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논문 기본 정보
- 자료유형
- 학술저널
- 저자정보
- 발행연도
- 2009.12
- 수록면
- 245 - 264 (20page)
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초록· 키워드
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Any business that is engaged in the sale of products or services can benefit from having a good CRM system. From the early 2000’s, thus, many Korean companies have adopted CRM systems designed to help companies keep track of and easily access information about the customers or clients the companies deal with. According to the CRM specialists, the call center in particular has an important role in supporting the whole CRM process in that it can not only interact with customers, but also gather valuable information from them. Meanwhile, the transition from CRM to e-CRM occurred with the development of the internet, the growth of electronic commerce, and the trend toward the online services. As a result, the web-based call center has emerged in the customer service sector. The call center business is a very highly complex model that has to deal with large amounts of customer calls at a steady pace. Though technology has greatly improved the industry over the years, the call center agent is still considered to be the voice between the customer and the client. In particular, call center agents play a key role in the financial service field because they directly represent their client's image. Many studies have suggested that the role of a call center agent is very critical to the overall performance of call centers. Thus, there is a high demand for qualified agents in the call center environment to better serve their customers. However, little research has empirically examined what kind of characteristics and qualifications of call center agents are required to maintain the company's good performance.
The purpose of this study is to find out what kind of human characteristics of call center agents are critical to their job performance in the perspective of customer satisfaction. Therefore, we gathered some HRM (i.e., Human Resource Management) information and performance index such as knowledge test scores and CS (i.e., Customer Satisfaction) scores respectively from the web-based call center in one of the Korean major credit card companies. ANOVA and regression analyses were used to find out which variable(s) relevant to call center agents' personnel infomation (e.g., age, working period, previous job experience, educational background, certifications, marital status, and work ability scores) has a statistically significant effect on the dependent variable such as CS scores.
The key findings of this study are as follows: it was found that call center agents’ age, educational background, previous job experience, certifications, and marital status have no significant effect on their job performance in the CS point of view. However, it was found that the working period and the work ability scores of agents have statistically significant effects on their job performance. Therefore, we propose that all companies should put more emphasis on their agents’ retention. Specifically, some activities such as designing mentoring programs for newcomers or making good working environment for agents can be considered to lower their separation rate. Finally, the theoretical and managerial implications of the findings are discussed, followed by the limitations and avenues for further research.
The purpose of this study is to find out what kind of human characteristics of call center agents are critical to their job performance in the perspective of customer satisfaction. Therefore, we gathered some HRM (i.e., Human Resource Management) information and performance index such as knowledge test scores and CS (i.e., Customer Satisfaction) scores respectively from the web-based call center in one of the Korean major credit card companies. ANOVA and regression analyses were used to find out which variable(s) relevant to call center agents' personnel infomation (e.g., age, working period, previous job experience, educational background, certifications, marital status, and work ability scores) has a statistically significant effect on the dependent variable such as CS scores.
The key findings of this study are as follows: it was found that call center agents’ age, educational background, previous job experience, certifications, and marital status have no significant effect on their job performance in the CS point of view. However, it was found that the working period and the work ability scores of agents have statistically significant effects on their job performance. Therefore, we propose that all companies should put more emphasis on their agents’ retention. Specifically, some activities such as designing mentoring programs for newcomers or making good working environment for agents can be considered to lower their separation rate. Finally, the theoretical and managerial implications of the findings are discussed, followed by the limitations and avenues for further research.
목차
Abstract
Ⅰ. 서론
Ⅱ. 이론적 배경
Ⅲ. 연구모형
Ⅳ. 실증분석
Ⅴ. 요약 및 토론
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