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Journal articles on the topic 'Call centers'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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1

Kasznar, Istvan Karoly. "Administración de Call Center Ante Exigências del Consumidor." Revista Pensamento Contemporâneo em Administração 2, no. 3 (December 15, 2008): 59. http://dx.doi.org/10.12712/rpca.v2i3.149.

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Este artículo muestra la creciente importancia asumida por los call-centers, como entidades que ayudan a comunicar con presteza, rapidez y grande eficiencia, informaciones y dados através de un canal de doble sentido. Tanto el consumidor, quanto el supridor de servicios ganan con el uso de call-centers, en un juego de alianzas del tipo gana-gana. Son expuestas las ventajas y desventajas del uso y aprovechamiento de call-centers, tanto por clientes, quanto por empresários. Y se apresentan las oportunidades estratégicas para la adequada compreensión de la relevancia de los call-centres y de su futuro, en la lógica y dinâmica organizacional. Además, dados y levantamientos ilustran el perfil y la razon de ser de las consultas a call-centers.

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2

Alyona Nefyodova. "CALL OF CENTERS." Current Digest of the Russian Press, The 76, no. 047 (November 24, 2024): 17–19. https://doi.org/10.21557/dsp.101750659.

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3

Khan M. K., Amjad Hassan, and P. S. Aithal. "Identification of Customer Through Voice Biometric System in Call Centres." International Journal of Intelligent Systems and Applications 16, no. 5 (October 8, 2024): 68–78. http://dx.doi.org/10.5815/ijisa.2024.05.06.

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In recent times, there has been a growing emphasis on adjusting communication strategies to foster strong customer relationships. This shift is driven by intensified competition, market maturation, and swift advancements in business technology. Consequently, companies have established call centers to efficiently handle customer support and fulfil customer inquiries. A pivotal aspect of enhancing service quality within these call centers involves accurately identifying customers during their interactions. The primary objective of this study is to introduce a methodology for identifying customers within call centers by analyzing their voice characteristics. Voice authentication (VA) has gained prominence in critical security operations, including banking transactions and conversations within call centers. The susceptibility of automatic speaker verification systems (ASVs) to deceptive spoofing attacks has prompted the development of countermeasures (CMs). These countermeasures are designed to differentiate between authentic and fabricated speech. ASVs and CMs collectively constitute contemporary VA systems, positioned as robust access control mechanisms. To achieve this goal, various customer identification systems within call centers have been examined, along with an analysis of audio signal attributes. Ultimately, the manuscript presents a novel approach to customer identification through voice biometrics. Notably, this method excels in recognizing customers even when provided with limited voice data. Empirical findings demonstrate that the suggested speaker identity confirmation method outperforms alternative techniques utilizing different algorithms, exhibiting a higher recognition rate. The present research work is based on two important perspectives of the call centres: a. call center agents experience and b. customer experience. The data collected separately from customers and agents for understanding the effective usage of voice biometric system in call centres. The data represented and satisfies the effectiveness of voice biometric system from both the perspectives. From the data it is also cleared that, the implementation of voice biometric system in call centres still have long way to go but will be a major technological change for the industries worldwide.

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Jaoua, Amel, Pierre L’Ecuyer, and Louis Delorme. "Call-type dependence in multiskill call centers." SIMULATION 89, no. 6 (April 4, 2013): 722–34. http://dx.doi.org/10.1177/0037549713479405.

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5

ZAREEN, SHAFAQ, and DR SUREKHA RANA. "Job Satisfaction and Demographics: Implications in Call Centers." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 1–4. http://dx.doi.org/10.15373/22778179/apr2014/222.

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6

Sato, Hidenori. "Are call centers sweatshops?" Annals of Business Administrative Science 17, no. 5 (October 15, 2018): 193–202. http://dx.doi.org/10.7880/abas.0180830a.

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7

Borst, Sem, Avi Mandelbaum, and Martin I. Reiman. "Dimensioning Large Call Centers." Operations Research 52, no. 1 (February 2004): 17–34. http://dx.doi.org/10.1287/opre.1030.0081.

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8

Talley, C. Richard. "Customer-service call centers." American Journal of Health-System Pharmacy 53, no. 17 (September 1, 1996): 2041. http://dx.doi.org/10.1093/ajhp/53.17.2041.

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9

Wuring, Nicolette. "Ethics and call centers." CallCenter INTERNATIONAL 2, no. 1 (February 2009): 10–14. http://dx.doi.org/10.1007/bf03252238.

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Shah, Younis Ahamd, and Dr Riyaz Ahmad Rainayee. "Determinants of Attrition in Call Centers: a study of Indian Call Centers." IOSR Journal of Business and Management 16, no. 6 (2014): 46–51. http://dx.doi.org/10.9790/487x-16624651.

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11

Bhulai, S., and G. Koole. "Queueing model for call blending in call centers." IEEE Transactions on Automatic Control 48, no. 8 (August 2003): 1434–38. http://dx.doi.org/10.1109/tac.2003.815038.

