scholarly journals The role of job stress at emotional labor’s effect on intention to leave: Evidence from call center employees

2017 ◽  
Vol 13 (5) ◽  
pp. 654-667 ◽  
Author(s):  
Metin Isik ◽  
Ali Hamurcu
Keyword(s):  
Job Stress ◽  
Call Center ◽  
Intention To Leave ◽  
Call Center Employees

Work characteristics, musculoskeletal disorders, and the mediating role of psychological strain: A study of call center employees.

2007 ◽  
Vol 92 (5) ◽  
pp. 1456-1466 ◽  
Author(s):  
Christine A. Sprigg ◽  
Christopher B. Stride ◽  
Toby D. Wall ◽  
David J. Holman ◽  
Phoebe R. Smith
Keyword(s):  
Musculoskeletal Disorders ◽  
Call Center ◽  
Work Characteristics ◽  
Psychological Strain ◽  
Mediating Role ◽  
Call Center Employees

scholarly journals The Dark Side of Humor in the Workplace: Aggressive Humor, Exhaustion and Intention to Leave the Organization

2019 ◽  
Vol 17 (2) ◽  
pp. 74-100
Author(s):  
Sabina Trif ◽  
Oana C Fodor
Keyword(s):  
Call Center ◽  
Empirical Support ◽  
Intention To Leave ◽  
Dark Side ◽  
Negative Effects ◽  
Cross Sectional ◽  
Moderated Mediation Model ◽  
Aggressive Humor ◽  
Cross Sectional Design

Humor is inherent to social interaction and research has mainly focused on the potential benefits of using humor at work. However, different types of humor exist and this study builds on the Job Demands-Resources Model (JD-R) to argue that aggressive humor in the workplace is a demand rather than a resource. Specifically, the study explores the association of aggressive humor and the intention to leave the organization manifested by the employees and the role of exhaustion as a potential explanatory mechanism. Moreover, the study explored the potential buffering role of the quality of leader-employee exchange (LMX) for the negative effects of aggressive humor. The study employed a cross-sectional design in order to test a moderated mediation model. Data were collected from 101 call-center operators and team leaders working in a multinational company. Our findings show indeed that aggressive humor in the workplace is predictive for exhaustion, which, in turn, predicts the employees’ intentions to leave the organization. Contrary to our expectation, the moderating role of LMX did not receive empirical support. Theoretical and practical implications are discussed.

scholarly journals Role of Internal Marketing Practices in the Service Recovery Performance of Call Center Employees

2021 ◽  
Vol 36 (2) ◽  
pp. 157-175
Author(s):  
Norzieiriani Ahmad ◽  
Nazlina Zakaria ◽  
Munawar Javed Ahmad
Keyword(s):  
Call Center ◽  
Call Centers ◽  
Service Recovery ◽  
Employee Training ◽  
Internal Marketing ◽  
Internal Communication ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
Call Center Employees

The purpose of this study was to investigate whether the internal marketing philosophy is applicable to call centers operating in Pakistan. This study attempted to investigate the role of internal marketing practices assess through internal communication (Huang & Rundle-Thiele, 2014), employee rewards (Boshoff & Allen, 2000), employee training (Boshoff & Allen, 2000), and employee empowerment (Yavas, Karatepe, Avci, & Tekinkus, 2003) on the service recovery performance (Boshoff & Allen, 2000) of call center employees working in inbound telecom call centers. Primary data were collected through a self-administered questionnaire from 15 telecom call centers located in three major cities namely Karachi, Lahore, and Islamabad. A simple random sampling technique was implemented to collect data from 318 male and female respondents. Results showed that internal communication, employee rewards and employee training were positively linked with service recovery performance, while a nonsignificant relationship was found between employee empowerment and service recovery performance. Results revealed that internal marketing practices influence toward frontline employee’s service recovery performance. Findings suggested that the call centers operating in the Asian region, especially, in Pakistan, should focus on internal marketing practices to enhance the service recovery performance of the frontline employees.

scholarly journals The Mediating Role of Mushroom Management Within the Impact of Job Stress on Intention to Leave

2020 ◽  
Vol 12 (1) ◽  
pp. 361-371 ◽  
Author(s):  
Mustafa Kemal Külekci ◽  
Onur Başar Özbozkurt ◽  
Emel Bahar
Keyword(s):  
Job Stress ◽  
Intention To Leave ◽  
Mediating Role ◽  
The Impact

scholarly journals The Role of Work Stress as a Mediating Variable in The Relationship Between Workload and Intention to Leave

2019 ◽  
Author(s):  
Dini Arifiani ◽  
Aura Amalia ◽  
Hastuti Naibaho ◽  
Endang Pitaloka
Keyword(s):  
Hypothesis Testing ◽  
Job Stress ◽  
Work Stress ◽  
Financial Services ◽  
Working Hours ◽  
Intention To Leave ◽  
High Workload ◽  
The Relationship ◽  
Telecommunications Companies

Jobs with high workload characteristics will require employees to work more than normal working hours so that employees will often work overtime. This condition will cause employees to be exhausted both physically and mentally which ultimately creates work stress. Job stress will cause employees to experience health problems. Employees who experience job stress will consider leaving the organization and looking for new jobs that can reduce their work stress. Respondents of this study were employees of telecommunications companies in the digital financial services department. The questionnaire was distributed to all employees in the digital financial service department of a leading telecommunications company in Indonesia. The questionnaire was distributed to 100 employees. However, only 60 questionnaires can be used for hypothesis testing (the response rate of this study is 60%). Hypothesis testing using hierarchical linear regression. The three hypotheses proposed in this study are supported, namely (1) workload has a positive and significant effect on work stress (H1; p<.001); (2) work stress affects the intention to leave (H2; p<.001; and (3) work stress as a mediating variable in the relationship between workload and intention to leave the company (H-3; p<.001).

scholarly journals Proactivity routines: The role of social processes in how employees self-initiate change

2017 ◽  
Vol 70 (10) ◽  
pp. 1191-1216 ◽  
Author(s):  
Heather C Vough ◽  
Uta K Bindl ◽  
Sharon K Parker
Keyword(s):  
Social Context ◽  
Call Center ◽  
Work Behavior ◽  
Work Behaviors ◽  
Work Processes ◽  
Goal Striving ◽  
The Social ◽  
Call Center Employees ◽  
The Individual

Proactive work behaviors are self-initiated, future-focused actions aimed at bringing about changes to work processes in organizations. Such behaviors occur within the social context of work. The extant literature that has focused on the role of social context for proactivity has focused on social context as an overall input or output of proactivity. However, in this article we argue that the process of engaging in proactive work behavior (proactive goal-striving) may also be a function of the social context in which it occurs. Based on qualitative data from 39 call center employees in an energy-supply company, we find that in a context characterized by standardized work procedures, proactive goal-striving can occur through a proactivity routine – a socially constructed and accepted pattern of action by which employees initiate and achieve changes to work processes, with the support of managers and colleagues. Our findings point to the need to view proactive work behaviors at a higher level of analysis than the individual in order to identify shared routines for engaging in proactivity, as well as how multiple actors coordinate their efforts in the process of achieving individually-generated proactive goals.

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