Empowerment in call centers and customer satisfaction

Proença, Teresa; Rodrigues, Helena

doi:10.1108/mrjiam-01-2021-1129

Cited by 2 publications

(2 citation statements)

References 68 publications

(112 reference statements)

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“…Russell (2008, p. 200) suggested that, “in order to provide the services they are called upon to deliver, frontline workers in general and call-centre employees in particular require enhanced levels of decision-making autonomy”. Furthermore, Proenca and Rodrigues (2021) revealed that the compensation and discretionary autonomy of operators are linked to their job satisfaction and customer satisfaction. In addition, all call centre directors understood that issues remained unresolved.…”

Section: Resultsmentioning

confidence: 99%

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Sato

Oki

2023

IJOA

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Purpose This study aims to investigate the consequences of middle managers’ sensegiving for organisational change in neglected workplaces, where middle managers are given insufficient resources because of receiving low attention from top management. Design/methodology/approach The authors conducted a case study of three call centres in the Japanese non-life insurance industry. To collect data, the authors conducted interviews with ten stakeholders and made multiple field observations. Findings The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Research limitations/implications The authors identified the following mechanism: in neglected workplaces, middle managers initially focus on sensegiving to employees because they recognise the difficulty of eliciting support from top management. However, as a result, they see sensegiving to employees as their top priority and do not try to elicit the support of top management, which is necessary for further organisational change. As a result, organisational change stops at a certain level. Originality/value First, this study contributes to the body of research on the effects of sensegiving on organisational change. It shows the new problems hidden behind organisational change, which existing research merely regards as independent successes. Second, this study identifies middle managers’ behaviour during organisational change in neglected workplaces. Instead of focusing on the factors necessary for successful organisational change, as in existing studies, this study extends the knowledge of the role of middle managers in organisational change by focusing on their behaviours when success factors are not aligned.

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Section: Resultsmentioning

confidence: 99%

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Sato

Oki

2023

IJOA

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“…Satisfaction involves cognitive and affective processes and other psychological influences (Rather, 2018; Rehman et al , 2020; Utami et al , 2021). A commonly used definition of satisfaction adopts a disconfirmation perspective of consumer satisfaction or dissatisfaction, suggesting that satisfaction results from interaction and post-evaluation (Bilro and Loureiro, 2021; Proenca and Rodrigues, 2021). In this study, we follow the view that satisfaction increases the possibility of future intentions (Rather, 2018; Thomas et al , 2002).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Partners we can trust: the role of employee engagement influencing partnerships’ relationship quality in the voluntary sector

Marques

Bilro

Gonçalves

et al. 2022

MRJIAM

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Purpose This paper aims to explore if employee engagement (EE) influences the relationship quality of long-term partnerships between non-profit organisations (NPO) and for-profit organisations (FPO) and offer a theoretical framework for NPO and FPO long-term partnerships’ success based on the literature. Design/methodology/approach The study resorts to qualitative research, and through 45 in-depth structured interviews with NPO and FPO employees, this paper intends to investigate the theoretical framework using a hypothetico-deductive method. Findings The findings support the authors’ theoretical framework, where EE influences satisfaction, trust and commitment to the partnership. The results highlight that organisations creating high levels of satisfaction, trust and commitment may have a higher propensity for long-term partnerships. Originality/value This study offers a novel theoretical framework for developing long-term partnerships between NPO and FPO. However, each variable’s extent of influence still needs to be further explored, creating a fertile ground for future research in this area.

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Empowerment in call centers and customer satisfaction

Cited by 2 publications

References 68 publications

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Sensegiving for organisational change in neglected workplaces: the case of Japanese call centres

Partners we can trust: the role of employee engagement influencing partnerships’ relationship quality in the voluntary sector

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