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12

김준우 and Jang Hee Lee. "Prioritizing the Transferred Calls in Two-Stage Call Centers." Journal of Korea Service Management Society 12, no. 1 (March 2011): 155–87. http://dx.doi.org/10.15706/jksms.2011.12.1.007.

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13

Hakan Özkan, Ahmet. "Impacts of Location on Bank Call Center Services: The Case of Turkey." South East European Journal of Economics and Business 7, no. 2 (November 1, 2012): 77–88. http://dx.doi.org/10.2478/v10033-012-0016-4.

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Abstract Purpose - The CRM sector represents the quality of a company. The quality of a company might be evaluated by taking the services of a call center as a measure by the customers, because CRM is the most interactive point of the operations of all companies. Call centers represent companies with 24/7 service. Companies have to search for ways to increase the quality of their service and CRM. Call center companies started to move to Anatolia in response to government incentives. The purpose of this study was to examine the results of this change. Design/methodology/approach - Bank call centers in large cities and Anatolian bank call centers are compared. SERVQUAL is used to compare the service quality of the call centers. 100 questionnaires are used to evaluate the services of the bank call centers and 100 customers are interviewed. The banks with Anatolian call centers and the banks without Anatolian call centers are compared to each other by using the results of the interviews and questionnaires. Findings - The service quality of the call center of the banks with Anatolian call centers seems to be higher than those without them. Practical implications - The reason for the better performance of Anatolian bank call centers can be explained by using some observations. These reasons can be taken into account by CRM companies to provide better service. Originality/value - This paper is proof of that CRM agents are affected by stress factors and their environment. Therefore, stress levels have to be decreased for employees for better service. Selecting a good location is the most important step in diminishing stress levels.

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Bojanić, Milana, Vlado Delić, and Alexey Karpov. "Call Redistribution for a Call Center Based on Speech Emotion Recognition." Applied Sciences 10, no. 13 (July 6, 2020): 4653. http://dx.doi.org/10.3390/app10134653.

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Call center operators communicate with callers in different emotional states (anger, anxiety, fear, stress, joy, etc.). Sometimes a number of calls coming in a short period of time have to be answered and processed. In the moments when all call center operators are busy, the system puts that call on hold, regardless of its urgency. This research aims to improve the functionality of call centers by recognition of call urgency and redistribution of calls in a queue. It could be beneficial for call centers giving health care support for elderly people and emergency call centers. The proposed recognition of call urgency and consequent call ranking and redistribution is based on emotion recognition in speech, giving greater priority to calls featuring emotions such as fear, anger and sadness, and less priority to calls featuring neutral speech and happiness. Experimental results, obtained in a simulated call center, show a significant reduction in waiting time for calls estimated as more urgent, especially the calls featuring the emotions of fear and anger.

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Rifat, Ara Shova. "Difficulties and Challenges Faced by Call Center Agents while Using English: A Case Study on Two Global Call Centers." Difficulties and Challenges Faced by Call Center Agents while Using English: A Case Study on Two Global Call Centers. 3, no. 2 (August 13, 2024): 28–40. https://doi.org/10.53413/IJTELL.2022.0326.

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The number of multinational call centers is increasingday by day in our country but still it is challenging tofind expert agents to the companies because lack ofefficient English speaking employees are not available.This research intends to find the difficulties andchallenges faced by the Bangladeshi call center agentswhile communicating in English within the call centers.There are two call centers which are the part of theresearch study and both are the global multinationalorganizations where the agents need to communicatestrictly in English. The data has been collected throughresearch instruments like survey questionnaires, focusgroup discussion and observation. The researcher 

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RAHMAN, TARIQ. "Language ideology, identity and the commodification of language in the call centers of Pakistan." Language in Society 38, no. 2 (April 2009): 233–58. http://dx.doi.org/10.1017/s0047404509090344.

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ABSTRACTThis article relates the language ideologies of Pakistan in general, and its call centers in particular, with the language policies and practices of the latter. The specific policy focused upon is the commodification of English with a near-native (American or British) accent as linguistic capital. These accents are indexed to the desired foreign identities which the workers of call centers perform in telephonic interaction with clients as part of their sales strategy. This crossing over to native-speaker linguistic identities is not always successful. When successful, however, some workers in the call centers pass as native speakers in certain contexts and for certain purposes. Such practices and the policies upon which they are contingent are consequences of language ideologies that entail language discrimination against the workers of the call centers by the Pakistani English-using elite, and vice versa. (English, commodification of language, accent, linguistic capital, language policy, identity, passing, crossing, call centers, Pakistan)

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17

Vatse, Aditi. "Integration, GTM, and Metrics: AI Voice Call BOT for Outgoing Call Centers." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 05 (May 26, 2025): 1–8. https://doi.org/10.55041/ijsrem48328.

