It’s all in the mix
Determinants and consequences of workforce blending in call centres
Bibliographic Data
| ID | 9889447 |
|---|---|
| Authors | Hyunji Kwon (0009-0005-2472-6927, King’s College London, University of London, UK), Danielle van Jaarsveld (University of British Columbia, corresponding author) |
| Year | 2013 |
| Volume | 66 |
| Issue | 8 |
| Pages | 1075-1100 |
| Publication date | 2013-08-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726712463742 |
| OpenAlex | W2142926882 |
| Language | EN |
| Citations received | 4 |
| References cited | 62 |
Supplementing the full-time permanent workforce with part-time staff is a widespread practice among firms. To better understand this dynamic, we evaluate how work organization choices influence the degree of part-time use by analysing North American survey data from call centre establishments. We also evaluate the effect of part-time use on the voluntary turnover behaviour of the full-time permanent workforce. For example, firms with greater reliance on a high involvement approach to work organization relied less on part-time use than those pursuing a low involvement approach. For firms that choose to rely heavily on part-time use, we find that this decision has consequences for their full-time permanent workforce, namely higher voluntary turnover among their full-time permanent staff. Interestingly, greater reliance on a high involvement approach appears to weaken the positive relationship between part-time use and voluntary turnover among the full-time employees
Business · Demographic economics · Economic growth · Economics · Full-time · Labour economics · Management · Survey data collection · Turnover · Work (physics · Workforce · Employment and Welfare Studies · Engineering · Labor Movements and Unions · Workplace Health and Well-being
Understanding organizational behavior.
The new American workplace
Re-organising Service Work: Call Centres in Germany and Britain
Human Resource Management
Psychological Contracts in Organizations
Part-Time Prospects
OECD Employment Outlook 2004
Alternative Approaches to the Employee-Organization Relationship
A Critical Assessment of the High‐Performance Paradigm
Work Relationships in Telephone Call Centres
'Fun and surveillance'
Managing Customer Services
Toward a Theory of Minority Group Relations
Organizations in Action
The New Workplace
On the Front Line
Smiling Down the Line
Beyond bureaucracy? Work organization in call centres
The Effects of Performance Monitoring on Emotional Labor and Well-Being in Call Centers
Choice of Employment Systems in Internal Labor Markets
Reflections on the call centre — a reply to Glucksmann
Some Social and Psychological Consequences of the Longwall Method of Coal-Getting
Work Design Variation and Outcomes in Call Centers
Uncovering and Explaining Variance in the Features and Outcomes of Contingent Work
Employees and High-Performance Work Systems
The Globalization of Service Work
Do "High-Performance" Work Practices Improve Establishment-Level Outcomes
Human Resource Bundles and Manufacturing Performance
Work Organization, Technology, and Performance in Customer Service and Sales
Why Employers Use Flexible Staffing Arrangements
Why Do Part-Time Workers Earn Less? The Role of Worker and Job Skills
The Effects of Institutional and Organizational Characteristics on Work Force Flexibility
Half a Job
How Common is Workplace Transformation and Who Adopts it
Understanding Organizational Behavior
Work Organization, Control and the Experience of Work in Call Centres
Call configurations
Nonstandard Employment Relations
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,29 |
| Citation span | 2012 - 2023 (12) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |