Call Centre Management Research Articles

Interventional studies performed in emergency medical communication centres: systematic review.

We aimed to both quantitatively and qualitatively describe interventional research performed in emergency medical communication centres. We conducted a systematic review of articles published in MEDLINE, Cochrane Central Register of Controlled Trials and Web of Science. Studies evaluating therapeutic or organizational interventions directed by call centres in the context of emergencies were included. Studies of call centre management for general practice or nonhealthcare agencies were excluded. We assessed general characteristics and methodological information for each study. Quality was evaluated by the Cochrane Risk of Bias tool or the Newcastle-Ottawa Scale. Among 3896 articles screened, we retained 59; 41 studies were randomized controlled trials (69%) and 18 (31%) were before-after studies; 41 (69%) took place in a single centre. For 33 (56%), 22 (37%) and 4 (7%) studies, the models used were simulation training, patient-based or experimental, respectively. The main topic was cardiac arrests (n = 45, 76%), with outcome measures of cardiopulmonary resuscitation quality and dispatch assistance. Among randomized controlled trials, risk of bias was unclear or high for selective reporting for 37 (90%) studies, low for blinding of outcomes for 34 (83%) and low for incomplete outcomes for 31 (76%). Regarding before-after studies, quality was high in 9 (50%) studies. Few interventional studies have been performed in call centres. Studies mainly involved simulation and focussed on cardiac arrest. The quality of studies needs improvement to allow for a better recognition and understanding of emergency medical call control.

A mixed methods investigation of emergency communications centre triage in the Government Emergency Medical Services System, Cape Town, South Africa.

IntroductionIn order to allocate resources in an effective manner, emergency medical services (EMS) systems use dispatch-based triaging to prioritise patients by acuity. Over-triage, wherein patients are assigned a higher priority level than necessary, can serve as a safety measure. However, it places strain on EMS systems, a problem believed to be experienced by South Africa's Western Cape Government EMS system, with almost half of its calls designated at the highest priority level.To begin improving dispatch within WCG EMS, we aimed to describe the current system by identifying the most common conditions dispatched, and those most perceived to be suffering from over-triage.MethodsA multi-methods approach was taken: First, a quantitative chart review was used to analyse all calls assigned a dispatch priority by WCG EMS between December 2016 and November 2017. These descriptive data then informed qualitative focus groups to further investigate emergency medical dispatch (EMD). Three focus groups were conducted, each with a convenience sample of staff from: WCG EMS staff, call takers/dispatchers, and call centre managers. Data were reviewed and coded, after which the lead researcher aggregated coded transcripts and conducted thematic content analysis.ResultsSeventy-nine condition categories were identified from 649,544 completed patient records for the study period. Non-specific pain accounted for the greatest proportion of dispatched complaints (16.88%), followed by assault with a weapon (10.00%) and respiratory complaints (9.71%).Sixteen WCG EMS personnel took part in focus groups, highlighting challenges of the current EMD system, including time constraints, legal risks, communication, overuse of the system, and lack of training. Chest pain, collapsed/unresponsive patients, and vomiting and diarrhoea were frequently noted to be potentially over-triaged conditions. To improve this, participants suggested trainings, modifications to the electronic EMD system, additional protocols, and public education.ConclusionThis study identified where over-triage is possibly occurring in the WCG EMS dispatch system, as well as potential solutions proposed by those working within the system.

DEA Approach for Performance Assessment of Call Centre Agents

The paper focuses on a relatively new and prospective application of the data envelopment analysis (DEA) in the employee performance assessment. In the paper, a novel DEA approach is proposed for evaluating the performance of call centre agents, based on their relative efficiency. Since call centres handle a majority of customer-company interactions, performance of call centre agents largely influences the future success or failure of a company. To ensure the quality of customer service, permanent evaluation of call centre agents’ performance is essential. The proposed DEA model consisting of two input variables (wage and working time) and five output variables (quick-answer calls proportion, customer satisfaction, net first contact resolution, call quality and inbound contact handle time) has been tested on 55 call centre agents working at the call centre of one of the largest telecommunications operators in the Slovak Republic. After measuring the performance of each agent, based on the DEA models, the call centre agents’ performance was evaluated in the DEA matrix format. As a result, the call centre agents were divided into four groups: Stars, Cash Cows, Question Marks and Poor Dogs. Finally, based on the proposed approach, recommendations for call centre managers on how to improve or maintain the performance of each of these groups were drawn. The proposed approach provides a practical framework for call centre managers to assess the performance of the agents, and to plan and take steps to improve the quality of call centre services.