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The emergence of artificial intelligence (AI) has profoundly reshaped numerous sectors, with outbound call centers among the most significantly affected. Industries such as insurance, healthcare, and financial services rely heavily on outbound communication to collect data, confirm information, and enhance customer engagement [1]. In response to the growing need for operational efficiency and improved customer interactions, AI voice call BOTs have emerged as a transformative solution, automating repetitive tasks, streamlining communication workflows, and providing 24/7 support [2]. This research explores the impact of AI voice call BOTs on outbound call centers, highlighting their advantages, challenges, and best practices for successful integration. As businesses adapt to evolving consumer expectations and technological trends, mastering the deployment of AI voice call BOTs becomes crucial to maintaining a competitive edge. Keywords: Artificial Intelligence (AI), Voice Call BOTs, Outbound Call Centers, Communication, Customer Engagement, Automation, Efficiency, Operational Expenditures, Implementation, Service Delivery, Customer Satisfaction, Competitive Landscape, Data Collection, Communication Workflows, Market Research

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18

Ramchand, Rajeev, Lisa Jaycox, Pat Ebener, Mary Lou Gilbert, Dionne Barnes-Proby, and Prodyumna Goutam. "Characteristics and Proximal Outcomes of Calls Made to Suicide Crisis Hotlines in California." Crisis 38, no. 1 (January 2017): 26–35. http://dx.doi.org/10.1027/0227-5910/a000401.

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Abstract. Background: Suicide hotlines are commonly used to prevent suicides, although centers vary with respect to their management and operations. Aims: To describe variability across suicide prevention hotlines. Method: Live monitoring of 241 calls was conducted at 10 suicide prevention hotlines in California. Results: Call centers are similar with respect to caller characteristics and the concerns callers raise during their calls. The proportion of callers at risk for suicide varied from 3 to 57%. Compliance with asking about current suicide risk, past ideation, and past attempts also ranged considerably. Callers to centers that were part of the National Suicide Prevention Lifeline (NSPL) were more likely to experience reduced distress than callers to centers that were not part of the NSPL. Conclusion: Because callers do not generally choose the center or responder that will take their call, it is critical to promote quality across call centers and minimize the variability that currently exists. Accrediting bodies, funders, and crisis centers should require that centers continuously monitor calls to ensure and improve call quality.

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19

KANAKUBO, Masaaki, and Chiaki HISHINUMA. "Adaptive Operator Scheduling for Call Centers." Journal of Japan Society for Fuzzy Theory and Intelligent Informatics 18, no. 4 (2006): 619–28. http://dx.doi.org/10.3156/jsoft.18.619.

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20

Metz, Anna-Marie, Heinz-Jürgen Rothe, and Mirko Degener. "Belastungsprofile von Beschäftigten in Call Centers." Zeitschrift für Arbeits- und Organisationspsychologie A&O 45, no. 3 (July 2001): 124–35. http://dx.doi.org/10.1026//0932-4089.45.3.124.

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Zusammenfassung. In der vorliegenden explorativen Studie wurden arbeitsbedingte Belastungen von Mitarbeitern in zwei Call Centers erhoben. Die Untersuchungen wurden in einer unternehmensinternen und einer externen Teleserviceeinrichtung mit Hilfe des SPA-Verfahrens (Screening psychischer Arbeitsbelastungen) durchgeführt. Das Verfahren besteht aus drei Teilen: (1) bedingungsbezogene Erfassung der Arbeitsbelastungen, (2) personbezogene Erfassung der Arbeitsbelastungen und (3) der Arbeitsbeanspruchungen. Zusätzlich wurde die ergonomische Gestaltung der Arbeitsplätze analysiert und bewertet. Die Ergebnisse weisen generell hin auf restriktive Entscheidungsspielräume, geringe Komplexität und Variabilität der Arbeitsaufgaben sowie geringe Nutzung der Qualifikation bei den hier untersuchten Tätigkeiten. Das berichtete Beanspruchungserleben der Beschäftigten korrespondiert nicht mit der bedingungsbezogen erhobenen Belastung, obwohl die Mitarbeiter die Arbeitssituationsmerkmale in ähnlicher Weise wie die Experten reflektieren.

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Roubos, Alex, and Oualid Jouini. "Call centers with hyperexponential patience modeling." International Journal of Production Economics 141, no. 1 (January 2013): 307–15. http://dx.doi.org/10.1016/j.ijpe.2012.08.011.

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22

Bhulai, Sandjai, Taoying Farenhorst-Yuan, Bernd Heidergott, and Dinard van der Laan. "Optimal balanced control for call centers." Annals of Operations Research 201, no. 1 (September 6, 2012): 39–62. http://dx.doi.org/10.1007/s10479-012-1215-1.

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23

Dagohoy, Princess Diane. "Call Centers and the Modern Individual." Plaridel 4, no. 2 (August 1, 2007): 1–24. http://dx.doi.org/10.52518/2007.4.2-01dghy.

