Validation of a Test Battery for the Selection of Call Centre Operators in a Communications Company

Nicholls, Michelle; Viviers, A.M.; Visser, Deléne

doi:10.1177/008124630903900102

Cited by 9 publications

(8 citation statements)

References 14 publications

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“…The most frequently measured constructs in the selection process are applicant personality traits and cognitive ability (Ng & Sears, 2010;Van Vianen & Van Schie, 1995) because they have shown to predict later job performance (Barrick & Mount, 1991;Dunn, Mount, Barrick, & Ones, 1995;Nicholls & Visser, 2010;Schmidt & Hunter, 1998;Tews, Stafford, & Tracey, 2011). While cognitive ability and conscientiousness predict job performance in all job categories (Schmidt & Hunter, 1998), extraversion is a valid predictor for jobs requiring social interactions (Barrick & Mount, 1991).…”

Section: Brunswikian Perspective Towards Encoding and Decodingmentioning

confidence: 99%

The Impact of Nonverbal Behavior in the Job Interview

Frauendorfer¹,

Mast²

2015

The Social Psychology of Nonverbal Communication

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Section: Brunswikian Perspective Towards Encoding and Decodingmentioning

confidence: 99%

The Impact of Nonverbal Behavior in the Job Interview

Frauendorfer¹,

Mast²

2015

The Social Psychology of Nonverbal Communication

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“…Van der Linde's (2005) study indicated a relationship between work performance measured by the level of financial incentives of agents and five personality traits namely, (1) analytical thinking, (2) detail consciousness, (3) conscientiousness, (4) 'structuredness' and (5) work performance. Nicholls (2006) utilised the same instrument as Van der Linde (2005) and found small to moderate correlations between personality tiaits and performance, and moderate to high correlations between abiUty and performance. Ojha and Kasturi (2005) fotmd that agents who experience high intrinsic motivation in their work and those that were team players achieve high levels of performance.…”

Section: Agent Competencementioning

confidence: 99%

“…Emotional intelligence correlated strongly with performance (Higgs, 2004;Nel & De Villiers, 2004). Personality aspects were also linked to performance (Möller et al, 2004;Nicholls, 2006;Ojha & Kastiari, 2005;Van der Linde, 2005).…”

Section: Agent Competencementioning

confidence: 99%

A human capital predictive model for agent performance in contact centres

Jacobs

Roodt

2011

SA j ind psychol

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Orientation: Currently no integrative model exists that can explain the phenomena contributing to agent performance in the South African contact centre industry.Research purpose: The primary focus of this article was to develop a theoretically derived human capital predictive model for agent performance in contact centres and Business Process Outsourcing (BPO) based on a review of current empirical research literature.Motivation for the study: The study was motivated by the need for a human capital predictive model that can predict agent and overall business performance.Research design: A nonempirical (theoretical) research paradigm was adopted for this study and more specifically a theory or model-building approach was followed. A systematic review of published empirical research articles (for the period 2000–2009) in scholarly search portals was performed.Main findings: Eight building blocks of the human capital predictive model for agent performance in contact centres were identified. Forty-two of the human capital contact centre related articles are detailed in this study. Key empirical findings suggest that person– environment fit, job demands-resources, human resources management practices, engagement, agent well-being, agent competence; turnover intention; and agent performance are related to contact centre performance.Practical/managerial implications: The human capital predictive model serves as an operational management model that has performance implications for agents and ultimately influences the contact centre’s overall business performance.Contribution/value-add: This research can contribute to the fields of human resource management (HRM), human capital and performance management within the contact centre and BPO environment.How to cite this article: Jacobs, C., & Roodt, G. (2011). A human capital predictive model for agent performance in contact centres. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37(1), Art. #940, 19 pages. doi:10.4102/sajip.v37i1.940

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