Leadership styles and generational effects: examples of US companies in Vietnam

Leadership styles are an important issue for a range of areas, including business and management. One aspect of this is the influence of the age of people on their receptivity to leadership styles. Yet, research on this area using Asian contexts is limited. Consequently, our research looks at the generational effect in the reception of leadership styles – performance-oriented and participative. In particular, we examine the different value orientations of age cohorts and their reception to different leadership styles in Vietnam. First, we outline three strands of literature, namely culture and leadership, generation as a subculture and Vietnam as a context for the transfer of leadership styles. Second, our research methodology is detailed. Third, our empirical research using case study methods is presented. Our results cover the characteristics of three main age cohorts: the resilience of the pre-1975 born, the adaptability of 1975–1986 born and the arrival of the post-1986 born. Following the discussion and implications, we provide some brief conclusions

A model of predictors of managers performance

The \u27happy-productive worker\u27 thesis is a commonsense theory evolved into the \u27performing-managers\u27 proposition. This paper summarises the research that was conducted to develop a Parial Model of managers\u27 affective wellbeing, intrinsic job satisfaction and performance. This lays the groundwork for developing a more comprehensive model of predictors of managers\u27 performance. This represents a far more complete and sopfisticated conceptualisation of the predictors of managers\u27 performance than what is currently available in the literature. Job characteristics, role conflict, role overload, role ambiguity, organisational commitment and extrinsic job satisfaction are introduced as logical extensions to the Partial Model, and are rendered suitable for future verification

Call centres, quality of work life and HRM practices

Purpose – The paper seeks to determine whether and how the quality of working life (QWL) varies between call centres (CCs) in the in-house/outsourced, public and private sectors and the implications of these findings on human resource management (HRM). Design/methodology/approach – This paper reports on findings derived through empirical qualitative case study research in two Australian CCs: Govtcall, an in-house, public-sector CC, and Sales plus, an outsourced, private-sector CC. Quality of work life outcomes are determined through in-depth interviews with CSOs, supervisors and managers, where a comparative approach is utilised. Findings – The in-house, public-sector CC Govtcall emerges as being inferior in terms of job content, working hours and managerial/supervisory style and strategies. Conversely, Sales plus features a management model that is more akin to what would be expected in a CC operating under a professional service model. Research limitations/implications – The sample size was limited to two CCs; thus, the findings may not be representative of the wider CC context. Practical implications – A productivity orientation and employee focus are not a mutually exclusive phenomenon. Union presence and public-sector status do not guarantee better working conditions and higher QWL. Managerial styles and strategies have a significant impact on QWL in the CC context. Originality/value – QWL is an under-researched area where CCs are concerned. Similarly, much of the existing CC research is based on the private sector, despite the public sector emerging as a large user of CC operations

Australian call centres: time to search for a new management model?

As businesses restructure their operations the number of call centres is growing through ICT developments. Indeed the ACTU (2002) have argued that call centres are well placed to represent an e-commerce gateway for many companies. The scale, nature, organization and operation of call centres is extremely diverse (Burgess and Connell, 2004) although they share the ability to be organized on a continuous operational basis, they are highly dependent upon ICT platforms and call centre work is capable of being subject to extensive control and surveillance. While research has generated many bleak stories of the work experience in call centres with reference to 20th century workhouses (Callaghan and Thompson, 2001), there are also examples of high levels of job satisfaction combined with job commitment (Kinnie et al, 2001). Kjellerup (2004) has referred to two types of call centre as being either `The Galley Slave Model¿ or the `Coaching Culture Model¿

Job quality: what does it mean, what does it matter? comparisons between Australia and the UAE

This review article considers research into job quality that was undertaken in Australia and Europe before discussing the very different labour market of the UAE with a particular focus on Dubai. The paper will also explore the role that HRM that can play in improving job quality for employees in both countries, despite their different contexts. Improving job quality is firmly on the public policy agenda in Australia and the EU. Recent labour market reforms have been justified in part on the basis that they would improve job quality. In the UAE the labour market is heavily reliant on expatriate workers, largely from the Indian sub-continent and Arab nations (Tanmia, 2005). However, expatriate workers generally fall into two categories: white collar professionals and those who are working on construction sites and living in labour camps. As such, the analysis and discussion of job quality in the UAE takes place within a very different context from the OECD economies. It is concluded that there are a number of similarities between Australia and the UAE, such as labour shortages, a growing service sector, feminisation of the workforce and employee concerns about job security. However, as indicated in the article, the reasons why employees lack job security are different in each country

