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Work Design Variation and Outcomes in Call Centers: Strategic Choice and Institutional Explanations

Author

Listed:
  • David Holman
  • Stephen Frenkel
  • Ole Sørensen
  • Stephen Wood

Abstract

This study examines reasons for variation in work design (defined by job discretion and performance monitoring) and how work design affects organizational outcomes. Drawing on a 2003–2006 survey of 2,359 call centers in 16 countries, the authors test strategic human resource management theory's implication that firms' strategic and operational contexts influence work design variation within countries, and “varieties of capitalism†theory's implication that national institutional frameworks influence cross-country differences in work design. Results of a multi-level analysis indicate that job discretion was higher and performance monitoring less frequent when management strategy targeted business customers rather than mass market customers; when there was an emphasis on building customer relationships; and when the setting was a coordinated economy. Regarding organizational outcomes, job discretion was negatively associated with quit rates and labor costs, while monitoring was negatively associated with call abandonment rates and positively associated with quit rates and sales growth.

Suggested Citation

  • David Holman & Stephen Frenkel & Ole Sørensen & Stephen Wood, 2009. "Work Design Variation and Outcomes in Call Centers: Strategic Choice and Institutional Explanations," ILR Review, Cornell University, ILR School, vol. 62(4), pages 510-532, July.
    • Handle: RePEc:sae:ilrrev:v:62:y:2009:i:4:p:510-532
    DOI: 10.1177/001979390906200403
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    References listed on IDEAS

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    1. Larry W. Hunter, 2000. "What Determines Job Quality in Nursing Homes?," ILR Review, Cornell University, ILR School, vol. 53(3), pages 463-481, April.
    2. Hall, Peter A. & Gingerich, Daniel W., 2004. "Varieties of Capitalism and Institutional Complementarities in the Macroeconomy," MPIfG Discussion Paper 04/5, Max Planck Institute for the Study of Societies.
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    Cited by:

    1. Krzywdzinski, Martin, 2017. "Accounting for Cross-Country Differences in Employee Involvement Practices: Comparative Case Studies in Germany, Brazil and China," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 55(2), pages 321-346.
    2. Ed Snape & Tom Redman, 2010. "HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1219-1247, November.
    3. Martin Krzywdzinski, 2017. "Accounting for Cross-Country Differences in Employee Involvement Practices: Comparative Case Studies in Germany, Brazil and China," British Journal of Industrial Relations, London School of Economics, vol. 55(2), pages 321-346, June.
    4. Rosemary Batt & Hiroatsu Nohara & Hyunji Kwon, 2010. "Employer Strategies and Wages in New Service Activities: A Comparison of Co‐ordinated and Liberal Market Economies," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 400-435, June.
    5. Simon Eisele & Martin R. Schneider, 2020. "What Do Unions Do to Work Design? Computer Use, Union Presence, and Tayloristic Jobs in Britain," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 59(4), pages 604-626, October.
    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. Santanu Sarkar & Andy Charlwood, 2014. "Do cultural differences explain differences in attitudes towards unions? Culture and attitudes towards unions among call centre workers in Britain and India," Industrial Relations Journal, Wiley Blackwell, vol. 45(1), pages 56-76, January.

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