| | Between Job and Satisfaction: Motivations and Career Orientations of German "High Quality" Call Center Employees (Site not responding. Last check: 2007-10-18) |
 | | An important issue for call center management is that the agents find their personal, “authentic” way to specify the general structure of the customer talks (as expected by management), thus using their personality in order to make the conversation as “natural” as possible for the customer. |
 | | It fails, however, because for the employees, HI Bank’s “enterprise culture” is being perceived as a positive additional aspect of the working condition, but not a decisive factor for their long-term career decisions – although they often claim the opposite in front of management. |
 | | In this latter respect, HI Bank agents without a vocational qualification in banking become ’victims’ of their management’s ideological stance that in a call center, communication skills can ’replace’ proper banking skills – maybe they can, factually; but, in the managements’ sense, they are supposed to do so without equal pay... |
| www.sociology.org /content/vol006.002/kleemann_matuschek.html (9572 words) |