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Journal articles on the topic 'Customer service call centres'

Author: Grafiati
Published: 11 December 2022
Last updated: 26 January 2023

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1

Oodith, Devina. "Enhanced Customer Interactions through Customer-Centric Technology within a Call Centre." Journal of Economics and Behavioral Studies 11, no. 2(J) (2019): 79–91. http://dx.doi.org/10.22610/jebs.v11i2(j).2820.

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Customer call centres have become a critical form of service delivery for many organisations hence technological innovations serve as a critical point of contact between the organisation and its customers and can assist in raising the stakes in businesses in terms of customer service delivery (Burgess & Connell, 2004). According to the 2017 Global Customer Experience Benchmarking Report technology has been the number one enabler to positively enhance customer service experience in the last 5 years (Business Tech, 2017). Customers have become so empowered that they expect to have flexibilit
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2

Kasabov, Edward, and Anna C.C.C. da Cunha. "Re-conceptualising call-centres as sites of control: the insider perspective." European Journal of Marketing 48, no. 1/2 (2014): 25–46. http://dx.doi.org/10.1108/ejm-02-2012-0054.

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Purpose – The role of call-centres during service recovery has attracted much attention in research. However, marketers know less about controlling customers during recovery interactions and consequences of such control. In order to address this gap and empirically ascertain whether service interactions are marked by customer centricity or by employees exerting control over customers, the aim of the authors was to organise an empirical research in two Brazilian call-centres. Design/methodology/approach – The research consisted of direct, open observation and 33 semi-structured interviews with
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3

Brown, Gavin, and Gillian Maxwell. "Customer Service in UK call centres:." Journal of Retailing and Consumer Services 9, no. 6 (2002): 309–16. http://dx.doi.org/10.1016/s0969-6989(01)00040-6.

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4

Chicu, Dorina, Mireia Valverde, Gerard Ryan, and Rosemary Batt. "The service-profit chain in call centre services." Journal of Service Theory and Practice 26, no. 5 (2016): 616–41. http://dx.doi.org/10.1108/jstp-10-2014-0243.

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Purpose The purpose of this paper is to investigate the explanatory power of the service-profit chain (SPC) model in a context that differs from its original conception. The authors do so by considering whether the main relationships it proposes apply in the context of call centre services, characterised by remote services and cost cutting business models. Design/methodology/approach The data were gathered from a survey of call centre management with a sample of 937 call centres from 14 countries. The analysis was carried out using structural equation modelling. Findings Findings reveal that t
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5

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

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6

Dean, Alison M. "Service quality in call centres: implications for customer loyalty." Managing Service Quality: An International Journal 12, no. 6 (2002): 414–23. http://dx.doi.org/10.1108/09604520210451894.

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7

Ellway, Benjamin. "Design vs practice." International Journal of Operations & Production Management 36, no. 4 (2016): 408–28. http://dx.doi.org/10.1108/ijopm-11-2013-0487.

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Purpose – The purpose of this paper is to investigate how customer involvement in call routing affects the internal operations of the call centre service system by examining customer usability problems with the interactive voice response (IVR) system and the practices of agents used to redirect incorrectly routed calls. Design/methodology/approach – A qualitative case study combined direct observation of live calls through sit-bys with agents and semi-structured interviews conducted with coaches and managers within 13 separate teams across all four functional areas of a call centre operation.
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Crone, Gary, Lorraine Carey, and Peter Dowling. "Calling on Compensation in Australian Call Centres." Journal of Management & Organization 9, no. 3 (2003): 62–76. http://dx.doi.org/10.1017/s1833367200004715.

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ABSTRACTWhile there is a growing body of research on telephone call centre management in the U.K. and the U.S.A., empirical studies in Australia are at an embryonic stage. To date, most of the studies have focussed on the management of employee performance. The principal aim of this study was to provide data on current compensation practices in Australian call centres and to determine the extent of their strategic and best-practice orientation. A second aim was to explore whether the strategic management of compensation can help to balance the tension between commitment to customer service and
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Crone, Gary, Lorraine Carey, and Peter Dowling. "Calling on Compensation in Australian Call Centres." Journal of the Australian and New Zealand Academy of Management 9, no. 3 (2003): 62–76. http://dx.doi.org/10.5172/jmo.2003.9.3.62.

