Abstract
PurposeThe purpose of this paper is to explore the underlying asymmetries in training evaluation practices of call centre (CC) firms based on their “in-house” and “subcontractor” ownership heterogeneity.Design/methodology/approachThe data for this qualitative inquiry were collected from key informants of 13 different CCs in Pakistan through semi-structured interviews.FindingsThe findings revealed various asymmetries in training evaluation practices among in-house and subcontractor CCs based on five different dimensions of two renowned training evaluation frameworks.Practical implicationsTraining evaluation professionals can benefit from training evaluation methods identified in this study for measuring training evaluation practice and advancing future research.Originality/valueThis study has theoretically contributed to the existing research on firm heterogeneity and human resource management by focussing on training evaluation practices in CCs.
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