The Link with Business Strategy Essay Example

in Asia – in order to assess whether each component improved, deteriorated or remained unchanged before and after the merger.

The adjusted measurements pertain to customer orientation, customer feedback, and managerial practices which aim to meet customer expectations for quality service. These were derived from Schneider et al. (1998) and include multiple ways for the organization to prioritize customer needs, gather feedback from them, and incentivize employees to deliver quality service with the support of their immediate managers.

Little and Dean (op. cit.) added the fourth factor group from Rogg et al.'s (2001) research on human resource management, which examines policies, procedures, and resources that support frontline staff. This factor group emphasizes training, problem-solving, and the importance of on-line e-learning due to technological advancements in call centers. It should be noted that Schlesinger and Zornitsky (1991) previously studied the origin of three SQC items: employee satisfaction with the ability to meet customer needs, evaluation of service quality, and perceptions of customer satisfaction with service quality.

Dean (2002) identified three capabilities relevant to call centres: job knowledge and skills, the time to perform tasks, and the authority to perform tasks. In my analysis, I aim to correlate each dimension of service climate with employee commitment and SQC to determine which has the strongest relationships. A case research and analysis approach is necessary due to the many tangible factors that need to be coalesced for post-merger integration, particularly from the perspective of middle and senior executives. Call centre organizations typically have a flat hierarchy, with only about one in seven employees occupying supervisory roles or higher positions that allow them to make decisions related to financials and other intangibles of

corporate life.

The research on corporate culture should include various factors like financial incentives, revenue and growth objectives, services marketing, company strengths and weaknesses, opportunities and threats in the industry, staff training and movements, and expansion into new markets. References: 1. Batt, R., Doellgast, V.

; In the 2004 national benchmarking report of the U.S. call center industry, Kwon, H. discussed the strategies, HR practices and performance.

At Cornell University in Ithaca, NY, the CAHRS organization is located. Additionally, there is a book called "Callcenters for dummies" written by R. Bergevin in Mississauga, ONT and published by John Wiley & Sons Canada in 2005.