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This ethnographic study explored how working as a call center agent influenced the identity, shaped communicative styles, and affected the work ethics of an individual. The call center phenomenon was taken as a consequence of modernity in which individuals are subject to respond. Qualitative methods of research were used such as focus interviews and participant observation. Using macro and micro perspectives in analyzing the consequences of modernity, the study concludes that rather than seeing the individual as passive and restrained by the changes brought by modernity, the study presents an individual who is rational and goal-oriented; whose identity is dynamic, fluid and capable of adapting and adjusting.

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Stepanova, Irina V. "METHODOLOGY FOR CALCULATING CALL SERVICE CENTERS." SYNCHROINFO JOURNAL 9, no. 4 (2023): 2–9. http://dx.doi.org/10.36724/2664-066x-2023-9-4-2-9.

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The “System 112” complex of tools should provide automated processing of emergency calls to a single number “112”. During the transition period, it is planned for the joint functioning of existing emergency services of various departmental subordination and the formation within the framework of the “System 112” of independent services that are new in their functionality and purpose. The article discusses a design option made taking into account the launch of a number of pilot projects of System 112 in various regions. It should be emphasized that currently there are a significant number of options for organizing System 112, which differ both in the distribution of functions between services and in the ability to regulate the timing characteristics of servicing calls of different types. Multi-variance in solving the task of designing an emergency call service center makes it possible to effectively organize course design, allowing students to demonstrate their developed competencies and apply theoretical knowledge in the discipline Teletraffic Theory to solve current practical problems.

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Zacharias, Thomas. "Call Centers as a Blog Guard." CallCenter INTERNATIONAL 1, no. 4 (November 2008): 32–34. http://dx.doi.org/10.1007/bf03252237.

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Jünger, Alexander. "Call Centers and the financial crisis." CallCenter INTERNATIONAL 2, no. 1 (February 2009): 16–20. http://dx.doi.org/10.1007/bf03252239.

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Moltzen, Kai, and Rolf van Dick. "Arbeitsrelevante Einstellungen bei Call Center-Agenten:." Zeitschrift für Personalpsychologie 1, no. 4 (October 2002): 161–70. http://dx.doi.org/10.1026//1617-6391.1.4.161.

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Zusammenfassung. Call Center stellen einen zunehmend wachsenden Zweig der Dienstleistungsbranche dar. Man kann zwischen verschiedenen Call Center-Typen unterscheiden, nämlich zwischen Inhouse- und Outhouse-Call Centern. Ferner kann zwischen Inbound- und Outbound-Telefonmarketing unterschieden werden. Die objektive Arbeitssituation stellt sich für Outbound-Agenten im Vergleich zu Inbound-Agenten und für Inhouse-Call Center im Vergleich zu Outhouse-Call Centern positiver dar, daher wurden auch positivere Arbeitseinstellungen in diesen Bereichen erwartet. Vergleiche wurden bezüglich verschiedener Foci von Identifikation, dem Teamklima, selbstberichteten Extra-Rollen-Verhaltensweisen (OCB), Zufriedenheit, intrinsischer Motivation sowie verschiedenen Subskalen des Job Diagnostic Survey (JDS) angestellt. Insgesamt bearbeiteten 211 Call Center-Agenten einen standardisierten Fragebogen. Die Hypothesen wurden teilweise bestätigt: Im Vergleich zu Mitarbeitern des Outhouse-Call Centers zeigten Inhouse-Call Center-Agenten positivere Werte bei der Identifikation mit der Firma, bei selbstberichtetem OCB, geringere Kündigungsabsichten und positivere Einschätzungen der Tätigkeit auf verschiedenen Skalen des JDS. Für Outbound-Agenten ergaben sich, im Vergleich zu Inbound-Agenten, eine stärkere Identifikation mit der Firma, häufiger geäußertes OCB, eine stärker wahrgenommene Autonomie und mehr Rückmeldung durch die Aufgabe.

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Bosco, Musabe Jean, Rutarindwa Jean Pierre, Kwizera Jean Pierre, and Byiringiro eric. "Effective Virtual Call Center with Free PBX Technology." International Journal of Advanced Engineering Research and Science 11, no. 10 (2024): 094–115. http://dx.doi.org/10.22161/ijaers.1110.9.

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A call center manages new and existing client questions and issues with the help of skilled specialists. Existing customers answer new consumers' inquiries and concerns. These questions may come from new or existing clients. Call centers are important in Rwanda as they enable companies to monitor calls. Companies can also analyze their markets through data acquired through call centers. However, setting up a call center is expensive. The running costs of a call center are also large. Businesses that operate call centers spend a lot of money running them, consequently reducing their profits. Therefore, this study proposes a cheaper technique for handling call traffic implemented using free PBX, which is a Linux based web-application for monitoring call traffic. From the results of the simulations carried out, a fast connection between mobile phones was observed. Moreover, it was determined that the capacity of free PBX is unlimited, making it ideal for use in call centers. The analysis shows that this project can be implemented in different institutions on chipper prices. The existing cost of implementing a call center on 50 users using hardware PBX is 100.000 USD, whereas, with the proposed solution using FreePBX which is a Linux based web-application for monitoring call traffic, the implementation cost can be between 5000 USD and 10000 USD with the same range of users. The discounted price as compared to the existing system can be estimated to be around 90%, which is much cheaper.

