The Next Available Operator: Managing Human Resources in the Indian Business Process Outsourcing Industry discusses managing people in the Indian call centre/ BPO sector. It features empirical research and conceptual advances, presented by well-known academics and researchers from around the world and captures the voices of key stakeholders. Apart from covering key individual aspects of human resource management in Indian call centres, such as work organization and employee attrition, it also provides a comparative perspective from call centres in the USA, UK, Canada and Australia.

The research data presented in the book offers fresh perspectives on call centres within a globalised business and work environment. It includes large scale employee survey results that help unearth the fundamental forces behind attraction and retention challenges threatening the future viability of global outsourcing strategies.

The editors present diversity of theoretical paradigms, methodological approaches and, ‘voices’ from the field. The book is a useful compendium of cutting-edge work on the HRM issues, challenges and strategies in the Indian call centre industry. It aims to deepen the reader's understanding of managing human resources in a new and fast growing industry (info services) and in a new context (off-shoring).

Human Resource Management in Indian Call Centres/Business Process Outsourcing

Human resource management in Indian call centres/business process outsourcing
MohanThite and BobRussell

Introduction

Customer contact/call centre services are now the most used form of customer interface and present the ‘personality of the firm to the customer over the phone’ (Belt et al. 1999). They are one of the fastest growing parts of the information/service economy with employment constituting anywhere from 1–3 per cent of total employment in the United States (US) and Europe (Batt and Moynihan 2002). Contact centre service settings differ from conventional manufacturing work in important ways. The relative non-tangibility of output, lower levels of interdependence among workers, consumers as co-producers and the simultaneity of production and consumption (no re-work) (Batt and Moynihan 2006; Lovelock 2005) add ...

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