3. Acknowledgements
The author would like to take this opportunity to thank David Moulton who supervised the
academic direction of this study and provided positive feedback on the studies direction of its
ultimate objective, further the undying patience of Mr Moulton is deeply appreciated. The
author would like to thank Savandie Abeyratne and Infaz Naguib in assiting in the
formulation of the themes for the thematic analysis, in order to avoid investigator biasness.
Yusuf Naguib assisted in the statistical testing and use of SPSS as the study faced constrains
of acquiring the statistical program which Mr Naguib was kind and courteous to offer his
services which is deeply appreciated.
3
4. Abstract
Employee satisfaction remains to be challenging area that organisations and management
encounter. Although much research has been conducted surrounding this subject area in
Employee Management, Human resource, and Occupational Psychology perspectives not
many academicals theory has been produced in Corporate Social Responsibility approach.
The current study attempts to use Lantos (2001) quartile CSR model and apply this to
employee satisfaction in attempt to evaluate what are the altruistic, strategic and ethical
obligations that an organisation would face in employee satisfaction as part of responsible
conduct. As no previous ground work has been produced on the given approach the study
utilises Loveday (1996) ISS employee satisfaction model as validate and evaluate the
current investigation. The findings and evaluation concluded that under responsible
conduct factors such as flexibility and career prospects was paid more respect in this
investigation comparative to the Loveday model. Evidence of how employee satisfaction
is significant in a strategic, altruistic and ethical was highlighted in discussing the
outcome of the study. The current study was conducted in a UK call centre based in
Northwest of England engaging in mobile communication industry. Due to marketing,
media and legal issues the organisation has not provided the investigation rights to use the
organisations name.
4
5. Introduction
The end of 1980’s proposed business to reflect on the present and the past to better
protect the future. The Brutland commission report proposing its new concept of
sustainable development suggesting how each component of modern day society can
contribute in interest of the preservation for the future (Kelly, Sirr and Ratcliffe, 2004).
Though this began out with heart and true interest of preservation of resources and
subject, the social responsibilities however lost and covered by a more superficial
dressing by organisation (Simon, 1997). Though in context of investor relation Corporate
Social Responsibility (CSR) has become an important aspect where work ethics of an
organisation is scrutinised, as pressure heightens from legal perception about this subject
(Adams, 2002). Altman (2000) suggests that conventional wisdom suggests that high
ethical standards in Human Resource (HR) may have negative effect in the organisation
and in the overall economy. Although Altman criticism of conventional wisdom is
bearing an economical focus, CSR in an organisation in HR perspective bears more
components that positively compliment the organisation in bearing ethical standards.
On demanding market climates where competition is fears, customer satisfaction takes
the forefront in an organisation check list. Duffy (1998) suggests that customer
satisfaction is enhanced by employee satisfaction. Duffy further suggests that in a world
of brands and identities employees are the in the forefront of communicating the brand
and the identity to the consumers thus earning the loyalty of the customers. Schelmetic
(2008) highlights that customer service contact centres are subjected scrutiny by the
customer and faced with substantial constraints such as system issues, protocol issues,
and irate customers. Thus working such a pressurised environment morale of employees
tend diminish radically. This has triggered top UK corporations making every attempt to
drive morale in their contact centres in order to attain a sound customer experience
(Telegraph, 2004). Further with various academic paradigms and models that have been
presented over the last 20 years suggests employee satisfaction has a significance
5
6. influence on customer satisfaction, especially within the service sector (Yoon et al, 2001,
Burke, Graham and Smith, 2005).
Call centres has been the significant method of customer services for the service sector
since latter of the last decade, which has grown to employ more than million people in
UK (Office of National Statistics, 2008). Taking the UK mobile communication industry
to consideration where customer services are a key necessity due to the nature of the
industry, in order to bridge the gaps of technology and resource availability (Vodafone
UK Terms and Condition 2008 section 4, Orange UK Terms and Conditions 2008 section
3.1). As Ofcom (2008) press release suggest that approximately 85% of the adult
population in UK uses mobile phones, the suggested growth of market would inevitably
lead to demand of after sales services from the respective service providers (SP: mobile
communication networks). The growing demand puts customer service agents in high
pressure job climates as their job roles diversify due to provisioning of new products and
services in request to consumption (Gilmore, 2001). The demanding work environment
tends create much commotion within the HR and Management domain as employee
morale diminishes to keep them focus would be relentless effort by the management
(Ostroff, 1992). As parents today work unsociable hours under pressurised working
environments makes the younger generation consider a different expectation from their
working environments such as flexibility, travel opportunities (Asthana, 2008, Wylie,
2006). With the UK work force beginning to reshape the requirements of employment
and focus on flexible employment, organisations would face the dilemma, to change its
internal shift patterns to both suit the needs of customers and employees. Alternatively
organisations can resort to outsource its customer management giving up its
communication of the brand to certain extent. Other contributory factors that influences
these choices made by the organisation has to be taken into consideration such as
technology and skill level (i.e: education) (Paul and Siegel, 2001).
Flexibility and change is a factor that modern day organisation need to accommodate both
in an consumer perspective and on an employer perspective, and changes in both
perceptions require to complement each other to achieve a sound continuity in operations
(Seigall and McDonald, 1996). Top UK mobile communication organisation such as O2
6
7. and Vodafone highlights their working ethics and flexibility as a part of their Corporate
Social Responsibility suggesting the companies’ response to the change in employment
dynamics (www.o2.com, Vodafone Corporate Responsibility report 2008).
Hom and Griffeth, (1991) suggested that Employee satisfaction and Labour turnover has
causal relationship as attrition has come about to be substantial cost factor for
organisations. The current study attempts to focus on employee satisfaction and expected
length of service on frontline agent. The ideology for the research was based on the
underpinning that job novelty wears off between 0-18 months of service in a call centre
(Townsend, 2007). The study is based on call centre in North West of England that
operates in the mobile communication industry. The call centre bears proximity of 400
front line agents dealing with customer service and sales call ques. Only the late shift
agents were allowed to be surveyed due call volume constraints. The reason that this
organisation was chosen as the investigation possessed insight about the organisation
work environment and issues that was discussed in general. Therefore the research could
focus on given variables they were aware about that allow the study to be concise about
given study (Saunders et al, 2007).
Objectives of the study
The investigation attempts to retrieve agent’s opinion on what aspects challenges their
satisfaction and attitude towards work and how this would determine their expected
length of employment as a part of CSR making the best strategic and ethical decision in
retrieving investment on return. As a secondary objective the investigation attempts to
find what variables can the management control to improve employee satisfaction. Thus
if the management can positively influence the employee satisfaction and attitude towards
work and the organisation this would result in less turnover in the workforce minimising
training costs and indirectly gaining better customer. This could be considered the most
responsible strategy that the company can employ.
Employee satisfaction being a very challenging task that modern-day organisations and
management take on to achieve their best. Many theories has proved that employee
satisfaction is positively correlated suggesting it is a key particle that organisation should
7
8. concentrate on (Petty et al, 1984, Hom and Griffeth, 1991). The key interests of this
investigation is in attempting to determine employee satisfaction is compromised by
expectation or motive of employees which focuses on the mass recruitment strategy
utilised by organisation (Townsend, 2007). Another potential factor taken to
consideration by this investigation is whether employee satisfaction is influenced by
management. Further managements support and other external variables are evaluated.
In an academic interest this research views that most employee engagement surveys
conducted as a part of corporate responsibility attempts to measure employees view on
the organisation as whole producing the organisation as the focused entity (Nyberg,
2007). A possible significant oversight done by CR departments is to consider the
particles of the organisation such as the immediate management that would directly
influence employee’s perception of the organisation (Vodafone Corporate Responsiblity
Report, 2007 pg 261). Modern-day organisations have lost focus on the conceptualisation
of sustainable development but views it for its appeal in an investor relations perspective.
