Review Of Related Literature Employee Retention

Review Of Related Literature Employee Retention-52
The call centre industry is the world’s fastest growing industry from the beginning of the 21st century (Pillay, Buitendach & Kanengoni, 2014).

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Consequently, ineffective management skills will result in agents becoming frustrated and hence leaving their organisation (Tse, Huang & Lam, 2013). A challenge that exists in most call centre organisations is the extreme employee turnover rates (Van Rensburg, Boonzaier & Boonzaier, 2013).

According to Pierre and Tremblay (2011), turnover rates of call centres were 70% and increased by 30% from 2008 to 2011.

With an increase in managerial power, their work is often fragmented by extensive monitoring and controlling of agents through the use of technology, whilst defining practices that may enhance employee well-being and customer satisfaction (Neely, Bourne & Kennerly, 2003).

Effective managerial skills assist in reducing employee turnover (Gayathri, Sivaraman & Kamalambal, 2012).

The computer-based and telephone-based technologies enable the fast and efficient distribution of incoming calls and/or allocation of outgoing calls to available staff, and allow for interaction between customer and call centre agent to occur simultaneously with the use of display screen equipment and the instant access to, and inputting of information.

The levels of complexity in call centre jobs vary and they comprise unskilled call centre agents and/or highly skilled agents (Jacobs & Roodt, 2011; Pierre & Tremblay, 2011).Therefore, call centres need to find ways of retaining their staff.Management within the call centres is seen to have power, which is closely linked with that of Taylorism (Taylor & Bain, 1999).Psychometric properties of the questionnaire for validity and reliability were assessed using factor analysis and Cronbach’s alpha coefficient, respectively, to ensure internal consistency.Data were collected using a convenience sample, and the participants of the study are call centre agents.To learn more or modify/prevent the use of cookies, see our Cookie Policy and Privacy Policy.This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.It is with this in mind that employees are viewed as an asset in any organisation.It can be said that ‘no technology can replace skilled communication, problem solving, and customer focus’ (Jacobs & Roodt, 2011, p. Organisations may find it easier to attract people; however, retaining them may be a great challenge as people are motivated by various factors (Grobler, Wӓrnich, Carrell, Elbert & Hatfield, 2011).The sample yielded a response rate of 282 respondents.Subsequently, data were analysed using descriptive and inferential statistics.


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