Call centres, quality of work life and HRM practices: An in‐house/outsourced comparison

Abstract

Purpose

The paper seeks to determine whether and how the quality of working life (QWL) varies between call centres (CCs) in the in‐house/outsourced, public and private sectors and the implications of these findings on human resource management (HRM).

Design/methodology/approach

This paper reports on findings derived through empirical qualitative case study research in two Australian CCs: Govtcall, an in‐house, public‐sector CC, and Salesplus, an outsourced, private‐sector CC. Quality of work life outcomes are determined through in‐depth interviews with CSOs, supervisors and managers, where a comparative approach is utilised.

Findings

The in‐house, public‐sector CC Govtcall emerges as being inferior in terms of job content, working hours and managerial/supervisory style and strategies. Conversely, Salesplus features a management model that is more akin to what would be expected in a CC operating under a professional service model.

Research limitations/implications

The sample size was limited to two CCs; thus, the findings may not be representative of the wider CC context.

Practical implications

A productivity orientation and employee focus are not a mutually exclusive phenomenon. Union presence and public‐sector status do not guarantee better working conditions and higher QWL. Managerial styles and strategies have a significant impact on QWL in the CC context.

Originality/value

QWL is an under‐researched area where CCs are concerned. Similarly, much of the existing CC research is based on the private sector, despite the public sector emerging as a large user of CC operations.

Citation

Connell, J. and Hannif, Z. (2009), "Call centres, quality of work life and HRM practices: An in‐house/outsourced comparison", Employee Relations, Vol. 31 No. 4, pp. 363-381. https://doi.org/10.1108/01425450910965423