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ABSTRACTWhile there is a growing body of research on telephone call centre management in the U.K. and the U.S.A., empirical studies in Australia are at an embryonic stage. To date, most of the studies have focussed on the management of employee performance. The principal aim of this study was to provide data on current compensation practices in Australian call centres and to determine the extent of their strategic and best-practice orientation. A second aim was to explore whether the strategic management of compensation can help to balance the tension between commitment to customer service and
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10

Piers William Ellway, Benjamin. "Is the quantity-quality trade-off in call centres a false dichotomy?" Managing Service Quality 24, no. 3 (2014): 230–51. http://dx.doi.org/10.1108/msq-09-2013-0192.

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Purpose – The purpose of this paper is to examine the existing conceptualisation of quantity and quality in call centres as conflicting or contradictory, and through qualitative analysis, demonstrate that quantity and quality may not necessarily operate as a trade-off. Design/methodology/approach – Existing literature is reviewed to show how quantity-quality has been conceptualised to date, followed by an analysis of quantity-quality manifestations based upon an in-depth field study of work and service in a large and complex call centre operation. Advisors’ work practices were observed during
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Jaiswal, Anand Kumar. "Customer satisfaction and service quality measurement in Indian call centres." Managing Service Quality: An International Journal 18, no. 4 (2008): 405–16. http://dx.doi.org/10.1108/09604520810885635.

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12

Annakis, John, Tony Lobo, and Soma Pillay. "Exploring predictors of job satisfaction in call centres – The case of Australia." Corporate Ownership and Control 8, no. 3 (2011): 376–95. http://dx.doi.org/10.22495/cocv8i3c3p3.

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In this paper we examine predictors of job satisfaction within the call centre industry. Using a qualitative methodology, we investigate the nature and extent of job satisfaction of customer service representatives in two large Australian call centres. The findings from the study confirm that monitoring, personal privacy and flexibility correlate to workers’ wellbeing and job satisfaction
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13

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 (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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Jagodziński, Piotr, and Dawn Archer. "Co-creating customer experience through call centre interaction: Interactional achievement and professional face." Journal of Politeness Research 14, no. 2 (2018): 257–77. http://dx.doi.org/10.1515/pr-2018-0016.

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Abstract Many customer service institutions draw on the (argued over) notion of “customer experience”. Gentile et al. (2007) suggest that, at an optimum, the notion assumes a thinking and feeling customer who co-creates their customer experience together with the service providing institution. This co-creation is believed to comprise interactional involvement, personalization and the holistic treatment of the customer’s needs. Given the latter, we might expect service providers, such as call centres, to view language as a vital means of creating an experience with the customer. The extant ling
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Nyberg, Daniel. "Computers, Customer Service Operatives and Cyborgs: Intra-actions in Call Centres." Organization Studies 30, no. 11 (2009): 1181–99. http://dx.doi.org/10.1177/0170840609337955.

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Žaptorius, Jonas. "The Expantion Model of Customer Service on Internet." International Journal of Emerging Research in Management and Technology 6, no. 10 (2017): 38. http://dx.doi.org/10.23956/ijermt.v6i10.65.

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The main idea of this article is devoted to the online customer service issues, to explore the quality of key factors and their impact on customer service quality. Several influence factors such as companies focus on customer service, creation of customer service standards, human resources, customer relationship management will be identified and analyzed. The efficient customers service online is determined by such factors as a speed of response to electronic requests, the qualification of personnel, used customer service tools, call centers, standards of customer service and recourses in comp
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P.W. Ellway, Benjamin. "The voice-to-technology (V2T) encounter and the call centre servicescape." Journal of Service Management 25, no. 3 (2014): 349–68. http://dx.doi.org/10.1108/josm-01-2013-0022.

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Purpose – Because the voice-to-technology (V2T) encounter remains under-theorised, the purpose of this paper is to overcome this gap by investigating customers use of the interactive voice response (IVR) system and “the customer journey” through the call centre service system. Design/methodology/approach – From an interpretive study of a UK call centre, the metaphorical aspects of language used to represent the service process are analysed, accompanied by an examination of how the servicescape dimensions of spatial layout and signs are constituted in the call centre service process, and the re
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18

Foulkes, Timothy. "Speech privacy in customer service call centers." Journal of the Acoustical Society of America 118, no. 3 (2005): 1855. http://dx.doi.org/10.1121/1.4778784.

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19

Smith, William L. "Customer service call centers: managing rapid personnel changes." Human Systems Management 20, no. 2 (2001): 123–29. http://dx.doi.org/10.3233/hsm-2001-20205.

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This paper examines academic and practitioner literature relative to service quality and the changing personnel requirements for customer service call centers (CSCC). From this review, propositions are developed which (1) may be useful to call center managers in meeting this critical need, and, (2) may be used to direct future academic research in this growth area. This review is organized around eight key human resource management practices consisting of: 1. Recruiting, 2. Selection, 3. Retention, 4. Teamwork, 5. Training and Development, 6. Appraisal, 7. Rewarding Quality, and 8. Employee In
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Baronak, Ivan, Matej Hartmann, and Robert Polacek. "Properties of a modelled call centre." Journal of Electrical Engineering 71, no. 2 (2020): 96–102. http://dx.doi.org/10.2478/jee-2020-0014.

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AbstractTo detect the number of agents needed to serve customers, it is necessary to consider the call centre as a mass service system. Then it is possible to asses the convenient number of agents according to the probability of the system receiving a request and the time in which the request is serviced by employing a Markov chain and the Erlang model. In an archetypal call centre, the incoming calls are added to a waiting queue and subsequently they are assisted by an agent. In case all agents are occupied, the customer has to wait in the queue until one of the agents becomes available. It i
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21

Strehl, Benjamin. "Customer Integration in Innovation Processes via Operating Information Systems." International Journal of Service Science, Management, Engineering, and Technology 2, no. 4 (2011): 16–24. http://dx.doi.org/10.4018/ijssmet.2011100103.

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The positive effects of customer integration in corporate innovation activities are undisputed. Further, several concepts for an improved cooperation with customers have already been developed and even implemented in many cases. Most of these methods target a special group of customers, the so-called lead-users. Besides being proven as beneficial, this selected integration neglects the majority of a company’s human client interactions which occur in the often centralized service centers, for example call centers. Many studies confirm the innovation potential of these existing, regular customer
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22

Colin, Marco. "Call center service level: A customer experience model from benchmarking and multivariate analysis." ESIC MARKET Economic and Business Journal, Volume 51, Issue 3 (July 20, 2020): 467–96. http://dx.doi.org/10.7200/esicm.167.0513.1.

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Objective: This paper aims to study the experience of call center service customers the academic and corporate perspectives; it proposes a management model focused on looking after the customer’s experience during a phone interaction. Methodology: The methodology of this article adopts the internal Benchmarking process as a diagnostic tool and describes the user’s perceptive of internal corporate operations and key performance indicators established in a call center’s balanced scorecard. It uses an exploratory factor analysis to reduce dimensions and a confirmatory analysis to validate the sta
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Oodith, Devina. "Customer Perceptions of Skills of Agents in Effectively Managing Their Needs within a Call Center." Journal of Economics and Behavioral Studies 9, no. 2(J) (2017): 58–75. http://dx.doi.org/10.22610/jebs.v9i2(j).1650.