Exploring the influence of the human factor on customer satisfaction in call centres

The aim of this study is to explore the human or employee-related factors that shape customer satisfaction in the context of call centres. The literature review draws from a range of disperse disciplines including Service Quality, Human Resource Management and Marketing. The empirical study explores the different variables identified to obtain a nuanced analysis of the employee-related paths that lead to customer satisfaction in call centres. The study employs data from 109 call centres and utilises PLS for our exploratory purposes. Call centre managers should note that investing in HR practices will pay off in terms of improving the elusive phenomenon of customer satisfaction within call centres.

Impact of Evaluation Apprehension on Knowledge Sharing Intention through Attitude and Perceived Behavioural Control

Knowledge sharing plays a pivotal role in the success of the organizations. Customer Service Representatives (CSRs) are the gateway for the key decision makers to understand the customers and improve process and policies accordingly. CSRs are constantly monitored and evaluated while sharing knowledge with the customers. This evaluation can impact intention of CSRs to share their knowledge. The aim of the study was to investigate the impact of evaluation apprehension (EA) on knowledge sharing Intention (KSI). Based on responses of total 207 Customer Service Representatives (CSRs), working in the three mobile companies (Mobilink, Ufone, and ZONG) this study found that: evaluation apprehension is negatively linked with knowledge sharing intention i.e. higher the evaluation apprehension lowers the knowledge sharing intention; Attitude and Perceived behavioral Control plays a mediating role between evaluation apprehension and intention for sharing knowledge. This study is extremely useful for the practitioners in the telecom sector, particularly call centre managers to understand the CSRs in a better way. A satisfied and knowledgeable CSRs with the intention to share his knowledge with the customers is beneficial for both customer and the company. Using findings of this study future researchers can further research about technical aspects of CSRs working environment and role of knowledge sharing.

The Moderating Effect of Work-Life Balance on Job Satisfaction

In emerging cultures, job satisfaction and work-life balance are ongoing factors in gaining the ultimate competitive advantage for organizations. Work-life balance is a core ingredient for job satisfaction and for quality work performance, and employees need to have a sense of commitment to their jobs. The study attempts to determinethe extent to which work-life balance has a moderating effect onjob satisfaction in a call centre organization. The approach for the study was quantitative, and a self-developed questionnaire was the research instrument. The sample was107 employees and, both descriptive and inferential statistics were utilized. A probability random sampling technique was chosen. As evidenced in the study, room for improvement was required with both job satisfaction and work-life balance and; the validity and reliability for the study were high. The hypothesis for the study was partially accepted. In addition to a significant relationshipthat exists between the main constructs, work-life balance does have a moderating effect onjob satisfaction. The results and recommendations provide anecdotal evidence to call centre managers and policy makers to reach new levels of operations in order to meet their strategic intent and goal attainment.

The Moderating Effect of Work-Life Balance on Job Satisfaction

In emerging cultures, job satisfaction and work-life balance are ongoing factors in gaining the ultimate competitive advantage for organizations. Work-life balance is a core ingredient for job satisfaction and for quality work performance, and employees need to have a sense of commitment to their jobs. The study attempts to determinethe extent to which work-life balance has a moderating effect onjob satisfaction in a call centre organization. The approach for the study was quantitative, and a self-developed questionnaire was the research instrument. The sample was107 employees and, both descriptive and inferential statistics were utilized. A probability random sampling technique was chosen. As evidenced in the study, room for improvement was required with both job satisfaction and work-life balance and; the validity and reliability for the study were high. The hypothesis for the study was partially accepted. In addition to a significant relationshipthat exists between the main constructs, work-life balance does have a moderating effect onjob satisfaction. The results and recommendations provide anecdotal evidence to call centre managers and policy makers to reach new levels of operations in order to meet their strategic intent and goal attainment.