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Gião, Paulo Roberto, and Moacir de Miranda Oliveira Júnior. "Offshoring call centers for emerging markets: findings from Brazil." Internext 2, no. 2 (January 18, 2008): 295–318. http://dx.doi.org/10.18568/1980-4865.22295-318.

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Offshoring production and services is changing business models in many industries. Many manufacturing sectors and more recently service sectors are moving their plants or installations abroad, to affiliates or third-party companies in developing countries. This movement is also happening in the call center industry since India is the destination for many call centers, Brazil as well as presents good perspectives based on its multicultural society and the stage of the Brazilian call center industry. To understand and identify the potential capabilities and opportunities in this industry, a survey was carried out sampling 114 call centers located in Brazil. The main data shows the competitiveness of Brazil along with other emerging countries. Offshoring call centers are on the way up and Brazil has the capability to be a great player as the presented cases show. Results obtained from the survey demonstrate that Brazilian call centers are in the initial stage of internationalization, but that can change very quickly because the main infrastructure and human resources already exist and can be readied based on the technologies and competencies to serve international markets.

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Alarcón, Amado, and Josiah McC Heyman. "Bilingual call centers at the US-Mexico border: Location and linguistic markers of exploitability." Language in Society 42, no. 1 (January 24, 2013): 1–21. http://dx.doi.org/10.1017/s0047404512000875.

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AbstractBilingual call centers in El Paso, Texas, an extensively bilingual US-Mexico border setting, provide a valuable opportunity to examine empirically what occurs with respect to language shift reversal of Spanish in the context of new information economy. Interviews were conducted with thirty-nine call center operators and managers, and twelve translators and interpreters. Call centers provide an important occupational performance of and recognition to the Spanish language. Nevertheless, bilingual call centers mainly rely on uncompensated, socially provided language skills in Spanish, a freely available “heritage language” in the border setting. Spanish is not valued as a technical competency, worth specific attention to training, management of language features, and extra compensation. Bilingualism is used in the labor market as a sign of cheap and flexible labor, rather than as economically and socially valued “skill,” even though in the new information workplace it serves the latter role. (Call centers, new economy, language and workplace, bilingualism, Spanish, borders)*

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Abdullateef, Aliyu Olayemi, Sany Sanuri Mohd Mokhtar, and Rushami Zien Yusoff. "The mediating effects of first call resolution on call centers’ performance." Journal of Database Marketing & Customer Strategy Management 18, no. 1 (March 2011): 16–30. http://dx.doi.org/10.1057/dbm.2011.4.

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Ebadi Jalal, Mona, Monireh Hosseini, and Stefan Karlsson. "Forecasting incoming call volumes in call centers with recurrent Neural Networks." Journal of Business Research 69, no. 11 (November 2016): 4811–14. http://dx.doi.org/10.1016/j.jbusres.2016.04.035.

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TEIXEIRA, Rodrigo Gomes de Macedo, and Suelen Santos MOREIRA. "WORKING CONDITIONS IN CALL CENTERS AND THEIR IMPACTS ON WORKER'S MENTAL HEALTH." Boletim de Conjuntura (BOCA) 7, no. 20 (July 30, 2021): 45–66. https://doi.org/10.5281/zenodo.5148371.

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This article consists of a systematic review of empirical articles related to call centers and workers' mental health. This study aimed to discuss the relationship between working conditions in call centers and the implications for the worker's mental health. The methods used to prepare the study were a literature review for the selection of articles which were searched on the websites, Pepsic, Scielo and Capes Periodicals. The results of the research have showed that there are variations in the presence of stress and impacts on the mental health of teleoperators, including gender, age and time of experience. The main reports and results of the instruments used showed that control, script, and pressure for goals are the main sources of stress and feelings such as anxiety, tension, anger, fatigue and mental fatigue.

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Kazancı, Nevra, Erçin Tevfik Öztuncel, and Metin Akuş. "AI-Based Call Center Management." European Journal of Research and Development 4, no. 4 (December 31, 2024): 338–51. https://doi.org/10.56038/ejrnd.v4i4.593.

