Service Management and Employment Systems in U.S. and Indian Call Centers

Batt, Rosemary; Doellgast, Virginia; Kwon, Hyungi

doi:10.1353/btf.2006.0004

Cited by 73 publications

(111 citation statements)

References 33 publications

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“…There are several reasons for this restriction. First, focusing on the first year of tenure reduces the likelihood of biased results due to selection because personnel turnover is relatively high in call centres in general (Batt et al, 2006). In this call centre, 49 per cent of all agents observed in our data leave the department within the first year, either to other departments within the call centre or out of the firm.…”

Section: Sample Selection and Descriptive Statisticsmentioning

confidence: 88%

“…Call centres face relatively high turnover of workers compared to other sectors of industries (Batt et al, 2006). If turnover is related to individual performance or to unobserved factors that affect both tenure and performance of the individual worker, the shape of the estimated tenure-performance profile is likely to be affected by workers who quit the firm.…”

Section: Turnover and Selection Of Workersmentioning

confidence: 99%

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The role of peers in estimating tenure-performance profiles: Evidence from personnel data

Grip

Sauermann

Sieben

2016

Journal of Economic Behavior & Organization

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author. In this paper, we estimate tenure-performance profiles using unique panel data that contain detailed information on individual workers' performance. We find that a 10 per cent increase in tenure leads to an increase in performance of 5.5 per cent of a standard deviation. This translates to an average performance increase of about 75 per cent within the first year of the employment relationship. Furthermore, we show that there are peer effects in learning onthe-job: Workers placed in teams with more experienced and thus more productive peers perform significantly better than those placed in teams with less experienced peers. An increase in the average team tenure by one standard deviation leads to an increase of 11 to 14 per cent of a standard deviation in performance.JEL Classification: J24, D24, L89

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Section: Sample Selection and Descriptive Statisticsmentioning

confidence: 88%

Section: Turnover and Selection Of Workersmentioning

confidence: 99%

The role of peers in estimating tenure-performance profiles: Evidence from personnel data

Grip

Sauermann

Sieben

2016

Journal of Economic Behavior & Organization

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“…The study by Batt et al (2006) cited above found that higher monitoring rates were associated with high employee turnover, indicating possible negative implications in terms of employees' satisfaction and commitment of attempts to control performance management too closely. Yu and Levy (2010) found that radiology professionals working in the Indian offshore sector experienced a deskilling of their work, with negative effects on worker motivation.…”

Section: Challenges Of Hrm Coordinationmentioning

confidence: 99%

“…A study by Batt et al (2006) showed that subcontracted call centres in the US were more heavily monitored than in-house centres, but that monitoring was even more intensive in offshore settings such as India. In addition, subcontractors themselves are often multinationals, possibly serving other multinational clients.…”

Section: Challenges Of Hrm Coordinationmentioning

confidence: 99%

Outsourcing and Human Resource Management

Stuttaford¹,

Morgan²

2007

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Abstract[Excerpt] Historically, outsourcing has always existed, as firms put out work to suppliers, contractors, and intermediaries to organize the production of goods and services (Doellgast and Gospel 2011). In recent years, however, outsourcing has increased in both scale (the volume of outsourcing) and scope (the number of activities outsourced). This has several related causes. First, the advent of new transportation systems, such as the growth of maritime, rail, and road logistics and the advent of new information and communications technologies (ICTs) have facilitated ordering, monitoring, and delivery of products and services. Second, as markets have extended and become more competitive, firms increasingly seek to save costs through focusing on their core value-maximizing activities, handing other activities over to suppliers. Third, the relaxation of trade barriers, emergence of new markets, and expansion of a more highly skilled labor force in Asia have increased the ease and cost savings of outsourcing to these regions. Fourth, in the public sector, organizations have been prompted by politicians to look to outsourcing as a way of cutting costs and introducing greater flexibilities. Finally, management fashion has played an important role in popularizing production and service models, as firms watch and imitate their competitors (IMF 2007; OECD 2007ab).These trends have a number of implications for the management of human resources across firms' increasingly diverse (and often international) procurement and supply chains. Managers face choices concerning how to help employees adjust during worker transfer or downsizing following the decision to outsource work. Networked relationships across core firms and their subcontractors introduce new demands, in terms of resources and monitoring, as firms seek to coordinate practices and incentives across organizations. In addition, the human resource management (HRM) function itself is increasingly being outsourced to specialist organizations, often involving substantial restructuring and rationalization.We first provide background on outsourcing trends and then discuss the HRM issues and choices associated with outsourcing. Throughout, we examine the ways in which national institutions affect the costs and benefits of different strategic choices by firms, as well as the particular challenges multinationals face as they seek to manage outsourcing contracts across national borders. We show that outsourcing is both driven by and used to facilitate globalization. However, outsourcing strategies and their impact on different stakeholder groups continue to be embedded in distinct national settings.

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“…Em 2005 eram, no Brasil, 600 mil trabalhadores distribuídos em 1.827 empresas, das quais 250 são terceirizadas. São números ainda modestos quando comparados aos de outros países como os Estados Unidos, que contam com 50 mil call centers (BATT, DOELLGAST & KWON, 2004), a Alemanha (GRIP, SIEBEN & JAARSVELD, 2005), com 1.992, ou a França (LECHAT & DELAUNAY, 2003), com 3.300, apesar do Brasil apresentar maior concentração de trabalhadores por empresa do que estes.…”

Section: Introductionunclassified

Centrais de atendimento: a fábrica do século XIX nos serviços do século XXI

Venco

2006

Rev. bras. saúde ocup.

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Este artigo aborda a racionalização no sistema capitalista e as relações sociais expressas em um tipo de trabalho que se expande no século XXI: o teleatendimento. A organização do trabalho estabelece ritmos de trabalho e pressão hierárquica para o aumento da produtividade, configurando condições de trabalho nocivas aos trabalhadores. Analisa-se, por um lado, o uso da tecnologia a serviço do aperfeiçoamento do controle do trabalho e o papel da gestão de pessoal no aumento da produtividade e, por outro, a resposta dos trabalhadores às imposições do capital.

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Service Management and Employment Systems in U.S. and Indian Call Centers

Cited by 73 publications

References 33 publications

The role of peers in estimating tenure-performance profiles: Evidence from personnel data

The role of peers in estimating tenure-performance profiles: Evidence from personnel data

Outsourcing and Human Resource Management

Centrais de atendimento: a fábrica do século XIX nos serviços do século XXI

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