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Research Paper
satisfaction of the call center employees
ABSTRACT
The job satisfaction plays an important role in the life of the people, because it has a positive effect on the personal and social adjustment of the individual. On the contrary, job dissatisfaction affects the physical and mental health of the individual. The relationship between job satisfaction and performance of the staff has always been discussed in Organizational Behavior and Human Resource Management literature. A highly satisfied employees do not have to be a low performer. However, an employee who is dissatisfied, irreparable damage to the effectiveness orgnisational. Performance management system should be based on ideological basis and a holistic context by strengthening the connections between key components such as performance planning, performance execution, performance appraisal, recognition and reward, and improved performance on a continuous basis. The paper discusses performance management and satisfaction in the workplace of call center employees Indore. This study is based on primary data from 188 call center employees through a pre-tested, structured, comprehensive questionnaire were collected. The main questions were the identification and definition of key performance areas, the role clarity and direction, performance feedback and potential assessment and job rotation to develop as a powerful tool and develop employee potential. Factor analysis highlighted the importance of the three sub-systems of performance management system, ie, performance planning and development, employee involvement and empowerment, organization and employee relationship. The paper concludes that the framework and sympathetic physical, social and psychological conditions in the workplace available to have potential, job satisfaction to improve the call center employees.
Introduction:
Job satisfaction is a complex phenomenon because it is on different factors, such as casually related personal, social, cultural, environmental and financial. The nature of work is an important factor in determining the level of job satisfaction of employees. More important is the long-term view of employment in the organization, which creates a sense of involvement and commitment to the job with the staff.
The job satisfaction is an individual attitude to work or is it an individual reaction to the workplace. Job satisfaction is also a positive emotional state when a person to meet his needs and desires. Job satisfaction may be general or specific. Many factors influence the work satisfaction of employees. First and most important factor is the monitoring and management style. Employee-oriented management style promotes a greater amount of job satisfaction. On the other side of the production-oriented leader can lead to low job satisfaction. Job content factors such as power, responsibility, recognition and promotion leads to job satisfaction. .
Job satisfaction is intrinsic and extrinsic in nature. A satisfied employee derives its satisfaction from different sources. There is a feeling of belonging that he drives from
his job context and the context in which he acts the job. There are different definitions of job satisfaction. The resulting psyche leads to higher levels of participation, greater levels of participation, greater cost consciousness and timely maintenance of job schedules. Locke (1976) defines job satisfaction as a pleasant emotional state resulting from the perception of the task are as fulfilling an important task of the values compatible with their own needs, provided these values. Job satisfaction is the most researched topic in the field of Human Resource Management. According to an estimate by Locke (1976) about 4000 to 1976 published articles have been in the area of job satisfaction. Yet there is perhaps no single area in the social sciences, full of ambiguities or discrepancies in the opinion of the methodological nuances as job satisfaction. Paradoxically, there are few areas more than explored satisfaction with the work. Brayfield-Rothe (1951) uses a scale to measure general satisfaction at work. This scale contains 18 items relating to job satisfaction in a five-point semantic scale provided (strongly agree to agree, not sure do not agree and do not agree at all). So the possible total score 18-90 varies with the undecided or neutral point 45th A total score explained about neutral point “satisfaction” and below is the degree of dissatisfaction. The degree of satisfaction can be observed from the relative distance of respondents from the neutral points.
As already mentioned, a large number of studies conducted on job satisfaction. These studies have linked variations in the findings of job satisfaction and also to the context of work behavior. In previous decades, the study found Rothisberger and Dickson (1939), no clear relationship between job satisfaction and performance while Vroom (1964) found a very weak relationship between job satisfaction and turnover. Studies in the eighties and nineties conducted found that job factors are not unidirectional in their effects. They served the two sources of positive and negative satisfaction. The personal factors such as skill, experience, education, mental health have a significant impact on general job satisfaction. The latter studies have also shown that job security, recognition for good work and good environment to be more important to be treated as making the promotion. These results are driven mostly observed in the engineering and heavy equipment industries such as computers, satellites, four wheeler industries.