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Call centers today operate within complex ecosystems where surveillance technology, digitalization, and process automation are pivotal. These advancements enable multi-channel communication, personalized service, and proactive customer support. Unlike traditional models centered solely on phone interactions, modern call centers leverage digital tools to enhance operational efficiency. A significant innovation lies in the application of image processing techniques, including face recognition algorithms. These technologies automate tasks, minimizing human intervention and optimizing workflow. In this context, a proposed artificial intelligence-driven call center management system aims to replicate office environments remotely. It focuses on ensuring high service quality and security through real-time monitoring of representatives. Key features include facial recognition accuracy rates of 99% for detection and 96.88% for recognition. This system distinguishes live faces from photographs using cascade location detection, a novel approach that enhances fraud prevention compared to current methods. Integrating such advanced technologies into call centers marks a transformative step towards efficient, secure, and personalized customer service experiences in the digital age. Only the video call recordings are utilized for all analyses without additional equipment or data sources. Therefore, this easily implementable management system is introduced at a minimal cost.Top of Form

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35

Proenca, Teresa, and Helena Rodrigues. "Empowerment in call centers and customer satisfaction." Management Research: Journal of the Iberoamerican Academy of Management 19, no. 2 (June 7, 2021): 143–61. http://dx.doi.org/10.1108/mrjiam-01-2021-1129.

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Purpose Call center is a large and growing sector worldwide and is facing important human resource management (HRM) and service challenges. The purpose of this study is to analyze the impact of structural empowerment (SE) and psychological empowerment (PE) on customer satisfaction (CS) through employee job satisfaction (JS) at a call center in Portugal. Design/methodology/approach Data were collected by means of a survey handed over personally to 267 employees at the call center of a telecommunication company. This was then linked to their respective net promoter score (CS) provided by the call center. Confirmatory factor analysis and structural equation modeling were used as analytical tools. Findings SE affects PE, and both have a positive impact on JS. Empowerment impacts CS: SE positively affects CS mediated by PE; and PE affects CS mediated by JS. Practical implications This study emphasizes the importance of the use of organizational practices of SE in call centers to achieve two important organizational outcomes: employee JS and CS. Originality/value This study tests a process model involving two domains, HRM (employee side) and service delivery (customer side), which are traditionally dealt with separately in the context of call centers. This helps to understand how HRM polices are connected to CS. Although some of these relationships have been studied separately in different contexts, the research offers a strong methodological design by linking employee perceptions of empowerment with data provided by the firm on CS.

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Miciak, Alan, and Mike Desmarais. "Benchmarking service quality performance at business‐to‐business and business‐to‐consumer call centers." Journal of Business & Industrial Marketing 16, no. 5 (September 1, 2001): 340–53. http://dx.doi.org/10.1108/08858620110400205.

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Service quality performance is benchmarked at business‐to‐business and business‐to‐consumer call centers. Differences between call center types are observed including characteristics of operation, customer ratings of service quality performance, and employee ratings of workplace issues. Business‐to‐business call centers are challenged by customers who have higher expectations for service performance and who are more critical evaluators of organizational service performance. Implications for customer and employee satisfaction and loyalty are discussed.

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Ahmad, Norzieiriani, Nazlina Zakaria, and Munawar Javed Ahmad. "Role of Internal Marketing Practices in the Service Recovery Performance of Call Center Employees." 2021, VOL. 36, NO. 2 36, no. 2 (June 30, 2021): 157–75. http://dx.doi.org/10.33824/pjpr.2021.36.2.10.

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The purpose of this study was to investigate whether the internal marketing philosophy is applicable to call centers operating in Pakistan. This study attempted to investigate the role of internal marketing practices assess through internal communication (Huang & Rundle-Thiele, 2014), employee rewards (Boshoff & Allen, 2000), employee training (Boshoff & Allen, 2000), and employee empowerment (Yavas, Karatepe, Avci, & Tekinkus, 2003) on the service recovery performance (Boshoff & Allen, 2000) of call center employees working in inbound telecom call centers. Primary data were collected through a self-administered questionnaire from 15 telecom call centers located in three major cities namely Karachi, Lahore, and Islamabad. A simple random sampling technique was implemented to collect data from 318 male and female respondents. Results showed that internal communication, employee rewards and employee training were positively linked with service recovery performance, while a nonsignificant relationship was found between employee empowerment and service recovery performance. Results revealed that internal marketing practices influence toward frontline employee’s service recovery performance. Findings suggested that the call centers operating in the Asian region, especially, in Pakistan, should focus on internal marketing practices to enhance the service recovery performance of the frontline employees.

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Jatoi, Fiza, Atiya Masood, and Syed Muhammad Daniyal. "A NOVEL CALL ROUTING OPTIMIZATION IN AN IN-DIRECT SALES ENVIRONMENT." Asian Bulletin of Big Data Management 5, no. 1 (February 9, 2025): 58–72. https://doi.org/10.62019/abbdm.v5i1.291.

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In today's competitive business landscape, call centers are crucial in optimizing direct and indirect sales. While traditional call routing systems assign calls randomly, an intelligent call routing algorithm can significantly enhance sales and customer satisfaction. This research proposes a skill-based routing (SBR) algorithm that prioritizes calls based on past data and assigns them to agents with the highest likelihood of converting inquiries into sales. This approach enhances call center efficiency by reducing call waiting time and ensuring skill-based call distribution. The study includes data analysis, algorithm design, testing, and evaluation through simulated and real-world call center environments. Results indicate that SBR improves sales optimization and resource utilization compared to first-come-first-serve (FCFS) and shortest processing time (SPT) models. The findings highlight the importance of intelligent call routing in boosting indirect sales and reducing average handling time in call centers.

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van Antwerpen, Sumei. "Managing Service Quality And Efficiency In Call Centers: A Tautology Or Contradiction?" International Journal of Business & Management Studies 03, no. 12 (December 15, 2022): 63–75. http://dx.doi.org/10.56734/ijbms.v3n12a5.

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This article reports on the experiences of managers in outsourcing telecommunications call centers in South Africa on service quality and efficiency, and whether service quality is sacrificed for service efficiency. This qualitative case study collected data from eight participants through semi-structured face-to-face interviews. Inductive reasoning was applied in this study. Participants were purposively selected through criterion sampling based on their experience within the call centre industry. Thematic analysis were conducted whereby themes and sub themes were identified. Call center managers use different metrics to manage service quality and efficiency and two thirds of them suggests that service quality is not sacrificed for service efficiency, and a quarter feels otherwise. These findings contradict previous studies on service quality and efficiency. The article provides actionable insights for the management of outsourced call centers on managing service quality without compromising service efficiency. The findings can be implemented in the operations of inbound and outbound call centers.

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Mustosmäki, Armi, Timo Anttila, and Tomi Oinas. "Engaged or Not? A Comparative Study on Factors Inducing Work Engagement in Call Center and Service Sector Work." Nordic Journal of Working Life Studies 3, no. 1 (January 1, 2013): 49. http://dx.doi.org/10.19154/njwls.v3i1.2520.

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The aim of this study was to compare the possibilities of experiencing positive well-being in call centers and other service sector work. The article focuses on the prevalence of working conditions (job demands, autonomy, and social support) in call centers and at other service sector workplaces and how these factors are related to work engagement. In addition, we examine whether the relationships are divergent in call centers in comparison to other service sector work. Analysis is based on the data provided by the “Quality of Life in Changing Europe” project. The survey data were collected from service sector organizations (retail, banking, and insurance) and a telecom organization’s call center functions in Finland (N = 967). According to our results, work engagement in call center environment is challenging due to the strong negative effect of job demands. In general, call center employees experienced less feelings of engagement than employees in the comparison organizations. This difference remained significant even after controlling for background factors and measures of working conditions. In addition, we found significant differences between call center and other service sector organizations in the effects of both autonomy and demands. The levels of autonomy and work demands proved to be strong antecedents of perceived work engagement, especially in call center environment.

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Sharma, Bhawana, Yuvnika Sogani, and Nisha Moolchandani. "Women in BPO Sector in India: The Dilemma of Empowerment, Work-Life Balance and Exploitation." RESEARCH REVIEW International Journal of Multidisciplinary 4, no. 3 (March 13, 2019): 335–38. https://doi.org/10.5281/zenodo.2603153.

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A job gives a sense of accomplishment and a feeling of freedom and autonomy to a woman. Today, most of the young girls in metro cities are engaged with the jobs of call centers, which is definitely gives them a satisfaction of self-dependent. Yet they are hampered by the assumption that working outside the home are not meant for them. Because of such attitude of society, women are not able to reach their peak point. This paper deals with the origin of call center industry in India and proportion of women workers in this industry. This paper specifies the major reasons due to which women join this industry and the problems and challenges they face to balance her work life with her personal life. This paper also outlines the working environment of call centers, their conditions, pay gaps due to gender discrimination, exploitation of female workers, effect of working in night hours on the health of female employees etc. This paper lastly provides some useful measures to ensure the safety of women in call centers and some tips to women by which they can ensure their safety and avoid abnormal molestation and eve teasing cases. This paper suggests that society which still believes in patriarchal system should change her mindset because coming India will be based on skills of a person rather than his/her gender.

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H, Yehoshyna, Polikarovskykh O, and Voronoy S. "Improving service quality management based on call center monitoring solution." Artificial Intelligence 27, AI.2022.27(2) (December 29, 2022): 38–44. http://dx.doi.org/10.15407/jai2022.02.038.

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The presented paper investigates common call center challenges ranging from management to software and agents. Service quality is a complex and multifaceted construction that has a major impact on customer acquisition, retention and loyalty. Because there are a few different factors that influence service quality, call center managers must know what they are before they can work to optimize them. As an important part of any business is communication, both within the organization and with customers and clients, a feature-rich, advanced Private Branch Exchange (PBX) phone system is of great benefit. Call Centers are one of the most commonly used implementations of PBX systems in businesses of any type, shape and size. We suggest an efficient and secure solution for collecting, processing, storing, analyzing and visualizing data from call centers. The proposed approach is driven by applying the type of IP PBX engine based on Asterisk. AWS cloud hosted clustering approaches and load balancing system algorithms have been studied in order to mitigate progressively growing load indicators as we add more customers and thus real data sources to the system. The ELK Stack has been chosen as the optimal approach: it is open source and covers a need in the log management and analytics space. The proposed solution will help to automate the call flow process, where it is necessary, based on the analysis of the collected call centers data. The monitoring results obtained along with the particular call center structure knowledges gives us an opportunity for improving call strategies such as ACDs and IVRs, filling agent's knowledge gaps, eliminating the absence of well-defined practices of call handling, etc. It also eliminates the need to hire additional staff or outsource call centers to share the load.