This research takes an interest in employee satisfaction as it views employee satisfaction
as a part of corporate responsibility encompassing the components such as: better use of
resources, gain in investment on return, and responsibility in best interest of stakeholders
and ethical conduct/practice as a Socially Responsible organisation (Pedersen and
Neergaard, 2008, Windsor, 2001, www.vodafone.com).
The next chapter would attempt to evaluate various models and factors that has been
presented by other academics and would use the presented literature as an evaluator of the
current study. The Methodology section of the research highlights the methods and
variables that was utilised by the investigation and a justification of why the research
decided use a given a method or variable and how the collected data was processed for
statistical analysis. Further the methodology suggests the limitations of the study and
constraints the research had to overcome. The results section of the study highlights the
finding from the data collected and a brief explanation of the results. The ethics chapter
explains ethical steps and regulation that was followed and adhered to safeguard the
interest of all entities that took part in the study. The discussion chapter discusses the
outcome obtained by the investigation its significance and critique of the investigation.
The conclusion chapter provides recommendations based on the findings of the study.
8
9. Literature Review
Since the infantile stages of Corporate Responsibility in 1980’s it has evolved and
practiced by some organisations globally. The heightened focus of CSR was insignificant
until recent corporate scandals that suggested corporate governance had its oversights
which required being bridged by a new discipline such as CSR (Nyberg, 2008). The fall
of large organisations rose concerns of global government officials to re-evaluate
regulations on corporate governance and ethical business operations (Sarbanes-Oxley act
2002). Fassin (2005) suggests that unethical behaviour is prompted as a result of
dominion influence from stake holders, constraints of strategic implementation and
financial interests. Sharma and Talwar (2005) contend that on a highly competitive world
of wealth and economical progression, entities could be inconsiderate of holistic views of
its acts on how it operates. CSR is merely means of regulating a given entity from serving
its own interest but to consider others who may be influenced by its actions. Although
regulatory bodies and legal factors regulates standards in conduct of business it has its
limitations, thus the conceptualisation of CSR promotes and advocates to leap beyond the
bounds of legal limitation of safeguarding all entities interests in conduct of business
(Abramov, 2007). Ishikawa (1985) states employee satisfaction should be a top priority
of an organisation. Although Ishikawa delves into the matter in a Quality management
perspective both Quality Management and CSR has similar views in employee ethics and
satisfaction (Ghobadian, Gallear and Hopkins, 2007.).
Although Corporate Governance directions, legal and regulatory bodies focus on ethical
working practices keeps organisations disciplined far as the boundaries of the nation.
Globalisation the new frontier of conquest gives organisations the opportunity to exploit
labour and natural resources of developing countries. Child labour a highly debated
factor in ethical employment standards still continue years after the Nike child
employment scandal (Hickman, 2008). The provided reason is partially significant in the
implementation of CSR, however it is not the only factor within the domain of CSR and
employment that this study would be focusing on. Professional bodies and academics
have highlighted that positive outcomes of CSR is to minimise litigation, improve
customer satisfaction and reduce labour turnover (ISO, 2002).
9
10. Probing further another factor that could be taken into consideration is allocation of
resources, and maximising investment on return. Based on historical knowledge theorist
such as Friedman and Levitt did not view CSR as concept where investment and resource
usage would be considered in the best interest of the business (cited in Sharma and
Talwar, 2005). Lantos (2001) proposes that CSR is modelled under four fundamental
components which is ethical, legal, economical and altruistic obligation by an
organisation. He states that much of the ambiguity in the discipline has been due to
incapability or confusion of separating the altruistic, strategic and ethical responsibilities.
When discussing or interpreting the CSR much of academics and organisation brining
their own preconception, which tends to identify the organisation as the privileged entity
on top of the food chain. Thus little consideration is provided to the entity of organisation
and its sustainable development (Friedman, 1962, Levitt, 1958, Lantos, 2001). Lantos
argument of an organisations strategic obligation within the bounds of CSR suggests that
it is in the best interest of a given organisation to tactically direct its resource allocation to
best serve interests of all parties whilst remaining within its ethical directive.
Within the customer services domain call centres take the fore front of serving demand
volumes; this creates substantial pressurised work climates for front line agents (Rust et
al, 1996). Inevitably such working conditions would lead to diminishing morale amongst
employee’s that would lead to frustration and conflict in serving respective customer
requests. Further the rather bureaucratic protocols involved traps middle management as
well as frontline agents in choosing between the right decision and the good decision
(Lantos, 2001). In such business environments embedding CSR in any aspects becomes
challenge, let alone maintains good morale. Conventional wisdom has made sacrificial
tactics in HR the standard practice although it pays the price of high labour turn over and
expensive training and recruitment costs (Wallace et al, 2000). Under the sustainable
development principle the sacrificial strategy could be viewed as unethical in employee
perspective and a hindrance to the economy. Turbulent work environment and
employment instability would lead to the decrease of the standard of life of the employees
in a give demography, which could be deemed as irresponsible work practices. In
countries such as the UK this eventually leads to leakage of social welfare which in turn
becomes hindrance to the economy. (Wilson, 2000).
10
11. CSR has had a substantial influence in organisation in the present decade where much
environmental concerns has been focused by organisations, which are evidently available
to be scrutinised in respective websites of the organisations in the investor relations
subsections of the company (www.tmobile.co.uk, www.vodafone.co.uk, www.o2.co.uk).
In respect to the social ethicality most organisations prime about their projects to enhance
education of local schools and charities in its locality, but less have been spoken about its
Human Resources and how the organisation perceives social obligations at a micro level
of the organisation.
Lusty (2007) states it is crucial to identify the variables that effect employee satisfaction
in attempting evaluate employee satisfaction in a given demography. Further Lusty states
that each environment has different variables that would affect their employee
satisfaction, set aside from the fundamental variables such as management that would
apply for any employee satisfaction survey. Loveday (1996) produced a management
model that has been a succession in managing employee satisfaction in Danish
organisation ISS. The model presents the below factors.
Management: immediate superiors
• Professional skills
• Ability to manage and allocate tasks
• Treatment of yourself and colleagues
• Information supplied about the job.
• Feedback about job
Collaboration
• With your nearest colleague
• With other departments
• Social relationship
11
12. The job
• Independence
• Variation
Loveday (1996).
The ISS organisation believes that the above variables would differ from subsidiary to
subsidiary thus they allow the employees to rate how important each variable is to each
individual and how satisfied they are with the given variables. Taking the initial
component of management into consideration it is crucial factor that the employees are
confident that the management is capable of managing the employees giving feedback
about their respective job roles. However the degree of significance of this would differ
from job role to job role more technical based job roles would require the management to
have high degree of technical knowledge to comment about the area of scrutiny. Bao
(2008) perceives that communication in management is crucial factor; it is not a case of
commanding but advising. If communication of job role feedback is not conducted in
proper manner this could lead to confusion and irritation to the employee thus evaluating
the communication variable in employee satisfaction is important factor. Dawley et al
(2008) in discussing the impact of supporting employees in their work environment has a
significance impact on productivity and employee satisfaction. In a sociological
perspective considering the social network and the cliquish behaviour that emerges has
considerable effect on organisational culture relation between management and the
employees which exceed beyond the bounds of professional relations (Hadjikhani et al,
2008). In probing with Hadjikhani et al’s statement considering the consistent time that
society spend at work development of social network and relations is expected. These
factors would influence on professional relationships in work. Considering this factor
with Loveday (1996) model of treatment of management to employees and their
colleagues may suggest and change in the employee management dynamics thus this
would be crucial factor to be evaluated. The context of collaboration in the Loveday
(1996) model evaluates inter departmental support, social relations between management
12
13. and colleagues providing insight to the dynamics of the organisational culture that has
been constructed and the depth of its influence in productivity focus. Probing further the
model in focus provides an evaluation of the degree of decentralisation within the
organisation and its influence on employees.
