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Human Resource Management and Performance in UK Call Centres

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  • Stephen Wood
  • David Holman
  • Christopher Stride

Abstract

Using 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.

Suggested Citation

  • Stephen Wood & David Holman & Christopher Stride, 2006. "Human Resource Management and Performance in UK Call Centres," British Journal of Industrial Relations, London School of Economics, vol. 44(1), pages 99-124, March.
    • Handle: RePEc:bla:brjirl:v:44:y:2006:i:1:p:99-124
    DOI: 10.1111/j.1467-8543.2006.00489.x
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    References listed on IDEAS

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    1. Paul Osterman, 1994. "How Common is Workplace Transformation and Who Adopts it?," ILR Review, Cornell University, ILR School, vol. 47(2), pages 173-188, January.
    2. John Godard, 2004. "A Critical Assessment of the High‐Performance Paradigm," British Journal of Industrial Relations, London School of Economics, vol. 42(2), pages 349-378, June.
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    Cited by:

    1. Al Shobaki, Mazen J. & Abu Naser, Samy S. & Abu Amuna, Youssef M. & El Talla, Suliman A., 2017. "The Efficiency of Information Technology and its Role of e-HRM in the Palestinian Universities," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 1(5), pages 36-55.
    2. Bill Harley & Belinda C. Allen & Leisa D. Sargent, 2007. "High Performance Work Systems and Employee Experience of Work in the Service Sector: The Case of Aged Care," British Journal of Industrial Relations, London School of Economics, vol. 45(3), pages 607-633, September.
    3. Daniel Nyberg & Graham Sewell, 2014. "Collaboration, Co-operation or Collusion? Contrasting Employee Responses to Managerial Control in Three Call Centres," British Journal of Industrial Relations, London School of Economics, vol. 52(2), pages 308-332, June.
    4. Argyro Avgoustaki & Hans T. W. Frankort, 2019. "Implications of Work Effort and Discretion for Employee Well-Being and Career-Related Outcomes: An Integrative Assessment," ILR Review, Cornell University, ILR School, vol. 72(3), pages 636-661, May.
    5. Mazen M. Al Shobaki & Samy S. Abu Naser & Youssef M. Abu Amuna & Suliman A. El Talla, 2017. "The Efficiency of Information Technology and its Role of e- HRM in the Palestinian Universities," Post-Print hal-01572642, HAL.
    6. Danielle D. van Jaarsveld & Yoshio Yanadori, 2011. "Compensation Management in Outsourced Service Organizations and Its Implications for Quit Rates, Absenteeism and Workforce Performance: Evidence from Canadian Call Centres," British Journal of Industrial Relations, London School of Economics, vol. 49(Supplemen), pages 1-26, June.
    7. Marsden, David & Cañibano, Almudena, 2009. "Participation in organisations: economic approaches," LSE Research Online Documents on Economics 25167, London School of Economics and Political Science, LSE Library.
    8. Jae Eun Lee & Rosemary Batt & Lisa M. Moynihan, 2019. "Strategic Dilemmas: How Managers Use HR Practices to Meet Multiple Goals," British Journal of Industrial Relations, London School of Economics, vol. 57(3), pages 513-539, September.
    9. 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.
    10. Vânia Carvalho & Maria Chambel, 2014. "Work-to-Family Enrichment and Employees’ Well-Being: High Performance Work System and Job Characteristics," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 119(1), pages 373-387, October.
    11. Xiangmin Liu & Danielle D. van Jaarsveld & Yoshio Yanadori, 2022. "Customer aggression, employee voice and quit rates: Evidence from the frontline service workforce," British Journal of Industrial Relations, London School of Economics, vol. 60(2), pages 348-370, June.
    12. Diogo Gonçalves-Candeias & Maria José Chambel & Vânia Sofia Carvalho, 2021. "Is Stress in Contact Centers Inevitable?," IJERPH, MDPI, vol. 18(6), pages 1-17, March.
    13. Sharda, Kirti, 2011. "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.

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