The Link with Business Strategy Essay Example
The Link with Business Strategy Essay Example

The Link with Business Strategy Essay Example

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  • Pages: 3 (644 words)
  • Published: September 17, 2018
  • Type: Case Study
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Total annual turnover is higher, at an average of 45 percent, for centers that utilize a production line approach to service when compared to centers that follow a high involvement approach where the average turnover is 25 percent. Additionally, employee quit rates are higher in production-line centers with an average of 23 percent, whereas high involvement centers have an average quit rate of 9 percent.

According to Batt et al. (ibid.), there is a difference in the daily absenteeism rates between the two groups, with one having a rate of 9 percent and the other having a rate of 5 percent.

(ibid.) demonstrated that employee satisfaction and workforce stability are crucial for the success of business strategy in service industries, including call centers. Two widely-used strategies are service differentiation and customer loyalty. Dissatisfied employees do not provide good service and can negatively impact the brand. Thus,

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it is important to maintain employee satisfaction. To gain insight into the post-merger integration period, a combination of case analysis and quantitative employee satisfaction survey methods are proposed.

The literature on rank-and-file concerns has focused on the relationship between employee and customer satisfaction in a service organization. However, to fully comprehend post-merger integration, it is necessary to move beyond traditional employee satisfaction items and consider multiple facets. Research has indicated that the prevailing service climate within a company closely relates to customer perceptions of service quality. Prior to Little & Dean's 2006 study, the significance of employee views on service quality capability (SQC) had not been explored. To build upon their research, I suggest utilizing the Little ; Dean SQC and categorizing employees into three subgroups – Transcom, NuComm, and offshore teams

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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.

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