In a CSR perspective under the quadripartite model proposed by Lantos (2001) the
Loveday (1996) model discusses the significance of strategic and ethical aspects in the
organisation and provides opportunity development of these areas on best interest of the
organisation and its stake holders.
Training being a crucial factor in employee management it becomes a concern of the
strategic obligations of responsible conduct of the organisation. A widely excepted
notion of low churn of labour is good indicator of good morale and productivity in the
work force which leads to the result of satisfaction of customers and growth of revenue
(Anon, 2005, Petty et al, 1984). This raises the question if this is the case why does
organisation attempt to minimise churn in labour. Potential conclusion is managing the
challenging task of weighing what affects employee satisfaction. Training being a
component of the noted factor, it is important organisations attempts to evaluate the
oversights of training. Taking the mobile communication industry to consideration the
fast evolution of the industry poses the organisations not only with challenges of
developing and adopting the technologies but to also keep the workforce consistently
updated about the changes in technology (Palmberg and Bholin, 2006). Under the people
first paradigm good employee care would lead to the employee being highly involved in
their job role thus having sufficient training to provide tangible service to the consumer in
return would be morale driving for the employee (Field, 2008). Thus evaluating the
organisation training and does it cater to the capacity of content to the employee has to be
under check in an attempt to uphold employee satisfaction.
While training is partly a component of that idealistic drive that could be viewed in a
strategic light in the subject of CSR, work life balance has to be considered in an ethical
and altruistic domain within this subject. As depicted in the introduction how generations
have evolved and needs has varied between generation leads to challenges in for HR
domain of modern day organisations (Asthana, 2008). Hastings (2008) in an attempt to
identify why employee satisfaction has become more of challenges finds that the baby-
13
14. boom generation and modern day work force has difference in what is considered to be
important. Hastings highlights that modern day work force pay a considerable emphasis
on their social and family commitments thus looking for the idealistic work life balance.
In considering the given factor flexible working environments become an important issue
in modern day organisations. Further considering beyond the “living” concept where
employees are subjected to running the high wire of work family commitment the
flexibility factor becomes substantial area of interest in employee satisfaction. James
Lyons of Gordon Hughes & Banks (GHB) highlights that providing flexible working for
their employees has given the organisation the opportunity in new heights in respect to
revenue and profits and believes that the management decisions has had positive results
for the organisation (sited on Source Media, 2008). It is evident that the modern
generation has diverse needs and considerations of what is important; it would be the
organisations best interest to attempt to accommodate these needs within their work force
in order to obtained employee satisfaction and to optimise its drive of efficiency and
productivity.
The challenge in strategic direction on CSR as above is providing motive to employees to
what they have to look forward to within their work environment. Nabi (2000) discusses
the significance of utilising career development opportunities as a motivational variable
in organisations. Taking Maslow’s hierarchy of needs to consideration as organisations
full fill their obligations in satisfying the physical and social needs that in turn would
create a new requirement within the workforce such is the nature of evolution (cited on
Iverson and Roy, 1994) Taking the notion presented by Iverson and Roy it would be the
strategic decision of the organisation to attempt in creating career development
opportunities. In benefit to the organisation internal progression would mean the
employee is already aware of the organisations culture, social politics thus the
department/organisation/individual would not have to overcome the phase of settling to
the job. Further the organisation would have the opportunity to test the employees focus,
ability to handle the give job climate (by such strategies as secondment) and have good
knowledge of the employee’s service history. Employees who have the need for career
progression intends to perform better in order obtain management attention on their
performance thus in selection management would choose based on how agents meet their
14
15. Key Performance Indicators (KPI’s). The essence of this motivational variable is that
more the organisation markets this to the employees higher the opportunity of employees
looking forward for career progression would perform beyond expectation of the
organisation (Nabi, 2000). This indeed is an indication of organisations can optimise in
gaining investment on return under the strategic obligatory view of CSR as this caters to
both employee satisfaction and organisation productivity optimisation. In certain respect
it could be argued that development of career prospect would have altruistic dimension
involved as it could be viewed as organisations attempt to nurture an employee both
physically and intellectually.
Another variable within the domain of employee satisfaction would be the organisational
culture ensuring that it develops in a positive manner. In discussing about culture
Hofstead (1980) study which highlights cultural conditioning is key factor that has to be
considered. Hofstead highlights real world conditioning of peoples beliefs are strong that
would make them bias about given subjects. This may raise conflict in the work
environment, which may inevitably lead to cliquish behaviour that would result in
inconsistency within the work place. On a Leadership and employee satisfaction
approach Lok and Crawford (2004) suggests that effects of national culture would be
evident on organisational culture, but to what extent has to be controlled by the
management, especially on a day age of rapid globalisation has brought multi cultural
influence through mediums such as to people’s life styles. Taking Loks and Crawfords
findings to consideration demography’s such as the UK which has become highly multi
ethnic has to take into consideration variation of ethnicity and their beliefs in moulding
the organisational culture. Culture has the influence of determining how bureaucratic a
work environment would be, how new employees would be able to conform to the
culture, work culture’s flexibility in acceptance of factors such as ethnicity, religion,
vocabulary and accents. Abad and Sheldon (2007) suggest the main challenge is when
the distribution of ethnicity and beliefs are uneven in such respect as majority versus
minority. The provided factor presents a challenge to the moulding entity
(society/organisation/management) to be lucrative in finding the common ground.
15
16. Methodology
Introduction
This investigation attempts to evaluate the employee satisfaction and its influence on
length of service and attitude towards the organisation. The concept was extracted from
the assumption that within a call centre environment staff would loose novelty of the job
or job interest after 18 months and this leads employee dissatisfaction and diminishing
productivity. Thus the research attempts to evaluate employee satisfaction between
participants who has had 18 months or less service in comparison to agents who has had
more than 18 months of service.
Approach
Provided the research title the investigation identified that it would have to take an
inductive approach. It has to be highlighted that a hypothesis was not formulated due to
the lack thorough knowledge in the research area, as the investigation had to run a pilot
study to examine what variables would assist in evaluating the research title the most
(Eastbery-Smith et al, 2002). Since the research is not investigating whether certain
aspects in the given environment alters the employee satisfaction it could not be deemed
to deductive (Collins and Hussey, 2003). Although information about the environment
was extracted before thus the research would have certain understanding about the
demography/organisation to choose what variables would best give information about the
focused phenomenon. Traditional research methods highlights that use of both
qualitative and quantitative data is more of a combined approach strategy but the current
study remains to be inductive purely to the holistic experience of the study (Creswell,
1994).
Strategies
The investigation realised various strategies and methods that were available for the
investigation such as Surveys, Case studies and Practitioner Research (Saunders et al
16
17. 2007). Provided the investigator already is a part of organisational environment where
the research is conducted, this provides investigator substantial insight about the
environment and its variables.
Methods
In traditional context majority of empirical studies has deployed mono methods in
extracting data of given demography to analyse its hypothesis but within this study the
investigation choose to apply a multi method approach. The current method employed
would make use of both qualitative and quantitative methods within the questionnaire
compiled as well as evaluating data collected thus taking the form of a multi method
model (Tashakkori and Teddie, 2003). The reason that the research did not employee
mono methods as the investigation deemed that it may hinder getting a true insight about
the researched topic.
Design
Questionnaire encompassed both quantitative and qualitative questions. The
questionnaire posed 9 qualitative questions and 6 quantitative questions. This suggested
that the investigation is bearing more on qualitative explanation. Langdridge (2004)
suggests that qualitative methods provide rich textual data that best assist a study get a
holistic view about a provided phenomenon. The research deemed that qualitative
analysis would provide the best method of evaluating the current phenomenon within the
given environment. Although the research had the practitioner research advantage on
having an insight about certain issues, still the investigation had the disadvantage of
having a single person’s insight to rely on a quantitative analysis. Thus the employee
opinion about what affects their satisfaction; attitudes towards the organisation would
change for each participant. Based on the outcome and findings of the current study
perhaps given key variables could be considered and developed to a quantitative model
using current study as a pilot study (Foster and Parker, 1995). As the study explores the
area of employee satisfaction it attempts to establish what factors could the management
17
18. change to influence employee satisfaction in a positive manner on an employee point of
view. From the qualitative subsections of the questionnaire 9 questions were based under
thematic analysis based on emerging themes from the first 25 respondents.