Call centres and the quality of work life: Towards a research agenda

Concerns about job quality have become more widespread, crossing all industries and occupations. The call centre sector in particular has risen to the forefront of discussions about job quality because of the rapid growth and development of these new forms of work organization over the past two decades. However, despite there being an extensive quality of work life literature, and emerging research on call centre job quality, there is yet to be a study that systematically links the quality of work with employment in the call centre context. This article outlines current debates, highlighting the importance of bringing together and marrying these two branches of research. A qualitative research agenda constituting case study analysis of two call centres is introduced. A framework grounded in a job characteristics approach, comprising 10 key job-quality elements is also proposed as a means of examining the quality of work life in this context

Voices from higher up the ladder Exploring the team leader role in call centres

This paper focuses on an under-researched employee category in the call centre literature-the team leader. The paper, drawing on data from nine Australian call centres, finds that the team leader role is integral to the effectiveness of call centres, yet it is a role that consists of considerable complexity and contradictions. The research demonstrates the critical role performed by team leaders: coach, mentor, trainer, performance evaluator, communicator and supervisor. It also shows team leaders as being far more positive about many of the features of the call centre work environment compared with those on the front line. However, there does appear to be a need for greater acknowledgement of their challenging role, the contradictions that are inherent in the job and the need, in many cases, for increased support being made available to assist. © 2013 John Wiley & Sons Ltd

Working Time Flexibilities: A Paradox in Call Centres?

Call centres are a source of job growth in many parts of the world. Jobs in call centres are a manifestation of the opportunities offered by ICT, together with the internal restructuring of organisations, to reduce costs and to achieve efficiencies. Extensive research has been conducted on the labour process in call centres, with findings suggesting that the work is demanding and high-pressured, entailing continuous operations with shift work being the norm, repetition and extensive monitoring and control. Moreover, call centres often have many female operatives, linked to non-standard work arrangements and the provision of emotional skills. Two features of call centres that are generally understated in the literature are their flat organisational structures and the use of team structures as a form of work organisation. There are often formal and informal mechanisms that could support flexible working arrangements, especially in the context of work-life balance issues. In this article we examine the impact of call centre work on worklife balance. Given the evidence of a high pressure work environment, we explore the types of working time arrangements in call centres, how working hours are determined, and the impact of these hours on work-life balance. Findings derived from a survey of 500 call centre operatives across 10 call centre workplaces and focus group interviews suggest that, despite the intensive and regulated work regimes that there is flexibility available in terms of adjusting working time arrangements to support non work responsibilities. A reconciliation of these developments is considered

Teams in Call Centres: Does Size Make a Difference?

In terms of service work, teams tend to be more prevalent in call centres than in other service industries. While the literature highlights key debates surrounding the use of teams in call centres, most of it is drawn from studies on large call centres that range in size from several hundred to several thousand seats. This article sets out to consider how the functions and experience of teams varies on the basis of call centre size by conducting case studies in three large and three small call centres. Findings indicate that large call centres are more likely to monitor performance on a team basis and use teams as a means of maintaining structural control, while small call centres did not have the capacity to engage in rivalry and competition as a means of establishing team identity. Instead, teams provided social support and were associated with team ‘longevity’ – a feature that was not apparent in the large call centres

Having “a say”: Forms of voice in Australian call centres

Purpose – The purpose of this paper is to bridge a gap in the call centre literature by considering how individual employees perceive their level of voice over workplace decisions. The inclusion of direct voice mechanisms is noteworthy as these are forms that have received much less attention vis-a-vis indirect voice. Design/methodology/approach – A mixed-method approach was utilized comprising focus groups and questionnaires from over 350 respondents in nine call centres in Australia.Findings – The most pervasive type of employee voice found across all call centres was through direct channels. The team leader was viewed as especially important in terms of employees asserting that they have some influence over workplace issues. There was evidence that the greater the number of voice mechanisms available the higher the perception of autonomy and influence over work tasks, pace of work and quality standards.Research limitations/implications – Greater consideration is needed in the voice literature at how employees perceive different mechanisms and how institutionalized and legitimate these are within organizations. There appeared to be minimal positive feedback on how union’s influenced the workplace, even in unionized environments. We call for further research on how union representation and direct voice channels work together and the impact on key individual and organizational outcomes.Practical implications – Employees may view the provision of multiple voice channels more favourable than any particular mechanism. The role of the team leader appears especially crucial in positive perceptions of employee voice.Originality/value – Call centre environments may be changing for the better and effective team leader/employee relationships appear to be at the heart of these changes. The paper demonstrates that direct voice mechanisms dominate the case study sites and that employee perceptions of “being heard” are as important as the actual voice mechanisms