Pivotal Role of Call Centre Managers from an Outsourced Telecommunications Company: A Case in Gauteng, South Africa

Pivotal Role of Call Centre Managers from an Outsourced Telecommunications Company: A Case in Gauteng, South Africa

The service-profit chain in call centre services

PurposeThe purpose of this paper is to investigate the explanatory power of the service-profit chain (SPC) model in a context that differs from its original conception. The authors do so by considering whether the main relationships it proposes apply in the context of call centre services, characterised by remote services and cost cutting business models.Design/methodology/approachThe data were gathered from a survey of call centre management with a sample of 937 call centres from 14 countries. The analysis was carried out using structural equation modelling.FindingsFindings reveal that the SPC model behaves somewhat differently in call centres. Although there is general support for most of the links in the model, the results indicate that customer satisfaction in the call centre industry is a separate outcome, rather than a precursor to company performance.Research limitations/implicationsAs is common in most research of this type, the present study is based on cross-sectional data.Practical implicationsManagers would be well advised to keep in mind that even minimum investments in human capital can make a difference in customer satisfaction and company results.Originality/valueThis is the first study to examine the main links in the SPC in non-traditional, non-face-to-face services. It demonstrates that the basic logic of the model is upheld, thus providing evidence that the boundaries of the SPC model may be further pushed in line with the peculiarities of the evolving service economy. Also, the authors make a methodological contribution by proposing a series of organisational level proxies for measuring elements of the chain that are typically assessed using individual level data that is expensive to gather.

Design vs practice

Purpose– The purpose of this paper is to investigate how customer involvement in call routing affects the internal operations of the call centre service system by examining customer usability problems with the interactive voice response (IVR) system and the practices of agents used to redirect incorrectly routed calls.Design/methodology/approach– A qualitative case study combined direct observation of live calls through sit-bys with agents and semi-structured interviews conducted with coaches and managers within 13 separate teams across all four functional areas of a call centre operation.Findings– Customer use of the IVR system involved effort, capability, and arrival forms of customer-induced variability, which produced incorrect call inputs into the call centre. Shared norms and attitudes concerning knowledge, IT use, and responsibility for different call types within teams were associated with redirecting practices which lead to the problematic rerouting of calls. Problems with call routing and rerouting negatively affected operational efficiency and undermined customer satisfaction.Research limitations/implications– The paper is based upon a single case study so further research is required to examine how problems identified are manifest in call centre operations of different size and complexity. The qualitative approach develops rich insights but these findings would benefit from a quantitative focus in the future.Practical implications– The customer experience of IVR systems should be continually monitored to identify usability problems and ensure effective design, while call centre management should attempt to increase teams’ awareness of and ability to successfully redirect incorrectly routed calls.Originality/value– The paper conceptualises the mutual influence of macro-level service system design and the micro-level behaviour of customers and agents upon each other. In practice, formal design decisions such as input uncertainty, decoupling, and interdependence patterns are continually reproduced or modified. Shared attitudes and norms of teams and their behavioural influence upon agents’ call handling practices are identified as a cause of coordination problems in call centres service systems. Internal rerouting by agents is also identified as a crucial operational process and important area for future research.

Is the quantity-quality trade-off in call centres a false dichotomy?

Purpose – The purpose of this paper is to examine the existing conceptualisation of quantity and quality in call centres as conflicting or contradictory, and through qualitative analysis, demonstrate that quantity and quality may not necessarily operate as a trade-off. Design/methodology/approach – Existing literature is reviewed to show how quantity-quality has been conceptualised to date, followed by an analysis of quantity-quality manifestations based upon an in-depth field study of work and service in a large and complex call centre operation. Advisors’ work practices were observed during their interactions with customers, which provided rich insights into the nature of live calls and service provision in 13 different teams, supplemented with informal semi-structured interviews with team managers, coaches, and centre managers. Findings – The paper demonstrates that quantity and quality operate as a trade-off when the unit of analysis is the individual advisor or individual call fragment. However, if the entire customer enquiry is examined, quantity and quality are manifest differently: emphasising quality may also simultaneously support efficiency; favouring quantity may not only undermine quality but also ultimately circumvent efficiency gains. Research limitations/implications – The paper is based upon a single case study so further research is required to investigate whether findings concerning quantity-quality are manifest in other call centres, particularly of differing size and complexity. Practical implications – Call centre management must recognise the negative consequences of focusing upon quantity, the potential benefits of instead emphasising quality, and also acknowledge the limitations of conventional quantitative and qualitative measures. Management should also consider attempting to foster and improve relations between teams and functions within call centres. Originality/value – The paper provides a qualitative study of quantity and quality in call centres. Quantity and quality are examined beyond the conventional unit of analysis of the individual advisor or call, to explicate interdependence between past, current, and future actions and events involved in customer enquiries. Thus, quantity and quality are analysed in terms of the immediate focus during call handling and the longer run consequences for the efficiency and effectiveness of service provided by the call centre operation.

An Exploratory Study of the Different Ways that Call Centre Managers Interpret a Service Technology

Purpose and approach: A person's mental model, or 'frame', of a technology influences the way he/she reacts to that technology. Service literature has examined perceptions and reactions of consumers to a technology, but not those of employees. Using an interpretative approach, this study mapped the frames of internet service technology among a particular group of employees: call centre managers. Findings: These managers framed the Internet as a means of either (1) creating a virtual presence for the company; (2) providing alternative access to the call centre, similar to phone or fax; (3) eliminating routine requests made to the call centre; or (4) fulfilling customer needs in lieu of the call centre. Each frame could be characterised by a specific combination of the following four attributes: the call centre's role in relation to customers; the call centre manager’s role; the location of knowledge needed to service customers; and customer characteristics. Research implications: The four frames formed a hierarchy of customer empowerment, where the degree of empowerment was in terms of increasing customer capability to initiate and complete information searches and transactions via the Internet. The frames also varied in the perceived tacitness of knowledge related to products and order-taking procedures. Practical implications: On a practical level, this study suggests that it is important to elicit call centre mangers' beliefs about a technology before developing service technology strategy, so that assumptions about customers, and the roles of the call centre and the call centre manager are revealed.

Collaborative crafting in call centre teams

Job crafting research has typically examined the antecedents and outcomes of individual‐level crafting. In this study, we test a model of team‐level or collaborative job crafting using data collected from 242 call centre teams and supervisors' ratings of team performance. The focus on teams with narrowly defined tasks and limited decision‐making responsibility are unique features of this study. As predicted, collaborative crafting was found to relate positively to team efficacy, team control, and team interdependence, which in turn were found to relate positively to work engagement and team performance. The implications for theory development, future research, and practice are discussed.Practitioner points Even in a work environment characterized by low control, there remain opportunities for collaborative job crafting. Collaborative crafting is associated with higher employee engagement and team performance. Call centre supervisors and managers need to be aware of the potential benefits of collaborative crafting to ensure it is not inhibited by their behaviours (such as enhanced monitoring). As positive consequences are associated with collaborative crafting, organizations should consider team training to enhance the collaborative crafting capability of teams.