Participants
The research was carried out in a call centre based in the North West of England who’s
currently leading operators in the wireless communication industry. The chosen location
of business operated on a 24 hours based a day based on shifts. The total population of
the call centre has 400 frontline advisors plus management and secondary support teams.
Day time staff could not be evaluated due to the high call volumes generated during
daytime, thus only late and night staff got to participate. A total of 148 responses were
expected as the selected population was tested only 34 responses were retrieved. This
however is due constraints such as agents were not given offline time to take part in the
survey thus agents had to answer the online questionnaire when call volumes were not
consistent.
Material & Apparatus
In order to conduct the research online questionnaire hosted on the survey monkey
website were utilised. The questionnaire encompassed 19 questions in total including
factual data such as age, gender. Only 15 questions from the 19 questions related to the
research title directly in evaluating employee satisfaction and its influence in length of
service and attitude towards organisation.
In relation to data recording and storage Micro Soft Excel were used for data storage
(Window Vista Version). The use of Excel as data input module was the initial focus of
the investigation but as constraints of getting SPSS began to hinder the progression of the
research, the investigation then reverted to Excel as its primary data analysis program.
SPSS software was used only on the correlation study and to check the distribution of the
sample.
18
19. Procedure
Inference data collected by hosted online questionnaire were analysed and coded based on
a thematic analysis procedure. The following procedures were identified in conducting
the research.
Data Collection: data collection was conducted via the online website which hosted the
online questionnaire (www.surveymonkey.com). A subscription fee of £19 per month
was charged for hosting the questionnaire. The online web-link was cascaded to the
focused population via email. The web-link was cascaded to a given team at a time as
notification had to be obtained by each team leader that the questionnaire were cascaded,
further this allowed the investigation to keep record of mailing list and the amount of
expected participants from each team.
Thematic Analysis
Qualitative studies have to be evaluated via a qualitative evaluation method as the
analysis should have the flexibility to be compatible with ordinal data (Miles and
Huberman, 1994). Based on this understanding the research decided to conduct a
thematic analysis, as the retrieved textual data has to be interpreted by the study to suit
statistical bounds thus validity and quantifiable meaning could be derived from this. The
Thematic analysis was not conducted under the conventional norms of collecting all
responses before coding of semantics and building of themes to conduct analysis. Due to
time constraints the investigation decided to start coding and compiling the themes based
on the first 25 responses. At the point of time this directive was taken the study did not
anticipate such a low response rate, as the total responses were just 9 more respondents
than the amount that themes compilation was done on. The thematic analysis underwent
various stages before it arrived on the themes as shown below.
Immersion in Data: the initial phase was spent surface reading the data in order get a
moderate ideology of the what factors are involved and what are the potential themes that
emerged as in results.
19
20. Identifying themes: External agents were provided the opportunity to identify and
construct themes to evade investigator influence. The first 25 responses were used to
construct the key themes due time constraints.
Finalising themes: Data was categorised for each question based on the first 25
responses. An average of 3 – 5 themes was constructed for each question as on appendix
1.
Quantitative Analysis: Based on the themes generate amount of responses each theme
had for each question
Question was analysed and subjected to a Microsoft Excel pie chart that provides the
various percentages of each theme determining the majority outcome for each question
(please check results section).
The questions why not derive the meaning from simple percentage charts or graphs were
the initial assumption that the investigation possessed due to constraints of obtaining
SPSS. Brace et al (2006) highlights as human behaviour is so unpredictable it would take
a range of test attempts and intervention of scientifically tested formula’s to determine
trends of behavioural patterns. In order to check correlations and to get distribution graph
which excel does not provide and to identify any positive or negative causal relationships
that given variables may possess the requirement of SPSS was crucial. SPSS analysis
was conducted to evaluate any correlation between variables such as length of
employment, job satisfaction, training facility, management support, flexibility in
organisation and expected length of employment. Further distribution of respondents
were analysed to check any skew in sample. In order to subject the raw data to statistical
testing numerical values were provided to the themes generated
Ethics
Organisations approval to conduct the study in their call centre was obtained, all areas of
concern was highlighted such as agent offline time, agent average call waiting time.
20
21. Based on the terms and conditions that was highlighted by the organisation it was decided
the most suited shift that would be able to undergo the survey would be the Out Of Hours
shifts which was a combination of Lates and Night Teams. Privacy and confidentiality of
the survey was advised and reiterated to all participants on the email cascaded to each
individual. Administrative rights to the online questionnaire host website were only
provisioned to research personnel. The organisation Marketing department highlighted
its concerns of using its name on the survey thus the investigation agreed not to use the
name of the organisation on its literature.
Critique of Methodology
In retrieving evidence and subjecting them to statistical analysis the study came under
substantial oversights which the investigation did not consider in devising the
questionnaire. One of the key factors that were initially encountered is the length of the
Likert scale and its choice being placed on an even number instead of an odd number.
According to Foster and Parker (1995) the standard norm of in using a Likert scale is to
have either 5 or 7 points in the scale thus proving a neutral figure if respondents neither
agree nor disagree. Within the current study this was identified as an issue as the lack of
the neutral point made respondents either to slightly agree or slightly disagree. The
research argues the fact that job focus does not have a rating of positive or negative or in
that case slightly agree or disagree it would be a case of proving some degree of focus on
the job. The next question this prompts is why there is not a point of 0 or null has been
provided in the Likert scale if this is the case. As the research intends to justify that such
situation can only exists in a scenario where choice in life does not exist such as slavery.
However philosophical perspectives may have grounds to disprove this argument but not
accounted as this is strictly within the discipline of Social Science.
Another key aspect that was identified in the methodology and the design of the research
is the use of vocabulary and semantics. Based on post questionnaire feedback that the
research received some of the respondents highlighted they did not understand certain
parts of the questionnaire. In re-examining the context of the questionnaire the
investigation found that some of the vocabulary used is more academic vocabulary prone
21
22. thus the factor of simplicity in discourse has been neglected in the compilation of the
methodology
Not following the conventional thematic analysis protocol may have affected the themes
constructed, thus having indirect influence on the descriptive stats obtained. In
conducting statistical analysis in SPSS oversights of the design of the study being
incompatible with statistical analysis principals highlighted. Since the investigation face
difficulty on obtaining SPSS programme, all SPSS analysis was done by external soure
by emailing the data and the required analysis. In considering the recommendation and
comments the statistical analyst (Yusuf Naguib: University of Sheffield) provided. On
his views on the received data and the generated descriptive stats, he suggested that the
data scales for a given variable are too large for descriptive statistics. Further on his
recommendations he suggested that the questionnaire not bearing any uniformity
becomes a conflicting factor in analysis such as the correlation analysis. These oversights
should have been clarified at the point of compilation of the questionnaire and at the point
where themes were generated. On the rating scales provided for respondents to rate
similar variables does not have uniformity on the scale thus root causes may get displaced
in explanation.
Results
22
23. The questionnaire encompassed 19 question including factors such as age, gender, and
job role. The survey had 34 responses out of which 31 responses were complete from the
survey, proving a 91.2% complete succession rate.
Question 5 being the first question where the survey attempts to retrieve information
about employee satisfaction. When question whether they were happy with their job?
88.2% reported satisfied with Job while 11.8% reported not satisfied with Job. This
suggests that the organisation is maintaining a very high employee satisfaction in
consideration to general management and general working environment.
Question 6 made the participants rate their focus on their job role on a Likert scale of 1 to
10. (1 being not focus and 10 meaning highly focused) below are the response outcome
retrieved.
