Essays on Automatic Call Distribution and Employee Performance Literature review

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The paper "Automatic Call Distribution and Employee Performance" is an outstanding example of a management literature review.   The greatest asset for any call center is quality assurance. It, therefore, means that any management change on call center must be treated with high regard towards ensuring that the organization attains the needed quality assurance. From the one hand, implementations of effective management practices may come as a challenge to some employees thus affecting their performance and motivation. However, researchers continue to agree that provided such changes are aimed at improving quality assurance, call centers will succinctly connect to the aspect of human service management as it entails ways of structuring an organization into a hierarchy.

Effective management of call centers remains an integral element for a successful organization. Management approaches that are not well accepted or perceived by call centers will not only lead to decreased organizational efficacy but also affecting quality assurance. This chapter critically examines the relevant literature, assembles data, statistical evidence and cases studies regarding the impact of effective management on call centers with regard to quality assurance.

The relevant conclusions that help in answering the research questions are incorporated so as to form a model of the interrelationship between effective management, operations of call centers and quality assurance. 2.2. Effective Management and Call Centers Researches have taken different organisations case studies to evaluate the link between effective management and changes to call centers. McIllwaine et al. (2001) described the introduction of effective management as the process of influencing others within call centers to facilitate the attainment of customer expectations, service delivery and fulfillment of organisations relevant goals. The thesis statement developed by these authors is that effective management brings formal system within an organization that is distinct by hierarchical roles in helping to maintain effectiveness and efficiency in call operations.

Taking case studies of Lyca Hotel, Stylianos et al. (2006) on the other hand, argue that the link between effective management, call centers and quality assurance is premised on operational measures designed to monitor organisational operations, preventions of frauds, minimization of errors, authenticate the accuracy and reliability of the accounting data, and efficiency. Call centers should always test the effectiveness of the ongoing activities in compliance with established managerial practices of the firm. However, contemporary scholars tend to deviate from Stylianos et al.

(2006) position. Their argument is that in as much as Stylianos et al. (2006) successfully assessed the connectedness between effective management and call centers the research failed to recognize that implementing effective management needs to recognize that quality assurance is a continuous process that may not just emanate from call centers (Jaiswal 2008; Lloyd 2016; Hanson et al. 2016; Roux 2016). This school of thought has been widely researched by Lloyd (2016) who presented data from Apple Company to show the impact of effective management on call centers and how transformation on call centers changes organizational goals.

Generally, Lloyd (2016) observed that effective management is a situation where managers establish challenges with their call centers then develops structures to help in clarification of internal and external relationships within the call center. As a result, Lloyd (2016) introduce what it terms as “ effective management to call centers’ (p. 426) which is defined as an aspect of human resource addressing interpersonal relationships and behaviours.

These behaviors entail the assessment of team building, communication, leadership and facilitation of mediation abilities towards quality assurance. From the one hand, Lloyd (2016) and its model in linking effective management, call centers and quality assurance differs with Hanson et al. (2016) approach in the sense that call centers and management are tailored towards meeting customers’ legitimate needs. The challenge with Hanson et al. (2016) and Lloyd (2016) models is that they overemphasize on the need to satisfy customers’ ‘ legitimate’ without noting that effective management must also recognize efforts emanating from workers at call centers.

That is, employees’ ‘ legitimate’ needs should also be met as they strive to deliver quality assurance needed by customers. Therefore, with a dynamism that has been witnessed in the contemporary organization based call centers, there is need for the integration of the two approaches so that a balance can be found between quality assurances, effective management and call centers. This study argues therefore that an approach should be developed that represents a critical assessment of structural change in call center interaction aimed at replacing traditional modes of management with formalized social control tailored towards customer satisfaction.

References

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Aron, R., Clemons, E.K. and Reddi, S., 2005. Just right outsourcing: understanding and managing risk. Journal of Management Information Systems, 22(2), pp.37-55.

Butler, D. 2004. Bottom-line call center management. Amsterdam: Elsevier Butterworth-Heinemann.

Hanson, C.D., Verego, G. and O'hara, J.P., Amdocs Software Systems Limited, 2016. System, method, and computer program for predicting at least one reason for a current call received from a customer. U.S. Patent 9,307,085.

Jaiswal, A.K., 2008. Customer satisfaction and service quality measurement in Indian call centres. Managing Service Quality: An International Journal, 18(4), pp.405-416.

Lloyd, A., 2016. Understanding the Post‐Industrial Assembly Line: A Critical Appraisal of the Call Centre. Sociology Compass, 10(4), pp.284-293.

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McIllwaine, J.C. and McConnell, M.G., Knowlagent, Inc., 2001. Method and system for delivery of individualized training to call center agents. U.S. Patent 6,324,282.

Mukherjee, A. and Malhotra, N., 2006. Does role clarity explain employee-perceived service quality? A study of antecedents and consequences in call centres. International Journal of Service Industry Management, 17(5), pp.444-473.

Pandey, N. and Kaur, G. 2011. Factors influencing employee attrition in Indian ITeS call centres. IJICBM, 44, p.419.

Roux, J.C., 2016. Automatic speech recognition software applications for quality assurance in call centres (Doctoral dissertation, Stellenbosch: Stellenbosch University).

Saccani, N. 2012. Forecasting for capacity management in call centres: combining methods, organization, people and technology. IMA Journal of Management Mathematics, 242, pp.189-207.

Sharma, P., Kong, T.T.C. and Kingshott, R.P., 2016. Internal service quality as a driver of employee satisfaction, commitment and performance–exploring the focal role of employee well-being. Journal of Service Management, 27(5).

Stylianos, S., Egorova, N., Guice, K.S., Arons, R.R. and Oldham, K.T., 2006. Variation in treatment of pediatric spleen injury at trauma centers versus nontrauma centers: a call for dissemination of American Pediatric Surgical Association benchmarks and guidelines. Journal of the American College of Surgeons, 202(2), pp.247-251.

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