Mapping the context and practice of training, development and HRD in European call centres

Thomas Garavan, John Wilson, Christine Cross, Ronan Carbery, I Sieben, A de Grip, C Strandberg, Clare Gubbins, Valerie Shanahan, Carol Hogan, Martin McCracken, Norma Heaton

Research output: Contribution to journalArticle

13 Citations (Scopus)

Abstract

Purpose – Utilising data from 18 in-depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions. Design/methodology/approach – The study utilised a range of research methods, including in-depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two-year period. Findings – The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex. Originality/value – This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.
LanguageEnglish
Pages612-728
JournalJournal of European Industrial Training, ():.
Volume32
Issue number8
DOIs
Publication statusPublished - 1 Aug 2008

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Training and development
Call centres
Human resource development
Open systems
Stakeholder analysis
In-depth interviews
Research methods
Multiple stakeholders
Design methodology

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Garavan, Thomas ; Wilson, John ; Cross, Christine ; Carbery, Ronan ; Sieben, I ; de Grip, A ; Strandberg, C ; Gubbins, Clare ; Shanahan, Valerie ; Hogan, Carol ; McCracken, Martin ; Heaton, Norma. / Mapping the context and practice of training, development and HRD in European call centres. In: Journal of European Industrial Training, ():. 2008 ; Vol. 32, No. 8. pp. 612-728.
@article{55d4239a609b4895b45c1a7f8c2d1cb9,
title = "Mapping the context and practice of training, development and HRD in European call centres",
abstract = "Purpose – Utilising data from 18 in-depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions. Design/methodology/approach – The study utilised a range of research methods, including in-depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two-year period. Findings – The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex. Originality/value – This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.",
author = "Thomas Garavan and John Wilson and Christine Cross and Ronan Carbery and I Sieben and {de Grip}, A and C Strandberg and Clare Gubbins and Valerie Shanahan and Carol Hogan and Martin McCracken and Norma Heaton",
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(2003), “The impact of HR practices on the performance of business units”, Human Resource Management Journal, Vol. 13 No. 3, pp. 21-36. Zapf, D., Isic, A., Beechtoldi, M. and Blau, P. (2003), “What is typical for call centre jobs? Job characteristics and service interactions in different call centres”, European Journal of Work and Organizational Psychology, Vol. 12 No. 4, pp. 311-40. Zeithaml, V.A., Berry, L.L. and Parasuraman, A. (1993), “The nature and determinants of customer expectations of service”, Journal of Academy of Marketing Science, Vol. 21 No. 1, pp. 1-12. Zwick, T. (2006), “The impact of training intensity on establishment productivity”, Industrial Relations, Vol. 45 No. 1, pp. 26-46. Further reading Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999), “Linking individual performance to business strategy: the people process model”, Human Resource Management, Vol. 38 No. 1, pp. 17-31. Moore, J.E. (2000), “Why is this happening? A causal attribution approach to work exhaustion consequences”, Academy of Management Review, Vol. 25 No. 2, pp. 335-49. About the authors Thomas N. Garavan is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. John P. Wilson is based at the Institute of Work Psychology, University of Sheffield, Sheffield, UK. Christine Cross is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Ronan Carbery is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Inga Sieben is based at the Research Centre for Education and the Labour Market (ROA), Maastricht University, Maastricht, The Netherlands. Andres de Grip is based at the Research Centre for Education and the Labour Market (ROA), Maastricht University, Maastricht, The Netherlands. Christer Strandberg is based in the Department of Social Sciences, Mid Sweden University, Sundsvall, Sweden. Claire Gubbins is based in the Department of Management and Marketing, University College Cork, Cork, Ireland. Valerie Shanahan is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Carole Hogan is based at Carole Hogan Associates, Killarney, Ireland. Martin McCracken is based at the School of Business Organisation and Management, University of Ulster, Jordanstown, UK. Norma Heaton is based at the School of Business Organisation and Management, University of Ulster, Jordanstown, UK. JEIT 32,8/9 728",
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Garavan, T, Wilson, J, Cross, C, Carbery, R, Sieben, I, de Grip, A, Strandberg, C, Gubbins, C, Shanahan, V, Hogan, C, McCracken, M & Heaton, N 2008, 'Mapping the context and practice of training, development and HRD in European call centres', Journal of European Industrial Training, ():., vol. 32, no. 8, pp. 612-728. https://doi.org/10.1108/03090590810918764

