Human Resource Management and Performance in UK Call Centres
AbstractUsing data from a sample of 145 UK call centres, the authors test the core propositions of the strategic human resource management (SHRM) approach that: (a) there are coherent links through the SHRM chain from strategy, through operational requirements, to work design and human resource management, and (b) the fit between the human resource practices and market factors determines organizational performance. Little support for these hypotheses is found as only (a) a few direct relationships between the elements of the SHRM chain are found, and (b) direct relationships, rather than those moderated by market factors, are found between human resource practices and performance. But key operational requirements are linked to work design, which is itself related to a limited number of human resource practices. The direct effects of work design on key performance indicators are more pronounced than those of human resource practices. Copyright Blackwell Publishing Ltd/London School of Economics 2006.
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Bibliographic InfoArticle provided by London School of Economics in its journal British Journal of Industrial Relations.
Volume (Year): 44 (2006)
Issue (Month): 1 (03)
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- Sharda, Kirti, . "Back to the Drawing Board: Exploring Gestalts of Work Design in BPO Firms," IIMA Working Papers WP2011-02-04, Indian Institute of Management Ahmedabad, Research and Publication Department.
- Caroline Lanciano-Morandat & Hiroatsu Nohara & Robert Tchobanian, 2009. "Les centres d'appel en France: mobilisation et mobilité des salariés face à un système hybride de travail," Post-Print halshs-00433051, HAL.
- Almudena Cañibano & David Marsden, 2009. "Participation in Organisations: Economic Approaches," CEP Discussion Papers dp0945, Centre for Economic Performance, LSE.
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