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The world’s dynamics and demands of employment and production have evolved over the past decade. Human resources has today become the single largest unrestrained resource and many firms are striving to enhance competence and interaction between its customers and itself via the customer call center through enhanced skills, knowledge, ability and attitude by fostering better interpersonal skills and through the promotion of training and development of their call center agents. This study was undertaken in EThekwini (Durban), South Africa and was conducted within a Public Sector service environ
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Johansson, Henrik, and Maria Björklund. "Urban consolidation centres: retail stores’ demands for UCC services." International Journal of Physical Distribution & Logistics Management 47, no. 7 (2017): 646–62. http://dx.doi.org/10.1108/ijpdlm-02-2017-0114.

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Purpose Urban consolidation centres (UCCs) are often conceived to improve services in retail stores and potentially reduce costs. However, few studies have examined how retail stores perceive the services a UCC could provide. The purpose of this paper is to explore retail stores’ potential demands for different services that a UCC could provide in order to foster the development and implementation of UCC solutions aimed towards more economically feasible business models. Design/methodology/approach Structured interviews were conducted with employees at 72 retail stores. Qualitative, as well as
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25

Lewis, Mark E. "Average optimal policies in a controlled queueing system with dual admission control." Journal of Applied Probability 38, no. 2 (2001): 369–85. http://dx.doi.org/10.1239/jap/996986750.

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We consider a controlled M/M/1 queueing system where customers may be subject to two potential rejections. The first occurs upon arrival and is dependent on the number of customers in the queue and the service rate of the customer currently in service. The second, which may or may not occur, occurs immediately prior to the customer receiving service. That is, after each service completion the customer in the front of the queue is assessed and the service rate of that customer is revealed. If the second decision-maker recommends rejection, the customer is denied service with a fixed probability
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Lewis, Mark E. "Average optimal policies in a controlled queueing system with dual admission control." Journal of Applied Probability 38, no. 02 (2001): 369–85. http://dx.doi.org/10.1017/s0021900200019914.

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We consider a controlled M/M/1 queueing system where customers may be subject to two potential rejections. The first occurs upon arrival and is dependent on the number of customers in the queue and the service rate of the customer currently in service. The second, which may or may not occur, occurs immediately prior to the customer receiving service. That is, after each service completion the customer in the front of the queue is assessed and the service rate of that customer is revealed. If the second decision-maker recommends rejection, the customer is denied service with a fixed probability
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27

Hudson, Sarah, Helena V. González-Gómez, and Aude Rychalski. "Call centers: is there an upside to the dissatisfied customer experience?" Journal of Business Strategy 38, no. 1 (2017): 39–46. http://dx.doi.org/10.1108/jbs-01-2016-0008.

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Purpose This paper aims to present the triggers of negative customer emotions during a call center encounter and the impact of emotions on satisfaction and loyalty. It suggests ways of mitigating the negative effects of such emotions. Design/methodology/approach This paper uses exploratory research consisting of 33 focus groups with 121 narratives of a call center encounter. Findings Callers predominantly report frustration as the emotion arising from negative experiences in a call center encounter. Goal urgency, reduced customer control and uncertainty underlie this emotional experience. Trig
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Cowie, Claire, and Anna Pande. "Phonetic convergence towards American English by Indian agents in international service encounters." English World-Wide 38, no. 3 (2017): 244–74. http://dx.doi.org/10.1075/eww.38.3.01cow.

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Abstract In outsourced voice-based services (call centres are a typical example), an agent providing a service is likely to accommodate their speech to that of the customer. In services outsourced to India, as in other postcolonial settings, the customer accent typically does not have a place in that agent’s repertoire. This presents an opportunity to test whether exposure to the customer accent through telephone work promotes phonetic convergence, and/or whether social factors are implicated in convergence. In this map task experiment, 16 IT workers from Pune (half of whom regularly spoke to
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Agabu Phiri, Maxwell, and Sifiso Mkhize. "Employees’ Perceptions of Customer Service at Telephone Communications (Telkom) Call Centres in South Africa." Journal of Communication 8, no. 1 (2017): 1–15. http://dx.doi.org/10.1080/0976691x.2017.1305682.

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Axtell, Carolyn M., Sharon K. Parker, David Holman, and Peter Totterdell. "Enhancing customer service: Perspective taking in a call centre." European Journal of Work and Organizational Psychology 16, no. 2 (2007): 141–68. http://dx.doi.org/10.1080/13594320600989583.