Mapping the context and practice of training, development and HRD in European call centres. / Garavan, Thomas; Wilson, John; Cross, Christine; Carbery, Ronan; Sieben, I; de Grip, A; Strandberg, C; Gubbins, Clare; Shanahan, Valerie; Hogan, Carol; McCracken, Martin; Heaton, Norma.

In: Journal of European Industrial Training, ():., Vol. 32, No. 8, 01.08.2008, p. 612-728.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Mapping the context and practice of training, development and HRD in European call centres

AU - Garavan, Thomas

AU - Wilson, John

AU - Cross, Christine

AU - Carbery, Ronan

AU - Sieben, I

AU - de Grip, A

AU - Strandberg, C

AU - Gubbins, Clare

AU - Shanahan, Valerie

AU - Hogan, Carol

AU - McCracken, Martin

AU - Heaton, Norma

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(2003), “The impact of HR practices on the performance of business units”, Human Resource Management Journal, Vol. 13 No. 3, pp. 21-36. Zapf, D., Isic, A., Beechtoldi, M. and Blau, P. (2003), “What is typical for call centre jobs? Job characteristics and service interactions in different call centres”, European Journal of Work and Organizational Psychology, Vol. 12 No. 4, pp. 311-40. Zeithaml, V.A., Berry, L.L. and Parasuraman, A. (1993), “The nature and determinants of customer expectations of service”, Journal of Academy of Marketing Science, Vol. 21 No. 1, pp. 1-12. Zwick, T. (2006), “The impact of training intensity on establishment productivity”, Industrial Relations, Vol. 45 No. 1, pp. 26-46. Further reading Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999), “Linking individual performance to business strategy: the people process model”, Human Resource Management, Vol. 38 No. 1, pp. 17-31. Moore, J.E. (2000), “Why is this happening? A causal attribution approach to work exhaustion consequences”, Academy of Management Review, Vol. 25 No. 2, pp. 335-49. About the authors Thomas N. Garavan is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. John P. Wilson is based at the Institute of Work Psychology, University of Sheffield, Sheffield, UK. Christine Cross is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Ronan Carbery is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Inga Sieben is based at the Research Centre for Education and the Labour Market (ROA), Maastricht University, Maastricht, The Netherlands. Andres de Grip is based at the Research Centre for Education and the Labour Market (ROA), Maastricht University, Maastricht, The Netherlands. Christer Strandberg is based in the Department of Social Sciences, Mid Sweden University, Sundsvall, Sweden. Claire Gubbins is based in the Department of Management and Marketing, University College Cork, Cork, Ireland. Valerie Shanahan is based in the Department of Personnel and Employment Relations, Kemmy Business School, University of Limerick, Limerick, Ireland. Carole Hogan is based at Carole Hogan Associates, Killarney, Ireland. Martin McCracken is based at the School of Business Organisation and Management, University of Ulster, Jordanstown, UK. Norma Heaton is based at the School of Business Organisation and Management, University of Ulster, Jordanstown, UK. JEIT 32,8/9 728

PY - 2008/8/1

Y1 - 2008/8/1

N2 - Purpose – Utilising data from 18 in-depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions. Design/methodology/approach – The study utilised a range of research methods, including in-depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two-year period. Findings – The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex. Originality/value – This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

AB - Purpose – Utilising data from 18 in-depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions. Design/methodology/approach – The study utilised a range of research methods, including in-depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two-year period. Findings – The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex. Originality/value – This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

U2 - 10.1108/03090590810918764

DO - 10.1108/03090590810918764

M3 - Article

VL - 32

SP - 612

EP - 728

JO - Journal of European Industrial Training

T2 - Journal of European Industrial Training

JF - Journal of European Industrial Training

SN - 0309-0590

IS - 8

ER -