Email this article 
Hide
Show all
Original Research
The job demands-resources model of work engagement in South African call centres
SA Journal of Human Resource Management | Vol 11, No 1 | a484 |
DOI: https://doi.org/10.4102/sajhrm.v11i1.484
| © 2013 Yolandi Janse van Rensburg, Billy Boonzaier, Michèle Boonzaier
| This work is licensed under CC Attribution 4.0
Submitted: 05 July 2012 | Published: 30 September 2013
Submitted: 05 July 2012 | Published: 30 September 2013
About the author(s)
Yolandi Janse van Rensburg, Department of Industrial Psychology, Stellenbosch University, South AfricaBilly Boonzaier, Department of Industrial Psychology, Stellenbosch University, South Africa
Michèle Boonzaier, Department of Industrial Psychology, Stellenbosch University, South Africa
Abstract
Orientation: A ‘sacrificial human resource strategy’ is practised in call centres, resulting in poor employee occupational health. Consequently, questions are posed in terms of the consequences of call centre work and which salient antecedent variables impact the engagement and wellbeing of call centre representatives.
Research purpose: Firstly, to gauge the level of employee engagement amongst a sample of call centre representatives in South Africa and, secondly, to track the paths through which salient personal and job resources affect this engagement. More specifically, the relationships between sense of coherence, leadership effectiveness, team effectiveness and engagement were investigated, thus testing the Job Demands-Resources model of work engagement.
Motivation for the study: To present an application of the Job Demands-Resources model of work engagement in a call centre environment in order to diagnose current ills and consequently propose remedies.
Research design: A cross-sectional survey design was used and a non-probability convenient sample of 217 call centre representatives was selected. The measuring instruments comprise the Utrecht Work Engagement Scale to measure engagement, the Team Diagnostic Survey to measure team effectiveness, the leadership practices inventory to gauge leadership effectiveness, and the Orientation to Life Questionnaire to measure sense of coherence. A series of structural equation modelling analyses were performed.
Main findings: Contrary to the ‘electronic sweatshop’ image attached to call centre jobs depicted in the literature, results show a high level of employee engagement for call centre representatives in the sample. Also, personal resources such as sense of coherence and job resources such as team effectiveness related significantly to engagement. A non-significant relationship exists between leadership effectiveness and engagement.
Practical/managerial implications: Both the content and context of jobs need to be addressed to increase the personal and job resources of call centre representatives.
Contribution/value-add: The Job Demands-Resources model of work engagement can be used to improve the occupational health and performance of employees in call centres.
Research purpose: Firstly, to gauge the level of employee engagement amongst a sample of call centre representatives in South Africa and, secondly, to track the paths through which salient personal and job resources affect this engagement. More specifically, the relationships between sense of coherence, leadership effectiveness, team effectiveness and engagement were investigated, thus testing the Job Demands-Resources model of work engagement.
Motivation for the study: To present an application of the Job Demands-Resources model of work engagement in a call centre environment in order to diagnose current ills and consequently propose remedies.
Research design: A cross-sectional survey design was used and a non-probability convenient sample of 217 call centre representatives was selected. The measuring instruments comprise the Utrecht Work Engagement Scale to measure engagement, the Team Diagnostic Survey to measure team effectiveness, the leadership practices inventory to gauge leadership effectiveness, and the Orientation to Life Questionnaire to measure sense of coherence. A series of structural equation modelling analyses were performed.
Main findings: Contrary to the ‘electronic sweatshop’ image attached to call centre jobs depicted in the literature, results show a high level of employee engagement for call centre representatives in the sample. Also, personal resources such as sense of coherence and job resources such as team effectiveness related significantly to engagement. A non-significant relationship exists between leadership effectiveness and engagement.
Practical/managerial implications: Both the content and context of jobs need to be addressed to increase the personal and job resources of call centre representatives.
Contribution/value-add: The Job Demands-Resources model of work engagement can be used to improve the occupational health and performance of employees in call centres.
Keywords
Call Centres; Work Engagement; Sense of Coherence; Leadership Effectiveness; Team Effectiveness; Job Demands-Resources (JD-R) Model
Metrics
Total abstract views: 8370Total article views: 21898
Crossref Citations
1. Personal factors and career adaptability in a call centre work environment: The mediating effects of professional efficacy
Nisha Harry
Journal of Psychology in Africa vol: 27 issue: 4 first page: 356 year: 2017
doi: 10.1080/14330237.2017.1347758