Perceived Relationship between Motivation and Job Satisfaction Among Call Centre Agents at Safaricom Limited

Motivation is a psychological feature that directs action towards a desired goal and elicits, controls and sustains certain goal directed behaviors. It can be considered an inner driving force that compels or reinforces an action towards a desired goal. These desires are what drive our everyday actions and individuals unique (William, 2004). Workers in any organization need motivation to keep working which could be salary, benefits, working conditions, relationships with coworkers, recognition or the job itself. If the employee is not motivated, the quality of output suffers (Turner, 1995).Safaricom Limited is the leading mobile telephone industry in Kenya with a subscriber database of over 17 million subscribers. It has three call centres at Mlolongo, Westlands and Thika with a staffing of 1500 employees whose job entails handling customers queries, making clarifications on customers concerns and providing information to customers on the company's products and services (Thursday, 1st August 2013,1400 hours).The objective of the study was to establish the perceived relationship between motivation and job satisfaction among call centre agents at Safaricom Limited. A descriptive research design approach was adopted with a random sample of 150 call centre agents. The study found out that there were many factors affecting motivation consequently job satisfaction, for instance, communication within the organization, relationship with coworkers, equitability of benefits package, salary increment, supervision, recognition through promotion, human resource policies and pride in being part of the Safaricom Brand. The study further found that motivation did indeed affect job satisfaction. The study recommended that call centre management must ensure that employees are properly motivated thus have job satisfaction which will lead to greater productivity, profitability, reduced employee turnover and increased customer loyalty.

Re-conceptualising call-centres as sites of control: the insider perspective

Purpose– The role of call-centres during service recovery has attracted much attention in research. However, marketers know less about controlling customers during recovery interactions and consequences of such control. In order to address this gap and empirically ascertain whether service interactions are marked by customer centricity or by employees exerting control over customers, the aim of the authors was to organise an empirical research in two Brazilian call-centres.Design/methodology/approach– The research consisted of direct, open observation and 33 semi-structured interviews with insiders (call-centre managers, supervisors and operatives).Findings– Four key findings emerged during interviews with insiders. First, control over customers may be more widely practiced than assumed in certain sections of marketing academe. Second, such control is viewed positively by call-centre insiders and is sanctioned by management. Third, control does not disempower and demoralise call-centre staff but protects operatives. Finally, control does not seem to unavoidably generate lasting customer dissatisfaction. These findings are incorporated in a framework of call-centre management which incorporates control through scripting.Research limitations/implications– The discussion calls for the revisit of certain marketing concepts and philosophies, including customer orientation, by demonstrating that control over customers is practised and should not be viewed negatively or avoided altogether in practice and as a topic of analysis. A re-conceptualisation of call-centres as sites of control over customers is proposed.Originality/value– Control and power are rarely analysed in services marketing. This is one of a few studies that makes sense of providers' (insiders') viewpoints and argues that control may play a constructive role and should be seen as a legitimate topic of services and call-centre analysis. As such it addresses a question of intellectual and practical importance which is rarely discussed and may be viewed as incongruous with an age when customers are assumed to have rights.

The influence of human resource practices on the negative consequences of customer aggression

Mistreatment of employees by customers is a common problem in customer service workplaces. Yet, we know very little about whether the human resource practices organizations adopt can help to offset the negative impact of these encounters on employees. We remedy this oversight by considering whether the decisions firms make about how they manage their employees can help to reduce the negative effect of aggressiveness from customers on the decision by employees to leave the organization. We analyze field data from a 2010 survey of call centre managers (N=239) and find that call center establishments where employees encounter more aggressive customers feature jobs with less autonomy and job discretion. In addition, we examine whether specific HR practices can reduce or exacerbate the effect of aggressiveness from customers on voluntary turnover and find that establishments that use systematic selection in hiring, and that offer more generous benefits help reduce the negative impact of aggressiveness from customers on voluntary turnover. Moreover, when we assess the influence of bundles of HR practices (e.g., human capital enhancing practices, motivation enhancing practices, and empowerment enhancing practices), we show that adopting high performance work systems can reduce the negative impact of aggressive customers on voluntary turnover. practices into consideration, the effect disappears. Taken together, we show that the decisions about work organization and HR practices have an important role in influencing the negative consequences of aggressiveness from customers on employees such as voluntary turnover for the customer service workforce.

