From performance management to managing performance : An embedded case study of the drivers of individual- and group-based performance in a call center context
Summary, in English
The findings from this qualitative study of four embedded cases in a Swedish company operating in the utilities sector provide empirical evidence of how call center agents and management manage performance. I propose that coping and the effects of coping strategies on performance constitute the primary link between contextual, control-based, cultural elements and performance outcomes. I found that call center agents handled their lack of knowledge of how to effectively solve (or not solve) a perceived problem by adopting various coping strategies. Such strategies were influenced by the amount of experienced coping over time and supported by dysfunctional prevailing performance-management systems. These coping strategies determined individual- and group-based performance in this call center setting.
Based upon these findings, I suggest a more proactive role for middle managers in handling the underlying causes of these coping strategies, rather than their consequences, in terms of performance impacts. I also propose suggestions to management for handling internal challenges generated by a dysfunctional performance-management system in these call centers. I also provide additional managerial guidelines for managing customer relations and performance in call centers, such as how to align call center operations with company vision.
- Business Administration
- Performance, call centers, customer relations, coping, management, B2C interactions
- Thomas Kalling
- Lisen Selander
- ISBN: 978-91-7623-827-1
- ISBN: 978-91-7623-826-4
14 October 2016
School of Economics and Management, EC3:210
- Sören Henning Jensen (Associate Professor)