2.9% rated 4 on the Likert scale that they are partially focused on the job and negatively.
2.9% proved to be ne7 neutral choosing 5 on the Likert scale
8.8% voted 6 on the Likert scale
29.4% choose both 7 & 8 on the Likert scale which is the majority percentages obtained.
9 & 10 on the Likert scale obtained 11.8% and 14.7% highlighting high job focus.
The key factors to be identified here is that majority responses was above 6th
point in the
Likert scale. The inadequacies of the Likert scale has been argued and justified in the
critique of the methodology where justification for judgement has been provided. The
Likert scale suggests there is high drive by management and morale of employees on job
focus and it suggests the organisation posses a high work centric culture. Howell (2002)
suggests that ordinal data is interpreted by non parametric tests that would then allow the
information to be used as interval data thus leading in to conclusions of significant of the
data. A limitation of the study that was identified is not being able to conduct statistical
analysis on the outcomes of the Likert scale which may have revealed its significance.
This was mainly due to the reason of restrictions of availability in statistical programs
such as SPSS.
23
24. On question 7 participants were questioned have they had change in their job focus. The
participants’ responses suggested 45.5% stated job focus has change (an oversight in the
questionnaire was to device whether focus change was positive or negatively which was
not obtained). 21.2% highlighted they have not changed their job focus, 33.3% choose
not applicable (includes missing data). The outcome suggests that 45.5% of the
employees focus has change. An inconsistency of the design is that it has not devised a
method to measure whether this is in a positive or a negative manner has the change taken
effect. When comparing change of job focus with degree of job focus it does not generate
a tangible. Although if change in job focus, rating of job focus and job satisfaction
figures are compared it could be assumed that majority of the change in job focus would
be a positive change.
Thematic analysis
Question number 8 which highlighted the change in attitude towards job presented results
as shown by the pie chart. Within this question participants were provide the opportunity
to highlight their opinion what they believed to affect their job.
Graph 1.1
As seen on the chart 1.1 most respondents choose N/A theme, while 29% choose change
in work structures, 18% on career expectations and 6% on change in lifestyle. The key
24
25. factor is from the successful responses in this question a high percentage attitude
changing due to change in the work structure, 47% choose not applicable (which includes
missing data). As 47% highlights not applicable suggesting that their job focus has not
necessarily changed and they are content with how the management operates.
In questioning the training provided to employee’s (question number 9) respondents
produce results as below. The research categorised the responses on themes as shown on
the chart 1.2
Graph 1.2
As in the above chart 1.2 the key factor here is the majority of the respondents agreeing
that the training facility all round very good rating 48%, 19% of the respondents came
under the category of training is good basic training which highlights new product
training is poor. 16% of the responses suggested consistency of training as an oversight,
while 10% highlighted training is inadequate and 7% came under the category of not
applicable (includes missing data). It has to be taken to consideration that 50% of the
respondents are under 18 months of employment thus the significance of basic training
being tangible would shadow any in adequacies of new product training by significant
magnitude.
25
26. The produced themes were given numerical figures thus it can be subjected to
quantitative analysis. Below are the themes and the numerical values provided to each
theme?
• Very good training on all areas = 1
• n/a = 2
• good basic training, poor new product training = 3
• inadequate and rushed training = 4
• requirement of consistency in training due to consistent change in technology and
business = 5
Focusing on training and issues it is clearly evident that basic training is tangible for
agents to carry on core role of the job, but it is important to take into consideration how
rapidly the technology and industry changes and as a responsible business the
organisation has key obligation to facilitate all areas of product knowledge to its frontline
agents. This stems into good customer experience, agent having total competency in
dealing with provided query that leads to employee satisfaction or attitude being positive
within their job role and towards the organisation.
On evaluating the flexibility in work (question 10) below results emerged after the
thematic analysis.
26
27. Graph 1.3
The main aspects in these responses is that 50% of the respondents highlighted that the
organisation is very flexible, while 22% suggested that it would dependent on manager.
11% of the respondents felt that flexibility encountered the challenge the needs and
requirements of the business, whilst 8% came within the not applicable category, 6%
deemed partialy flexible and 3% stated this depended on employee performance. When
assesing the responses of flexibility it was identified that most respondents viewwed this
in a individual perception. Though based on the sample it is evident that there is a high
degree of flexibility provided by the organisation. As the generated themes all suggest
some degree of flexibility except for the not applicable theme.
On question 11 the research attempts to evaluate the support that management has
provided. After the thematic analysis below results emerged.
27
28. Graph 1.4
Management being very supportive had the majority response rate of 60%, while
insubstantial support had a 27% support rate. Mangement being partialy supportive had a
response rate of 7% and 6% response rate was concluded for manager dependent
catergory. Support from management is a key factor in this study as this is deemed to
have postive correlation with expected length of service.
Correlations
1
34
.146
.409
34
Pearson Correlation
N
Pearson Correlation
Sig. (2-tailed)
N
How_long_in_comp
Management
How_long_
in_comp
Graph 1.4.1
The correlation between length of service and mangement support deemed to be positive
(r = 0.15) which is shown in the 2.3 graph. Suggesting that high causality between
managemnt support and expected length of employment. The r value being positive by
0.146 suggests that management has substantial influence on how employee percieves to
be with the organiation. The study could have conducted a study between job satisfaction
and management support, as limitation of the design that would emphasize the influence
that management has on job satisfaction as overall which would be a good demonstration
of the objectivity of this study.
28
29. Question 12 was compiled in order to obtains view how can the management improve
variables that they can control to improve employee satisfaction.
Graph 1.5
Question 12 possessed 6 themes which is as below with its respective response rates
• training to support job role: 15%
• agent environment to support job role: 37%
• acknowledge feed back of business rules and take action: 8%
• no change required: 22%
• more communication: 11%
Taining to support job role suggests about inconsistencies of training which becomes an
constrain to employee in dealing with customer requests. Agent environment to support
29
30. job role which had 15% percentage of responses suggest improvement of equipment,
working, conditions, holiday availability and flexibility. Ackowledgement of
inadequacies and oversights of business protocol and the requirement of the mangement
takng action about this ws highlighted as 8% which comparatively is a low propotion
from the total responses.
22% suggesting no changes required from the current atmosphere states that a fair portion
of the sample is happy with the current conduct by the management which
Question 13 attempts to evaluate what are the main challenges that employees face in
work that interefere with their attitude. After subjectiing the responses to the thematic
analysis below chart emerged.
Graph 1.6
The emerged themes are as the chart displays. Majority stake of the chart suggests that
35% of it is due to the lack of management support or interdepartmental support. 17%
suggested it would be due to lack of communications, and another 17 suggested this
would due to lack of systems and equipment. 14% of the response suggested not
30
31. applicable (include missing data). 10% highlighted that this is due to internal or external
factors such low morale due career challenges, issues with family life. 7% pointed out
that the diversity of the job role affects their attitude. The evidene produced by the
emerging themes are valid indicator that highlights management support is crucial factor
within this working environment. Communication/training and systems/equipment has
taken the secondary highest stakes of the pie chart. While mangement drives morale
communication, training, systems and equipment significantly influences the agents
ability to cope with job role as these are key factor attached to the job role directly.
Question 14 attempts to evaluate personnel in service between 0 to 18 months how they
find the work environment. 3 themes were desighned by the investigation based on the
first 25 responses. The perccentages that emerged is as below.
Graph 1.7
As shown by the graph 18% of the responses rated the working environment as average,
while 41% chose not applicable and another 41% stated that it is a good working
environment. Out of the majority stakes on the current chart detrmines that half considers
the organisation ts a goodworking environment which highlights good management.
Whilst the other half does not wish to comment, this may be due to their inexperience to
comment about the organsiation or the work environemtn.