The most important factors in previous studies of satisfaction identified in the workplace, poor working conditions, peer group behavior, routine, with work and working hours. These particular findings from the majority of research conducted in the western
business environments have generally been of software-based industries and business operations with a heavy time pressure, rigid deadlines and different work order in Unlike
lack of limited alternative employment opportunities, job insecurity, profit-centered business policies with
Social orientation, lack of recognition were the main causes of dissatisfaction.
The job satisfaction leads to various problems. Some of these are absenteeism, turnover and negative publicity. The sick leave is available inversely proportional to the amount of job satisfaction in context. Job dissatisfaction creates a lack of will to work and forcing staff away from work as much as possible. It is also found that dissatisfied workers to leave the work over time and look elsewhere satisfaction.
objective of the study:
To determine the level of job satisfaction from the call center employees.
To determine the level of job satisfaction of male and female call center employees.
to study overall job satisfaction after a few personal factors.
To investigate the satisfaction with various aspects of the work.
To investigate the satisfaction with the family and social life of call center employees.
The Brayfield – Rothe Scale was used by 18 items. The scale for perceived importance of job facets was used to relative importance of specific job factors to measure. Specific aspects of the work (functional similarities were connected, and attempts were made to keep the nature and variety of jobs Hierarchial content for possible minimum) in the form of fourteen points were given in a five-point scale. A pilot study on a small sample (of those known to the researchers whose views are not designed for this study) was conducted to modify the questionnaire accounted for. A split-half technique tested the reliability of the questionnaire, where the reliability coefficient (0 was 75) statistically significant. Part of the questionnaire and the job facets and life satisfaction components covering covered job factors and personal factors. This section covers the first part of ten factors on satisfaction with specific aspects of work. The response pattern was dichotome in one format. The question on satisfaction with family and social life were also set in dichotomous format with options of satisfaction / dissatisfaction. Open questions were asked to complete the exploration by a structured questionnaire and understand the main causes of job dissatisfaction.
Results:
Some of the relevant and significant results of the study are presented in the following
tables.
Table 1: Degree of satisfaction with the job and the organization Respondent’s
The Job
With the Institute
Satisfaction
109
37
dissatisfaction
41
113 ;
The results from the table shows that the majority of respondents (73%) with the job they do while a majority are satisfied (75%) with the organization in which they operate are dissatisfied. This finding is contradictory. The explanation can be observed that the nature and content of the contract is the driving focus behind satisfaction, while the operational problems and fears for the long-term survival of the Institute are the indicators of dissatisfaction.
Table 2 The mean ranks and ranks of college professors, lecturers and lecturer’s ratings of
< br /> perceived importance of certain aspects of the general job satisfaction.
aspects of the work
Mean Ranks , ranks content
4 14
1
Autonomy in operation
4 08
2
recognition for good work
4 02
3
desired job
4
4
opportunity for
Compensatory overtime
4
4
Open Communication
3 92
5
Job Status
3 88
6
participatory decision-making
3 85
7
Work Autonomy
3 80
8
Working Environment
3 77
9
3 Relation with colleagues
61
10
Job Variety
2 66
11
working
2 51
12
Job Security
2 03
13
Fork – 2, it is observed that the salary on highest rated for the provision of job satisfaction. The type of work is with its scope for the creative implementation of a higher valuation compared to issues such as job security. Longer hours and fear of job loss for failure to comply venture creates the most dissatisfaction with the rating grades below the average.
Table 3 Mean differences in overall job satisfaction for some personal
factors.
user Groups
Mean
SD
, t
p
aged up to 25 years
63rd 62
7th 00
0th 08
NS
older than 25 years
63rd 33
7th 94
experience up to 1 year
< br /> 65 18
10th 21
-1. 95
Experience over 1 year
65th 48
6th 32
-1. 96
<. 05
Female
64th 14
6th 08
-3. 3
NS
Male
64th 65
7th 00
Married
63rd 62
7th 61
Unmarried
62nd 28
8 43
-0. 10
NS
From the analysis of the Table – 3 it is evident that there is no significant influence of personal factors on overall job satisfaction, except experience.