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Khan*, Mr T. H. Feiroz, Shrushti Mhaske, Sonal Yeshwantrao, and Ayush Kumar. "Retention Rate of Customers in Banks using Neural Networks." International Journal of Engineering and Advanced Technology 9, no. 1 (2019): 4883–85. http://dx.doi.org/10.35940/ijeat.a1932.109119.

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Customer retention is the process of retaining the customers after a particular period of time. Profitability of a product depends upon the retention of the customer. In the earlier systems a lot of money, time and resources were spent on advertising by banks. Banks approached call centres to try convince the customers in buying new policies. This didn’t really work since most of it was directed towards untargeted customers. This same problem of customer retention is studied and a competent solution is found. This system consists of analysed data of a number of customers in numerous fields and
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Brezavšček, Alenka, and Alenka Baggia. "Optimization of a Call Centre Performance Using the Stochastic Queueing Models." Business Systems Research Journal 5, no. 3 (2014): 6–18. http://dx.doi.org/10.2478/bsrj-2014-0016.

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Abstract Background A call centre usually represents the first contact of a customer with a given company. Therefore, the quality of its service is of key importance. An essential factor of the call centre optimization is the determination of the proper number of operators considering the selected performance measure. Results of previous research show that this can be done using the queueing theory approach. Objectives: The paper presents the practical application of the stochastic queueing models aimed at optimizing a Slovenian telecommunication provider’s call centre. Methods/Approach: The a
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Mukherjee, Tuheena, and Kanika T. Bhal. "Do They Always Have Wounded Selves: Moderating Impact of Job-worth on Burnout and Self-worth of Indian Call Centre Employees." South Asian Journal of Human Resources Management 4, no. 1 (2017): 1–20. http://dx.doi.org/10.1177/2322093717705484.

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Numerous researches in call centres indicate the negative psychological impact in the form of burnout experiences of the customer service representatives. The present study argues that burnout experiences do not always have a negative impact on the employee’s self-worth. The relationship is, instead, moderated by the impact of job-worth, which acts as a potential individual resource. The results of the present study conducted on 312 call centre representatives partially confirm our hypotheses. Results indicate that representatives who have high job-worth maintain their self-worth, even when em
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Kasabov, Edward. "Theorising practices to deliberately or accidentally control customers." European Journal of Marketing 50, no. 7/8 (2016): 1493–520. http://dx.doi.org/10.1108/ejm-10-2014-0618.

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Purpose This paper aims to empirically explore and theorise the application of technology control over customers during call-centre interactions. The author seeks to ascertain distinct types of technology-mediated control, with potentially distinct ingredients and consequences for repatronage and service relations. Design/methodology/approach During three stages of empirical research across Western and non-Western, developed and developing country settings and across call-centre types, customers who have experienced control during call-centre exchanges, as well as providers (operatives, superv
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Proenca, Teresa, and Helena Rodrigues. "Empowerment in call centers and customer satisfaction." Management Research: Journal of the Iberoamerican Academy of Management 19, no. 2 (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 cal
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Hitka, M., G. Pajtinkova-Bartakova, S. Lorincova, et al. "Sustainability in Marketing through Customer Relationship Management in a Telecommunication Company." Marketing and Management of Innovations, no. 4 (2019): 194–215. http://dx.doi.org/10.21272/mmi.2019.4-16.

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The idea of sustainable development links business, environmental and social objectives into one integrated effort aiming to meet a common goal. Due to the influence of current developments in customer behaviour companies revise their business strategies towards more sustainably oriented ways of production, business practices, resource efficiency, waste disposal, building partnerships, communication effectiveness etc. Market with telecommunication services is affected by technology development. Growing demands of customers result in re-evaluation of marketing routine. The main purpose of the r
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Oodith, Devina. "Customer Perceptions of Skills of Agents in Effectively Managing Their Needs within a Call Center." Journal of Economics and Behavioral Studies 9, no. 2 (2017): 58. http://dx.doi.org/10.22610/jebs.v9i2.1650.