Question 15 attempts to evaluate career prospects as the research deemed this is crucial
aspect employee retention and reason to satisfaction. The response or this was kept
straight forward of closed answers. Out of the toal responses 71.9% voted that they deem
31
32. the organisation would hold career prospect for them. The response prove the
organisation provides high potential if employees intend to excel in their respective career
paths.
Question number 16 evaluates how employees within 0 to 18 months deemed the work
culture. 5 themes emerged in the thematic analysis.
Work culture being work centric, not applicable, cohesive work culture (consistent,
supportive, unified and friendly), and culture influenced by low morale. This is portrayed
in the below graph.
Graph 1.8
47% chose not applicable in this question when question few respondents individualy
suggested that they did not understand the question and others stated that they assumed
about ethnic culture and didnt know much to comment about it. 29% responses
highlighted it is work centric culture, 12% chose low morale while the other 12%
suggested it is cohesive culture.
Question 17 evaluated employees expected length of service at the point of employment.
The respindents were give four brackets to choose from. The brackets were broken to 0-2
years, 2- years, 5-10 years, and 10+ years. 16.1% chose 0-2 bracket, while 38.7% chose
32
33. the 2-5 braqcket which is highlighted as the majority response. 5-10 bracket had 16.1%
response rate while 10+ years got a 29% response.
Question 18 attempts to evaluate how long employees would serve the company based
about their knowledge and experience with the company. Respondents were provided 3
brackets to choose from which are 0-5yrs, 5-10 yrs, 10+ yrs. 0-5 bracket was chosen by
majority of the respondents providing a percentage of 48.4%. 5-10 bracket earned 29%
response rate, while 10+ got 22.6% from the respondents. The below graph shows their
is a normal distribution on the data extracted.
Graph 1.8.1
In question 17 and 18 the majority stakes being within the 5 year period may detrmine the
nature of the job role and social perception on this job role. Thus it is challenge to the
33
43210-1
How_long_in_comp
15
12
9
6
3
0
Frequency
Mean = 1.62
Std. Dev. = 0.922
N = 34
How_long_in_comp
34. orgnaisation under responsible strategic obligations to focus on increasing on investment
on return. Further based on the Mean of the employee length that has been retrieved on
question 4 suggests that an average employment length of the respondents were
approcximately 50.7 months which in years would be 4 years 2 months approximately.
Thus it could be concluded that social perception may detrmine the current job role to be
a short term goal of individual.
Question 19 the last question of the questionnaire queries the reason why respondents
chose 0-5 bracket if they have chosen the queried bracket. Provided responses were
subjected to thematic analysis and the emerging themes highlighted key themes as shown
in the chart below.
Grapht 1.9
The majority stake populated under other commitment catergory, while the minimal stake
was due to management and organisational issues. 21% responded as not applicable
(includes missing data). 16% suggested better job prospects and 11 % stated due
migration and relocation. The fact that many respondents have come under other
commitment theme which clearly suggest recrutiemtn has to be more lucrative in
recrutiment thus it serves the objectivity of long term employment.
Further four correlation analysis was conducted to check how different varibles
influenced others in the questionnaires. The initial correlation was conducted between
length of service and job satisfaction which depicted below results.
34
35. Correlations
1
34
-.143
.420
34
Pearson Correlation
N
Pearson Correlation
Sig. (2-tailed)
N
Length_of_employment_
in_months
Are_you_satisfied_with_
your_job
Length_of_
employment_
in_months
Graph 2.1
Correlation proved to be negatively correlated (r = -0.143), secondary opinion by
statistical analyst highlighted this was due the varibles were not designed to comply with
statistical rules such as expected length of service provided 3 themes which were
provided numerical values of 1, 2, 3, and 0 for missing values. 0 considered to be in
conflict with statistical rule and principle thus the projected outcome.
The second correlation analysis was to analyse whether training had any relativity to the
expected length of service in the company.
Correlations
1
34
.250
.154
34
Pearson Correlation
N
Pearson Correlation
Sig. (2-tailed)
N
Themes_on_training
How_long_in_comp
Themes_on_
training
Graph 2.2
This paticular analysis depicted that the correlation is positive (r = 0.25, further it bears
similar causality as employee satisfaction and performance on petty et al (1984) which
bears (r = 0.23). Therefore this suggests there is positive correlation with regards to
training and length of expected service. The correlation being within the final quartile
35
36. gives it certain amount of validty and similar study suggest that the causal relationship
has its validty.
Correlations
1
34
-.018
.921
34
Pearson Correlation
N
Pearson Correlation
Sig. (2-tailed)
N
How_long_in_comp
Flexibility
How_long_
in_comp
Graph 2.3
Correlation between legth of service and flexibility in the working environment portrayed
a negative result (r = - 0.018). Below is holistic view of all correlations attempted on
graph ( 2.5) of all correlations attempted.
Correlations
1 -.143 .257 -.040 .043 -.206
.420 .143 .823 .808 .242
34 34 34 34 34 34
-.143 1 -.073 .052 -.076 .205
.420 .681 .772 .669 .244
34 34 34 34 34 34
.257 -.073 1 .250 -.079 -.077
.143 .681 .154 .657 .664
34 34 34 34 34 34
-.040 .052 .250 1 .146 -.018
.823 .772 .154 .409 .921
34 34 34 34 34 34
.043 -.076 -.079 .146 1 -.136
.808 .669 .657 .409 .445
34 34 34 34 34 34
-.206 .205 -.077 -.018 -.136 1
.242 .244 .664 .921 .445
34 34 34 34 34 34
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Length_of_employment_
in_months
Are_you_satisfied_with_
your_job
Themes_on_training
How_long_in_comp
Management
Flexibility
Length_of_
employment_
in_months
Are_you_
satisfied_
with_your_job
Themes_on_
training
How_long_
in_comp Management Flexibility
Graph 2.4
36
37. The above graph is an overall correlations that the study conductd only the most
important correlations has been discussed within the results chapter.
Discussion
This study originally focused on the pretext that job novelty diminishes after 18 months
of service and attempted evaluate the satisfaction levels between agents above 18 months
of service and below 18 months of service. As the research probed to clarify and evaluate
its objectivity and its contributory value to the organisation or any parts of interest in the
study. The research evolved as it considered other domains within the social sciences
discipline. The study deemed that it would be more of value in contribution to the social
science discipline if factors such as corporate social responsibility, work ethics,
globalisation, leadership were taken to consideration. Based on the data obtained such as
literature insight about the employee satisfaction, location of where the research would be
conducted and evaluated constraints (organisational concern, availability for the research
to be conducted and time constraints), the research deemed it would best suit to explore
the domain of CSR. Although aspects of leadership did have more relativity to the
original roots of the study, the research perceived focus of CSR would have more of
37
38. contributory value. Further scrutiny of the management directives would have had more
limitation in obtaining rich data.
In scrutiny of the broad domain of CSR study focused on four fundamental components
that has to be considered which are ethical, economical, legal and altruistic obligations
that an organisation is faced with (Lantos, 2001). Within the domain of Human Resource
CSR would usually suggest ethical conduct of managing employees. However employee
satisfaction and the attempt to retain their service for longer period has not been viewed
by many academics as an area of concern. It has to be considered that from these four
components emerge three proposed behaviours of altruistic, ethical and strategic
functions (Lantos, 2001, Lantos, 2002). This study views employee satisfaction as a
trichotomus factor that can be viewed under strategic responsibilities such as optimising
performance, responsible resource allocation, and investment on return. The secondary
underpinning would be the altruistic responsibility of the management moving beyond
ethical directives to be more considerate on a social tone. This would have a direct
relativity to management and how their communications with employees are dealt, what
signs and symbols conveyed in their dialect and its semantic values (Kelly, 2000). In a
recruitment management view Thompson et al (2004) highlights that the call centre
industry has high labour turn over and it is much to the organisations conventional
practice on aiming at “bums on seats” concept being applied to recruitment views and
their willingness to accept a short career life with an employee with rushed training. In
CSR point of view the key factors in practice would be the recruitment stage and the
training. It would be an organisations responsibility to ensure that their recruitment
practices has the ability to recruit those who best suit the organisational culture and goes
beyond technical knowledge on customer service. As a result the high turnover of labour
training programmes has to be prepared so that it serves demand (Thompson et al, 2004).