Table 4 Level of satisfaction with various aspects of work:
; aspects of the work
proportion of
user
Staff
proportion of < , br />
dissatisfied
Staff
< , br /> Chi
Square
< ; strong> p
Job Security
56
94 < , br />
6th
76
<. 01
working
70
80
1 96
NS
Job Status
60
90
4 00
<. 05
content
120
30
33
<
. 01
Working Condition
45
105
16
<
. 01
recognition for Good Work
101
< br /> 49
6th 76
<. 01
Participatory Management
90
60
4 84
<. 05
Peer Group
Relation br
99
< /> 51
7th 84
<. 01
Open Communication
94
56
6th 76
<. 01
Work Autonomy
102
48
5 76
<. 01
behavior
Boss 105
45
14th 44
<. 01
From the analysis of the table – 4, it is found that a significant percentage of respondents with job security, job status were dissatisfied with working hours, working condition. On the other hand, it should be noted that a high percentage of respondents of parameters such as salary recognition for good work are satisfied, peer group relationships, work autonomy and the behavior of superiors through participatory management style and the possibility of open communication with the boss.
Table 5: Level of satisfaction with their family and social life of call center employees Factor < / strong>
proportion of
satisfied < br />
Staff
proportion of
< , br /> dissatisfied
Staff
< ; strong> Chi-Square
p
family life
39
111
23rd 04
<. 01
The social life
30
120
< br /> 38 44
<. 01
From the analysis of Table 5, it is observed that a majority of respondents with their family and social life are dissatisfied. This may relate to the fact of the longer working hours, due to non-regular way of life and social behavior is reflected in the workload of call center employees.
Table 6: Correlation between job satisfaction and performance of the respondents
< , br /> user Journal of respondents
r < ; / strong>
t
p < br />
150
. 69
2 80
<. 01
From fairy tales – 6 is determined that there was a significant positive correlation between job satisfaction and performance. The sense of fulfillment through project mode and creative implementation is a factor for the high correlation between job satisfaction and performance.
Table 7: Correlation between job satisfaction and perception of job security the < / p> Call-center employees
Journal of respondents
r
t
p
-. 150 31
2 85
<. 05
The result from table – 7, it shows a significant negative correlation between the degree of satisfaction and perception of employees on job security. The concept of the high volatility of the call center company in the minds of employees, has gone to their concerns in regard to the official time of work in the life of society is a negative correlation.
Table 8: Correlation between job satisfaction and job status No of respondents
r t
P 150
< br /> -. 45
2 69
<. 01
Although call centers provide an exorbitant salary structure, the respondent has not joined the search for the usual job status with the content. Thus we observe a negative correlation between job satisfaction with the job status. <
Table 9: Major causes of job dissatisfaction by the call-center employees
p ’causes of discontent
percentage
explosiveness
73%
Turn Around by Venture Capitalists
70%
< , br /> Faulty Business Model
68%
Market not react
60 %
lack of job security
60%
lack of job security status />
59%
issue of Family & Social Life
<57% br />
Conclusion:
The present study shows some of the main reasons for job creation dissatisfaction call center employees. Although conventional sources of discontent, such as salary, promotion, security, autonomy for the work are not relevant in the call center business, but the degree of satisfaction is limited, as some emerging phenomenon as volatile industry structure, flat organizational structure design, literally non-responsive market and other related factors. Thus, the probability for the management of these indicators of dissatisfaction at the level of organization seems a remote solution. The intervention of psycho-social machinery for the creation of intra-organizational and inter-industry job is the trust the call of the day for increasing job satisfaction and the degree of satisfaction in the call center industry.
References
1 Gadel MS (1953): Personnel Psychology, Band 6
2 Hertzberg F., Mausner, B., Peterson, RO, Capwell, DF (1957), attitude to work: Review of Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh
3 Katzell RS (1964): Personal values, job satisfaction and job behavior.
4 Nicholson, N; Broon, CA and Shadwick – Jones, TK (1977) Absence from work
and personal characteristics, Journal of Applied Psychology, 62, (315-327).
5 Wernimont PF (1966): internal and external factors, job satisfaction and job
commitment. Abnormal Psychology, Vol 50th
Keywords: performance planning, performance appraisal, job satisfaction, employee involvement deal’s Empowerment, sympathetic conditions.
August 28th, 2010 
Business and Financial 
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