Death of a salesman: birth of a knowledge broker

Call centres have emerged as an important channel for the sale of infrequently purchased goods and services. The purpose of this paper is to examine the predictors of sales agent performance and their changed role in inbound call centres. Two independent samples were taken from a single inbound call centre, the first taken during a peak sales week, and the second from an off–peak sales week. PLS was used to model the relationship between agent tenure, selling time, administrative time and sales performance metrics. Agent tenure was found to have a limited effect on sales performance. Increased selling time and reduced administrative time increased both sales performance metrics. Both of these findings are contrary to traditional sales and call centre management theory. From these results it is apparent that adaptive selling techniques are required to deal with the reduced information asymmetry in the information age.

The impact of call centre stressors on inbound and outbound call‐centre agent burnout

PurposeThe aim of this study is to draw on various models of burnout and test hypotheses relating to anticipated differences in the burnout process between inbound versus outbound call centre agents. This is achieved by comparing the magnitude of the relationships in the sequence of customer stressors → emotional exhaustion → depersonalization → reduced personal accomplishment across a sample of inbound and outbound call centre agents working in a large retail bank call centre in New Zealand.Design/methodology/approachData were collected from inbound and outbound call centre agents of a large retail bank call centre in New Zealand via a self‐administered survey questionnaire electronically distributed to all 195 call centre agents working in the bank's two call centre locations. Data obtained from the call centre agents were analysed using the SEM‐based partial least squares (PLS) methodology.FindingsThe findings of the study reveal significant differences between inbound and outbound call centre agents in terms of the extent to which emotional exhaustion impacts depersonalisation as well as the extent to which depersonalisation influences feelings of reduced personal accomplishment.Practical implicationsThe research advances understanding of differences in the burnout process as perceived by inbound versus outbound call centre agents. Call centre management might consider improving the work environment to bring about greater job discretion/autonomy, greater job variety and performance monitoring in order to attenuate the stronger impact of these relationships in an inbound context.Originality/valueThese findings extend our understanding of these phenomena in the largely unexplored yet important context of call centre agent‐customer interaction in specifically highlighting differences between inbound and outbound call centre agent burnout.

Forecasting for capacity management in call centres: combining methods, organization, people and technology

Though call centre management has gained increased attention in recent years, call load forecasting for capacity management still offers many opportunities for advancing research and business practice. This paper takes an integrated view of demand forecasting in call centres, so that in addition to the mathematical dimension, we consider three others that are important when designing and implementing a forecasting process, namely, the organizational dimension, people behaviour and information technology. An action research study in a multi-client call centre organization is presented. Our findings allow us to indicate some design principles for the four dimensions (method, organization, people and technology), and we show that simple but rigorous methods, such as the one described in the forecasting framework we develop, can bring substantial improvements. Transparency and understanding of the method by stakeholders are also required; so is a structured process, with clear responsibilities and authorities, as well as enhanced communication and information sharing in order to limit potential conflicts. Finally, information tools should be designed to support the forecasting process through ease of use and formalization of judgemental adjustments, thereby contributing to forecasting accuracy and increasing the credibility of the process outcome.

A multi-agent systems approach to call-centre management

The (human) intuition when modelling a hierarchical business process is to reflect the incipient control pattern in the agents that comprise the physical organisation. One rationale behind this approach is that stakeholders can relate their perception of the business process to its software implementation. We describe a hierarchical approach to building a model of a call centre, in which the key elements are a call-router and a variable number of call-handlers and note that the communication overheads and complexity of the agents required to implement the call routing process rapidly increase with the sophistication and scale of the call-centre model. We contrast this with a non-hierarchical approach building on ideas from peer-to-peer networks and demonstrate through simulation the similarity of the key performance indicators derived from each approach. We conclude that the inherent flexibility and resilience of the decentralised approach suggests significant potential advantages compared with current approaches to call-centre management, and looking beyond this scenario, for dynamic task allocation in general. Furthermore, the multi-agent solution is capable of functioning both as an application and as a simulation that then allows experimentation with alternative business models and potentially enabling more effective day-to-day allocation and utilisation of resources within actual call centres.