Ambrose et al (2008) defines training, culture, degree of autonomy, management
relations with employees to be a crucial influence on morale. Employee satisfaction is a
challenge that most organisations counter, predominantly the decline of employee
satisfaction is as a result of the working conditions that most employees are faced with
(Silva, 2006). On the investigation conducted in the current study a majority stake of
38
39. 88.2% of the respondents voted that they were satisfied with their job. Based on the
organisations internal employee satisfaction index of the whole UK subsidiary 72% has
highlighted that they are proud to work for the organisation and that they are satisfied in
their job role. Employee satisfaction in their given roles and working environments is
important factor. Taking Vodafone Group Plc as an example a part of their global CSR
employee strategy highlights that in order to meet the customer needs they need to first
meet the needs of their employee thus the epitome of employee satisfaction (Vodafone
Group Plc, 2008). The significance of the outcome of the current study is employee
satisfaction has been accepted indicator of productivity and in turn revenue (Lok Aand
Crawford, 2007). Thus having a high percentage of the employee satisfied with their job
roles ensures the fact the organisation should be managing most of the satisfaction
variables.
In an attempt to validate the variables that this study has considered similar models of
employee satisfaction is taken to consideration such as the Loveday (1996) model of
employee satisfaction. Loveday (1996) study in employee satisfaction which was done
on the Danish organisation ISS highlighted one of the key methods the organisation
deploys in upholding its employee satisfaction, is to make employees understand the
brand and the organisation. Further Loveday presented a TQM employee management
model that has been designed by ISS. The model is as below
Management: immediate superiors
• Professional skills
• Ability to manage and allocate tasks
• Treatment of yourself and colleagues
• Information supplied about the job.
• Feedback about job
Collaboration
• With your nearest collegue
39
40. • With other departments
• Social relationship
The job
• Independence
• Variation
Loveday (1996).
This model represent some crucial factors that effects employee satisfaction in work
environment however the degree that each variable would affect a given job role would
differ. Thus on a employee engagement survey fist employees would require to rate how
important each variable is to their job role and then rate their satisfaction about each
variable in relevance to their job role (Loveday, 1996). This gives an organisation the
opportunity to evaluate how much each variable influences the employees job role and to
what extent the organisation has been able to satisfy each variable.
The initial subsection of the above model attempts to evaluate the management’s skill
level to evaluate employee’s productivity. Although the wide expected understanding
does not require acute knowledge of the technical skills within a customer services
spectrum in such cases as technical assistance the management has to have knowledge to
validate employee provision of service (Loveday, 1996). In respect to the current
investigation done the study attempted to evaluate management support in comparison to
management’s knowledge of given kills. The question if Loveday findings provide a
degree of depth that management should consist of the specific job role why the current
study did not consider this emerge. In justification of the design that in comparison to the
Danish organisation ISS the current study investigated a call centre that engages in
customer service thus the crucial factor would be the manner that employees would
interact. Therefore the study concluded that evaluation of good service interaction would
be lingual based and more general context in judgement and the degree of technical
specifications applied would be minimal.
40
41. Taken the above to consideration the current study focused along lines of the Gonazalez
and Garaso (2006) study that highlights that a good management practice would be to
have consistent relations with the employees and being open for support both work
related and external issues. Taking Gonzales and Garaso’s statement to consideration the
study identified that the working environment is not just an institution where people work
but also a hub that social interactions and relationships are developed. Atkinson (2007)
highlights those psychological contracts that both employees and employers establish has
social relations aspect involving an out of the box perspective. Within the current
evaluation of the study 60% of the respondents came under the category voting the
management to be very supportive. The second largest stake highlighted the management
was not supportive enough. Though the key factor within this evaluation is its correlation
with job satisfaction presented a positive correlation score if r = 0.148. The correlation
score depicts that there is high causality between management support and agent job
satisfaction. Although in statistical validation view this may not be considerable due to
the score not bearing any statistical significance, though it has to be commented that the
give significance score is on the fourth quartile thus bearing some depth on what it
depicts. Therefore having a large stake agreeing that management support is sufficient
and effective highlights that the organisation bears both good altruistic and strategic
directive of managing employee morale, providing necessary support and maintaining
employee relations. It could be highlighted that a possible oversight of the current
study’s evaluation of management support is that it has considered the variable prone to a
social context. Although in comparative to the Loveday study which is based on
quantitative design which only provides a rating of the given variable, the current study
has used a qualitative design. The qualitative design enables this study to provide a high
degree of opportunity for the respondents to highlight their areas of concern. This
provides the study the enrich knowledge of viewing the issue in broader term than being
subjected to stringent frame work by the investigator who’s oversight may invalidate the
study as it would not be able produce the true nature of an issue.
In considering a similar model that is being used in practice by the management of the
organisation where the study was conducted where employees are requested to rate the
41
42. management or the organisation having a genuine interest. In research orientated
approach it crucial that the design is able to retrieve as much information or provide a
sound understanding about an issue of concern that is evaluated (Langdridge, 2004).
Provided below is the employee engagement survey utilised by the investigated
organisations management.
• I am proud to work for the organisation
• I am rewarded fairly to do the work that I do.
• Rate the operating subsidiary having genuine interest in you
• Rate the subsidiary being ethical in management
• People in my team are treated fairly regardless of their gender, background, age or
belief.
The given model has been edited due to publication rights limitation on the researched
organisation.
In a critical evaluation of the model used by the organisation it is evident that the
organisation only weighs itself as an entity; it does not get sufficient feed back of the
variables that may affect employee satisfaction. This raises the interest of the current
investigation done on the organisation employee satisfaction. The study attempts to
evaluate direct variables that affect the job role and employees on doing their job role and
having a satisfactory attitude. In this discourse the study would attempt to evaluate each
variable that was tested that influences employee satisfaction.
Reflecting back on the Loveday, (1996) model and its collaboration subsection it attempts
to evaluate supportiveness of the work environment, interdepartmental flexibility and
social relations of the work environment. In comparison this investigation has
approached this through questions 13, 14, and 16. Questions 14 and 16 specifically
questions the views of employees about work environment and work culture, in order
obtain any factors that was not considered in designing the questionnaire question 13 was
42
43. developed check what main challenges that employees foresaw within the organisation.
In analysing the responses provided by employees on questions 13 one of the emergent
themes suggested that there was a lack of management and interdepartmental support.
Although the holistic view of the satisfaction evaluation would consider the majority
response theme as an indicator of whether employees were satisfied or not the
comparison between the Loveday model signifies the importance of considering all
themes.
The emergent theme; inadequate support from management and inter department takes a
response stake of 35%. Based on the response about management support on question 11
it can be concluded that this may prove the most of the responses would be prone towards
the lack of assistance from other departments within the organisation. Ellis and Dick
(2000) suggests that the conventional structure of being allocated to given job roles it
would be more effective if the design consisted of a matrix structure when given
individuals are responsible for given tasks. Although within the communication industry
the feasibility of this is questionable. Customer services being the main point of contact
the organisation has attempted to empower frontline agents to a large extent but still
customer services dependency for aspects such as insurance due under writer inflexibility
remains to constraints that the industry will counter. The fast moving and demanding
nature of the business world today where consumers expect round the clock service
would require all queries dealt in one call irrespective of the time of call request for the
service (Clarke, 1999). This may be due to the expectation set to the customer in
marketing and branding. Ethical and legal perceptions would suggest that true light of
product to be highlighted in branding and marketing. It has to be highlighted that this
directive has its oversights. As this provides the organisation the liberty to market or
advertise a niche of its product or service and set the tone for consumers to make their
own misconceptions (Rotfeld, 2007). This raises questions when legal directives fail to
what extent the ethical obligations of CSR can contribute to this matter. This is an ideal
scenario where both strategic and ethical CSR obligations of the organisation are in
conflict. Is the misconception the organisations fault or should the regulatory bodies be
more proactive about this and host customer awareness programs of the industry and
products and services consumed. This highlights the notion that it is important the
43
44. government and regulatory bodies take an interest other than raising regulatory acts to be
protecting both organisation and consumer. Flanagan and Whiteman (2007) scrutinises
the methods that global pharmaceutical companies tackling the 1990 Brazilian HIV
epidemic by reducing the chemical quality of the drugs. This was done thus Brazilian
governments cost affordability could be matched by the supplier. The question of
strategy and ethics are in conflict and it would be the government’s responsibility to
evaluate the synthesis of the drug. Taking this scenario to consideration it could be
commented that organisation should not always be judged of their responsible actions but
how far the government would take steps outside of exerting regulatory pressures to assist
responsible transaction and consumption.
