Titlebook: Call Centres and Human Resource Management; A Cross-National Per Stephen Deery (Professor of Human Resource and Pub Book 2004 Palgrave Macm

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The Viability of Alternative Call Centre Production Modelsce delivery historically was decentralized and personal and service labour markets were local, advanced information systems and marketing techniques have made centralized remote servicing via technology-mediated call centres the preferred mode of customer — provider interaction for many firms. While

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Tensions and Variations in Call Centre Management Strategies approach to customer service’ (Batt, 1999; Cameron, 2000). Volume is managed through task routinization, scripting, and a sophisticated information and communication technology (ICT) architecture configured to distribute, manage and monitor calls. Service quality is managed through a mixture of beh

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Managing Client, Employee and Customer Relations: Constrained Strategic Choice in the Management of surprising because it is essential to understand the environment of any organization if we are to explain the approach to the management of human resources (HR). The organizational context is especially important for commercial call centres which provide outsourced services for clients with whom th

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Keeping Up Appearances: Recruitment, Skills and Normative Control in Call Centresnd socialization of labour tend to be neglected. In our case companies there is considerable evidence for the primacy accorded to the identification and shaping of social competencies as integral to interactive service work.

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The Effect of Customer Service Encounters on Job Satisfaction and Emotional Exhaustionelps shape the way in which the work is performed through their specific needs and expectations. It is the customer whose requirements must be satisfied and whose orders must be met (Fuller and Smith, 1996). In some cases the customer can act as a co-producer while in other situations they can be en

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