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The world’s dynamics and demands of employment and production have evolved over the past decade. Human resources has today become the single largest unrestrained resource and many firms are striving to enhance competence and interaction between its customers and itself via the customer call center through enhanced skills, knowledge, ability and attitude by fostering better interpersonal skills and through the promotion of training and development of their call center agents. This study was undertaken in EThekwini (Durban), South Africa and was conducted within a Public Sector service environme
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Broek, Diane van den. "Recruitment Strategies and Union Exclusion in Two Australian Call Centres." Articles 58, no. 3 (2004): 515–36. http://dx.doi.org/10.7202/007497ar.

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SummaryRecruitment processes are seen as critical to the success of contemporary organizations and integral to human resource practices, particularly in those firms setting up greenfield operations or undertaking organizational change programs. This article analyses the recruitment methods used in several large call centres in the Australian telecommunications industry. It particularly focuses on the issue of how recruitment was explicitly or implicitly designed to recruit customer service representatives who might be antithetic to workplace trade unionism. Three processes are identified. Thes
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Terim, Asli, Sumeyye Nur Çağlayan, Aytaç Kıvılcım, and Mehmet Aktaş. "Business Process Architecture for Sentiment Analysis on Speech Data." Orclever Proceedings of Research and Development 1, no. 1 (2022): 307–20. http://dx.doi.org/10.56038/oprd.v1i1.211.

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Call Centers are the principal point of product and service providers, where they influence the customers. The fluctuations in the emotional states of the call center personnel directly affect the customers. These fluctuations may cause positive/negative results for the company in places where customer interaction is intense. Today, the supervision and evaluation of the activities of the agent, who is in contact with the customers, is essential in measuring and increasing the quality of the service.The system of rewarded bonuses is a way to encourage the employee. However, in the last decades,
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Dean, Alison M. "Rethinking customer expectations of service quality: are call centers different?" Journal of Services Marketing 18, no. 1 (2004): 60–78. http://dx.doi.org/10.1108/08876040410520717.

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Chen, Irene. "Investigating the Role of Service Encounter in Enhancing Customer Satisfaction." International Journal of Systems and Service-Oriented Engineering 1, no. 4 (2010): 19–26. http://dx.doi.org/10.4018/jssoe.2010100102.

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Recently, it is found that several pure e-tailers set up a customer service center where on-line shoppers can access a real person over the phone to answer their questions. However, there has been little systematic research examining how service encounter help to enhance customer satisfaction when a pure e-retail company set up a call center to provide additional services. This study conducted a questionnaire survey and collected data from persons who shopped on-line and had experiences in requesting help from customer service centers. 116 responses were collected and the data were then analyz
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Mohamed Yunus, Noor Azlina, Narazatul Akmal Mohamed Yunus, and Marhani Mohamed Anuar. "Job Satisfaction and Organizational Commitment Among Customer Service Representatives at Call Centre Industry in Malaysia." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 6, no. 2 (2020): 154. http://dx.doi.org/10.24191/abrij.v6i2.10767.

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The call centre is a service-intensive organization with a significant proportion of its employees working in direct contact with its customers. Given the nature of front line employees, job satisfaction is a serious issue in call centre as well as the service industry. The front line employees, like any other service sector employees, need to develop and maintain a strong relationship with its human resources for effective performance in assisting customers’ problems and inquiries. Therefore, this paper formulates a framework postulating job satisfaction as an antecedent of organizational com
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Yau-ni Wan, Jenny. "Construing negotiation." Language and Dialogue 7, no. 2 (2017): 137–62. http://dx.doi.org/10.1075/ld.7.2.01yau.

