The Effects of Performance Monitoring on Emotional Labor and Well-Being in Call Centers

By David Holman, Claire Chissick, Peter Totterdell. 2002

365 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ea6743cacf45e7bbe37f9142650f5efc1df43f3f

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Moving emotional labor beyond surface and deep acting (2012, background): “…studies investigated one or more of five states of emotional labor: (a) two representative of emotion congruence: deep acting (e.g., Grandey, 2003; Holman et al., 2002; Zhang & Zhu, 2008), and emotional consonance (e.g., Diefendorff et al., 2005; Näring et al., 2006; Yugo, 2009), and (b) three…”
Work motivation, organisational identification, and well-being in call centre work (2006, background): “As many call centres use monitoring procedures such as test calls and recording of calls (Holman, 2002 ; Holman, Chissick, & Totterdell, 2002 ), violations of this norm will be easily detected.”
Police Body-Worn Cameras: Effects on Officers’ Burnout and Perceived Organizational Support (2018, background): “Employee perceptions of the purpose of performance monitoring affects their attitudes and responses to monitoring (Wells, Moorman, & Werner, 2007) and supervisor support moderates perceived monitoring intensity on employee well-being (Holman et al., 2002).”
The Impact of Call Center Employees' Customer Orientation Behaviors on Service Quality (2008, background): “Management can easily err by tightly scripting and monitoring the behavior of customer service employees (Bain et al. 2002; Batt 2002; Holman, Chissick, and Totterdell 2002; Holtgrewe et al. 2001; Houlihan 2002; Tansik and Smith 2000).”
Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, neutral): “However, employee perceptions of the intensity of monitoring have been negatively associated with employee well-being (Holman et al., 2002).”