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Chezhimbayeva, Katipa, Madina Konyrova, Saule Kumyzbayeva, and Elvira Kadylbekkyzy. "Quality assessment of the contact center while implementation the IP IVR system by using teletraffic theory." Eastern-European Journal of Enterprise Technologies 6, no. 3 (114) (December 29, 2021): 64–71. http://dx.doi.org/10.15587/1729-4061.2021.244976.

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The paper considers the form of taking into account the specialization of information needs. An analysis of the work of modern call centers has been carried out. The authors noted the effectiveness of using IVR devices, operators, and consultants for differentiated customer service and the need to take feedback into account when forming the revenue stream of applications. The models make it possible to determine the leading indicators of the quality of service for applications arriving at the call center. Formal expressions for descriptions are derived from the input parameters' values and the model's stationary probability. The relationships between the characteristics of the call center that regulate the intensity of incoming and outgoing calls, call processing through 3CXPhone, corporate mail, and social networks were obtained using Global Statistic. The developed methodology for organizing information and reference systems makes it possible to consider modern trends in the development of call centers. The paper presents the results of research using the IP IVR system. The results of calculating service characteristics are given for two different types of calls with mixed order ω=(0.5; 0.7; 0.9). The presented results were obtained by using experimental data of the JSC Kazakhtelecom's call center. For the calculations, the authors used the formulas of the teletraffic theory for a mixed service system. It also assesses the extent of combined service model effects for the contact center's call quality. It is shown that the probability of lost calls depends on the incoming load. The obtained results show that the mixed order for incoming calls servicing affects the probability of service failure.

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Bhulai, Sandjai. "DYNAMIC ROUTING POLICIES FOR MULTISKILL CALL CENTERS." Probability in the Engineering and Informational Sciences 23, no. 1 (November 13, 2008): 101–19. http://dx.doi.org/10.1017/s0269964809000096.

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We consider the problem of routing calls dynamically in a multiskill call center. Calls from different skill classes are offered to the call center according to a Poisson process. The agents in the center are grouped according to their heterogeneous skill sets that determine the classes of calls they can serve. Each agent group serves calls with independent exponentially distributed service times. We consider two scenarios. The first scenario deals with a call center with no buffers in the system, so that every arriving call either has to be routed immediately or has to be blocked and is lost. The objective in the system is to minimize the average number of blocked calls. The second scenario deals with call centers consisting of only agents that have one skill and fully cross-trained agents, where calls are pooled in common queues. The objective in this system is to minimize the average number of calls in the system. We obtain nearly optimal dynamic routing policies that are scalable with the problem instance and can be computed online. The algorithm is based on one-step policy improvement using the relative value functions of simpler queuing systems. Numerical experiments demonstrate the good performance of the routing policies. Finally, we discuss how the algorithm can be used to handle more general cases with the techniques described in this article.

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Vasconcelos, Ana Paula Gomes. "A Incomunicação Nas Empresas De Call Centers." Augusto Guzzo Revista Acadêmica 1, no. 13 (September 29, 2014): 47. http://dx.doi.org/10.22287/ag.v1i13.210.

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Beyan, AyseCoskun, Yucel Demiral, ArifHikmet Cimrin, and Alparslan Ergor. "Call centers and noise-induced hearing loss." Noise and Health 18, no. 81 (2016): 113. http://dx.doi.org/10.4103/1463-1741.178512.

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Schneps-Schneppe, Manfred, and Janis Sedols. "Markov Models for Multi-Skill Call Centers." International Journal of Networks and Communications 2, no. 4 (August 9, 2012): 55–61. http://dx.doi.org/10.5923/j.ijnc.20120204.03.

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Lam, Kokin, and R. S. M. Lau. "A simulation approach to restructuring call centers." Business Process Management Journal 10, no. 4 (August 2004): 481–94. http://dx.doi.org/10.1108/14637150410548119.

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Samuelson, Douglas A. "Predictive Dialing for Outbound Telephone Call Centers." Interfaces 29, no. 5 (October 1999): 66–81. http://dx.doi.org/10.1287/inte.29.5.66.

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Wallace, David L. "Counseling Centers: A Call for Campus Leadership." Journal of College Student Psychotherapy 28, no. 1 (January 2, 2014): 3–5. http://dx.doi.org/10.1080/87568225.2014.854671.

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