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Abstract The call centre conversation is a telephonic exchange of voices between the customer and the customer service representative (CSR). Both lexicogrammatical and prosodic features are used to construe emotional and attitudinal recognition. Studying these features can investigate how the call centre discourse is construed, and how the interpersonal meaning takes shape through the text. The spoken data are constructed by Filipino CSRs and American English-speaking customers. The findings show that participants tend to make specific paralinguistic voice quality choices to express their emot
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Rose, Ed, and Gillian Wright. "Satisfaction and dimensions of control among call centre customer service representatives." International Journal of Human Resource Management 16, no. 1 (2005): 136–60. http://dx.doi.org/10.1080/0958519042000295000.

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Oodith, Devina, and Sanjana Brijball Parumasur. "Critical ingredients for call centre agents’ effectiveness." Corporate Ownership and Control 10, no. 4 (2013): 479–91. http://dx.doi.org/10.22495/cocv10i4c5art5.

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This study assessed the critical ingredients for call centre agents’ effectiveness (skills/knowledge/ability/attitude, interpersonal skills, training and development, remuneration/motivation, teamwork) in managing customers and their needs. The study was undertaken in Durban, South Africa, and was conducted within a Public Sector service environment which comprised of four major call centres employing a total of 239 call centre agents. A sample of 151 call centre agents was drawn using the cluster sampling technique and a 63% response rate was achieved. These call centre agents were responsibl
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Rendón, Claudio Marco Cartagena, Andrés Vásquez, Martha Benjumea-Arias, and Alejandro Valencia-Arias. "Proposed Model for Measuring Customer Satisfaction with Telecommunications Services." Mediterranean Journal of Social Sciences 8, no. 2 (2017): 15–25. http://dx.doi.org/10.5901/mjss.2017.v8n2p15.

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AbstractThe aim of this article is to propose a model for measuring customer satisfaction in users of telecommunications services. The methodological design is quantitative descriptive and explanatory type, using a survey as data collection tool, with a sample of 415 users of telecommunications services (landline telephone, television and Internet services) in the city of Medellin. Among the results, it is found that the service in the Call Centers and timely response to requests, inquiries, or complaints, and an effective service are among the factors that have the most influence in the satis
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Robinson, George, and Clive Morley. "Customer Service Versus Performance Metrics in an Electronic Sweatshop?: Managers' Perspectives on Issues in Running Call Centres." International Journal of Knowledge, Culture, and Change Management: Annual Review 6, no. 2 (2006): 63–70. http://dx.doi.org/10.18848/1447-9524/cgp/v06i02/49240.

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Dwi Lestari, Elissa, and Miranti Kusuma Yuwono. "The Effect of Family–Work and Work–Family Conflict on Call Center Workers’ Emotional Exhaustion With Person–Job Fit as Antecedent." Revista CEA 6, no. 12 (2020): 69–85. http://dx.doi.org/10.22430/24223182.1616.

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In accordance with the government’s regulations in Indonesia, all financial services institutions are obliged to implement a customer complaint handling mechanism, which has contributed to the rapid growth of the call center industry. As a benchmark for managing service quality, call center workers are required to always keep their emotions stable despite the continuous pressures and unpleasant responses from customers. For this reason, working at call centers is now considered a job with a high emotional burden. Few studies have specifically examined the level of emotional exhaustion among ca
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Bharadwaj, Neeraj, and Anne L. Roggeveen. "The impact of offshored and outsourced call service centers on customer appraisals." Marketing Letters 19, no. 1 (2007): 13–23. http://dx.doi.org/10.1007/s11002-007-9025-y.

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Richardson, Paul, and Peter Weill. "Telstra's National Telemarketing Centre." Journal of Information Technology 14, no. 3 (1999): 217–34. http://dx.doi.org/10.1177/026839629901400302.

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Telstra – until recently Australia's only telecommunications carrier – is internationally recognized within the industry for providing a world-class telecommunications service to a highly dispersed and isolated population under challenging environmental conditions. In 1990, the Australian Government announced that it would end Telstra's monopoly and move towards a deregulated telecommunications industry. The first step was a competitive duopoly and, in 1991–1992, a private carrier – Optus Communications – became Telstra's first competitor in the Australian market-place. On 1 July 1997 the indu
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