interaction between customer and call centre agent to occur simultaneously with the use of display screen equipment and the instant access to, and inputting of information. Call centre organisations are characterised by high technologybased work, high work pressure and work overload, which lead to stress and burnout, absenteeism and performance problems (Simons & Buitendach, 2013). This results in employees seeking alternative employment. Call centres need to find ways of retaining their staff
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