Employee wellbeing in call centres

By David Holman. 2002

209 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8a4483cd326fbded32120b409251bca17dadf63c

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The Role of Job Demands and Emotional Exhaustion in the Relationship Between Customer and Employee Incivility (2010, background): “Working conditions in call centers can be highly standardized, with employees being strictly monitored, even during their break times to ensure that they return to their phones within a specific amount of time (Holman, 2002).”
Getting on or getting by? (2005, background): “In call centres specifically, lower control and short call-cycle times have been associated with higher anxiety and depression, lower job satisfaction, lower general mental and physical health and employee withdrawal (Deery et al., 2002; Holman, 2002).”
Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, background): “…that employee well-being is positively associated with high control over work and work procedures, a supportive team leader, and a low level of monitoring (Holman 2002); and negatively associated with employees working under time pressures and in large work units (Pekkarinen et al. 2004).”
The impact of physical environment on employee commitment in call centres: The mediating role of employee well‐being (2009, background): “Call centres are the fastest growing employment sector in modern Britain, employing an estimated 3% of the working population, in around 6,900 workplaces across the country (Holman, 2002; C.A. Sprigg, Smith, & Jackson, 2003).”
The Globalization of Service Work: Comparative Institutional Perspectives on Call Centers (2009, methodology): “…Relations Survey (WERS) and similar surveys in the United States (Osterman 1994); and multi-item scales measuring constructs such as job discretion and performance monitoring from organizational behavior research (Holman 2002; Holman, Chissick, and Totterdell 2002; Wood, Holman, and Stride 2006).”
Does Role Clarity Explain Employee-Perceived Service Quality? A Study of Antecedents and Consequences in Call Centres (2006, unknown): “This enables supervisors to provide constructive and timely feedback on the performance of the frontline employee in terms of technical (call time and accuracy of information) and social (friendliness and empathy shown) performance standards, thus helping them to reduce ambiguity in their roles and ”
‘Being yourself ’ in the electronic sweatshop: New forms of normative control (2011, background): “Value orientated management systems in the call centre might be significantly different to those in other occupations (see also Holman, 2002).”
Linking rewards to commitment: an empirical investigation of four UK call centres (2007, background): “Since frontline employees are often underpaid, under-trained, highly stressed and newly recruited in call centres (Deery and Kinnie, 2004 ; Holman, 2002 ), research has pointed out that issues concerning rewards management need further investigation, especially, relating to frontline employees in ”