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| Author: | Workman, M. Bommer, W. |
| Title: | Redesigning computer call center work: a longitudinal field experiment |
| Journal: | Journal of Organizational Behavior
2004 : MAY, VOL. 25:3, p. 317-337 |
| Index terms: | Employees Job satisfaction Working conditions Service Stress |
| Language: | eng |
| Abstract: | Computer technology call centers (hereafter as: c-c.) provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. This paper utilized a field experiment (N = 149) with a randomly assigned pretest-posttest and control group design to compare three interventions' effectiveness on employee job attitudes in a c-c: Intervention 1 focused on aligning organizational structures, Intervention 2 on increasing employee involvement in work processes (high-involvement), and Intervention 3 implemented autonomous work teams. It is found that high-involvement work processes produced the most potent effects on job satisfaction and organizational commitment attitudes, as well as on performance (i.e. improved customer satisfaction scores, increased closed problems etc.) Furthermore, it is found that group work preference moderated the results btw. the group-oriented interventions and employees' job satisfaction. |
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