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IMPACT OF EFFECTIVE MANAGEMENT ON CALL CENTERS AND ITS ROLE IN QUALITY ASSURANCE

  • Category:
    Business
  • Document type:
    Research Paper
  • Level:
    Masters
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    1411

IMPACT OF EFFECTIVE MANAGEMENT 4

IMPACT OF EFFECTIVE MANAGEMENT ON CALL CENTERS AND ITS ROLE IN QUALITY ASSURANCE

IMPACT OF EFFECTIVE MANAGEMENT ON CALL CENTERS AND ITS ROLE IN QUALITY ASSURANCE

Introduction

Over the years the call centre industry has constantly been changing whether these call centres are run by an in-house call centre management team or one that is outsourced. Therefore, there is need to stay ahead of this changing curve, After all, the cost of poor customer service is exponential. The number of customer contacts received by a call centre is averagely 2.5 million thus if a mere 5% of these customers are unsatisfied with the call centres services this makes a total of 125,000 unhappy customers which is quite a huge number of customers for any business to lose (Russell 2008). The use of Automatic call distribution (ACD) systems has immensely improved productivity in the call centre industry. The ACD, in this case, has allowed thorough analysis of traffic patterns place rolling shift starts, prescheduled breaks and lunches which have been used to optimised to predicted call volume well within reach of the modern operation. This paper seeks to highlight on the impact of effective management on call centres and its role in quality assurance while emphasizing on possible solutions.

The other industrial change in the call centre industry is the agents to team leaders to supervisors to manager’s ratio. The management in these call centres have also opted to outsource calling labour from the English speakers from countries with a low standard of living as opposed to embracing the global telecom links which are quite expensive. The call centres managerial department is the area which has faced a significant number of changes in the past years. This is fostered by the results of a recent study that found that some call centres have experience as high as 100% in turnover in a period of four to five years (Sharp 2003). This has therefore led to a lot of questions being posed by the call centres management. The other trend in the call centres performance is the use of digital contacts which have now become the popular engagement methods. These digital contact channels include; emails, social media, web chat and other self-service channels (Russell 2008). This particular industrial trend has been driven by the fact that more call centre customers are moving away from the over dependency of phone calls and are now embracing other voice-based contact channels. This industrial trend has also been fostered by the current technological evolution. Call centres are therefore increasingly incorporating digital channels in the industries engagement strategies (Malhotra, Budhwar and Prowse 2007).

Research questions

The main research question will centre on the impact of effective management on call centres and its role in quality assurance.

What role does management play in the call centre industry?

Why effective management is ideal in the call centre industry?

Does effective management in call centres fosters quality assurance?

Justification of its significance

The call centre industry is quite sensitive , hence dependent on various metrics which include; Hiring of talented workers, type of training to take up for the employees, smart work scheduling, positive incentive methods and regular employee performance evaluation. All these metrics come down to the management of the call centre industry which is in charge of nearly all these metrics. This, therefore, puts management in the call centre industry as a crucial role that is essential for success in this industry (‘A unique working environment’: health, sickness and absence management in UK call centres n.d.). However, this area of study as been neglected since customer services are not highly viewed in both businesses and companies.

Ford and Lerner(1992), attest that the call centre is a system that is made up of different subsystems where only one subsystem influences all these other subsystems which is the management. This reveals the extent in which management is crucial in the call centres industry in this case it is the only subsystem that influences all the other subsystems making up the call centre system. This study on the call centre, therefore, seeks to impact indirectly on the public in general and the buyers and potential buyers in order to ensure that they receive quick feedback to their complaints and queries to business and organisation (Abdullateef, Mokhtar and Yusoff 2013). On the other hand, this study will also impact on the public’s purchase behaviour making them more concerned with fine details on the product and therefore guarantee them the purchase of quality products at the long end.

This research study on the managerial role in the call centre will also impact on the organisations and business customer relation. The findings will reveal the importance off call centres which will impact on the employees focus on fostering their call centres through adopting effective management (Saccani 2012). This will in the long end impact on the company or business revenues which will be boosted due to improvement in customer relation which will draw more customers to a particular organisation product or services (Butler 2004).

Service Centre Roles and Responsibilities Review (2002) stipulate the negligence of multinational organisations on employee relation. This, therefore, means that these companies have put the required efforts in fostering their call centres management due to their low view on its impact on the organisation revenues or growth (Weston and Tyler 2015). This, therefore, justifies the course of this particular study with the current global competitiveness and easy accessibility of products and service organisations having forced the organisation to improve dimensionally.

This particular research on call centres of the managerial role also fosters the current organisation move towards 360-degree feedback which has proven to impact significantly on the organisation’s revenue increment and growth. This study, therefore, eases the 360-degree feedback strategy making customer communication and relation easy. This, therefore, justifies the research behind this study making it an integral part of the effective and efficient shift towards 360-degree feedback which promises to boost the organisation’s revenue and growth in the long end (McDonnell n.d.).

The other justification for this study is revealed by Christina Wood, director of the 2007 Inaugural Contact Centre Global Forum, where she claimed that an estimated 80% of customer interactions in either businesses or organisations take place through call centres. On the other hand, Australia calls centre industry specifically has employed an approximate of six hundred thousand people (Pandey and Kaur 2011). Therefore with the prospect of this study being to improve call centres operation and significance in business more employment opportunities are poised to come up while also the industry, in particular, is poised to experience some tremendous improvement.

Coclusion

Evidently the customer relations is an aspect of both organisations and businesses which have been neglected for a long time. Management in the call centre industry as revealed is the most influential aspect of this industry, and therefore it should be fostered in order to ensure that the customer relation is improved which in the long end reciprocate to increase in growth and revenues for the organisations. On the other hand the study o the managerial role of call centres impacts on the public and the buyer’s group withing the society directly. This, therefore, justifies this particular study with the call centre industry showing quite a great potential for improvement and also impacting other sectors of the economy.

References

‘A unique working environment’: health, sickness and absence management in UK call centres. n.d.. .

Abdullateef, A., Mokhtar, S. and Yusoff, R. 2013. Linkages between CRM technologies, knowledge applications and first call resolution in inbound call centres. IJECRM, 71, p.68.

Butler, D. 2004. Bottom-line call center management. Amsterdam: Elsevier Butterworth-Heinemann.

Malhotra, N., Budhwar, P. and Prowse, P. 2007. Linking rewards to commitment: an empirical investigation of four UK call centres. The International Journal of Human Resource Management, 1812, pp.2095-2128.

McDonnell, A. n.d.. Having ‘a say’ : forms of voice in Australian call centres. Emerald Group Publishing.

Pandey, N. and Kaur, G. 2011. Factors influencing employee attrition in Indian ITeS call centres. IJICBM, 44, p.419.

Russell, B. 2008. Call centres: A decade of research. International Journal of Management Reviews, 103, pp.195-219.

Saccani, N. 2012. Forecasting for capacity management in call centres: combining methods, organization, people and technology. IMA Journal of Management Mathematics, 242, pp.189-207.

Sharp, D. 2003. Call Center operation. Amsterdam: Digital Press.

Weston, G. and Tyler, M. 2015. Leading an effective improvement and development programme for children’s centres. Management in Education, 292, pp.69-76.