In evaluating the job role independence and diversity the current study approached this in
how much emphasis that agents would place on their job role as in question six . The
Likert scale that evaluated this was not provided a minus figure, nor was it given an even
number as conventional analysis would. This is due to the notion that the study came to
accept that there would be some form of focus or emphasis on the job by employees and
the only point where there would be a minus focus or emphasis on job role would be if it
was out of choice. If the each point of the Likert scale is broken down to a percentage of
emphasis on job role, the current response highlighted that the majority of the
respondents have above 70% emphasis on their job role. Based on a motivational theory
Seigall and McDonald (1996) states that high job focus and involvement from an
employee can only be expected at points where the organisation allows high autonomy.
Taking Siegall and McDonalds statement to consideration in could be assumed that the
high level of job focus may not have much influence by employee satisfaction but more
influence on the decentralised management practices that the organisation follow. On a
strategic obligatory view this raises questions such as whether the management has
control over aspects of leakage. This can be overcome by such methods where a strong
organisation oriented culture is adopted where employees would live the brand (Gotsi and
Wilson, 2001). However on a research oriented perspective the given evaluator could not
be depicted as good indicator that explains job diversity and how centralised or
decentralised is the management in relations to the job role, which is inadequacy in the
study.
44
45. The legal and ethical practices developing to idealise human existence instance on finding
the fine work life balance much effort has been provided by these directives to police
organisational control over this subject(Hyman and Summer, 2007). In question 10 the
investigation deemed that flexibility would be the key factor that serves the purpose of
fine work life balance thus influencing employee satisfaction. In a fast moving world
where consumer needs remain round the clock it is crucial that the work force is
interested about the work life balance that their working environment provides.
Evaluating this factor in the investigated organisation all of the emergent themes
suggested that there is a certain degree of flexibility. As the legal and ethical directives
defines that certain flexibility has to be provided as a part ethical working practice, the
survey attempts to clarify to what degree the focused organisations flexibility is viewed
by its employees. Six themes emerged as a result of the thematic analysis, which is
shown below with its respective response percentages.
• Very Flexible: 50%
• Partially Flexible: 6%
• Flexibility depends on employee performance: 3%
• Flexibility depends on manager: 22%
• Flexibility as it suits business needs: 11%
• Not applicable: 8%
As half of the total percentage depicts high degree of flexibility within the organisation
favours the ethical practices. The only concern that arises from the given results is that
there is quantifiable degree who views that flexibility depends on manager which leads
concerns of ethical practice in micro level of management. Eikhof et al (2007) points out
that provisioning flexibility in work is more of gain situation for organisations that has to
serve their consumers round the clock. The flexible working directive tends to focus on
given key themes such as caring responsibility any other theme of interest may not be
45
46. perceived by organisation as a tangible reason for flexible working needs. Thus raises the
question why other needs cannot be justified. This would the point where organisations
need to consider the altruistic obligations it faces where fair judgement is made on
provisioning flexibility (Lantos, 2001). In taking to consideration numerous responses
reiterated how individual circumstance such as need for education has been
accommodated by the organisation which highlights the responsible drive embedded
within the management. In comparison to the model presented by Loveday as above is it
fails to address and evaluate the work life balance of employees. Taking the management
subsection of the model it makes an attempt to evaluate efficiency of how tasks are
allocated to employees. This may suggest a certain degree of flexibility factor that is
open for lucrative assumption only. There is no clear indication whether the employees
have a sound work life balance. In CSR approach to the matter this is considerate matter,
although it has to be realised the model was designed in 1996 thus, consideration
sustainable development was not focal point until early 21st
century. The current study
designed views flexibility as key satisfaction influence variable and attempts to evaluate
this at length.
The UK mobile communication industry is a fast evolving industry due to the intense
competition and evolution of technology (Sasinovskaya, 2004). Thus the products and
technology has to be consistently be updated to employees thus they can best serve
customer queries in all areas of the new development. As the current study evaluated
training facilities provided within the investigated call centre 45% of the respondents
highlighted issues with training and its inconsistencies. The respondents came under
three thematic categories of “good basic training poor new product training” 19%,
“inadequate and rushed training” 10%, and “requirement of consistency in training” 16%.
Although the organisation giving substantial training was highlighted in the analysis by
the theme “good training in all areas” taking 48% of the total responses, it has to be
highlighted that 50% of the respondents were within 18 months of employment and the
provided respondents average employment were 9.6 months. Therefore their experience
in changing product and technology environment is lesser that the respondents would not
perceive inconsistency in training as inadequacy. Robinson and Morley (2006) contend
46
47. that training in call centre environment is provided enough to manage the quantitative
expectations of the management (Key Performance Indicators) and this result in bad
customer experience. In the quantum versus quality conflict modern day theorist suggests
that importance of quality is now being highlighted within the service domain where bad
customer experience would result as word of mouth demarcating the organisation (Dean,
2002). On an ethical working practice paradigm it is important the organisation identifies
its obligation to its customers and strive to serve choose better training thus the customer
experience is enriched. Rousseau and Wade-Benzoni (1994) suggests that a given
employee serving a customer request has to have emotional content that the transaction
was successful, if the employee falls short of content stage then employee morale decline
begins. Taking this to consideration it could be stated that training is a crucial part of the
organisation meeting its business needs and maintaining sound balance on customer
management. A positive evaluation of the Loveday (1996) study is its how it evaluates
training on the job role and how consistency of the feedback or continuous training is
done. The epitome of the training variable and its influence on the organisation is would
be predominantly being based in employee competency approach and how the
competency level contributes to employee’s completion of a task i.e: dealing with a
customer query and being able to resolve it firsthand.
As a part of employee satisfaction, the study believed that career prospects are a crucial
factor as employees have the motive of developing their respective careers within their
work environment. Balabanis et al (1998) highlights that organisation in adopting CSR
attempt to seek equal opportunity of the ethnic minorities as evidence of their responsible
conduct of business. Though they fail to apply the general terminology on to what extent
is career development and career prospect opportunities are made available to employees
in general. Benko and Weisberg (2007) suggest that in designing formal platforms for
employees to develop their career indirectly generates loyalty to the organisation. The
requirement to succeed soars, thus employee would strive to achieve their goals with less
support or drive from the management to better their career options within the
organisation. Under Lanatos (2001) CSR model strategy that allows career development
in formal manner would bear responsible strategic direction. The analysis of career
47
48. prospects prompted that 71.9% of the respondents deem there is a quantifiable career
prospects within the organisation. In bearing a formal career development plant for
contributes for the organisation having strategy for promoting management opportunities
and others to the workforce. Though it has to be considered that achieving career
development its self requires to be promoted. The focused organisation provided
evidence of their GROW programme where, career opportunities were market to the
frontline agents. Employees were provided to sign up to the programme and choose their
area of interest and when opportunity is available employees were given challenges in job
roles in their area of interest (secondments). As a part of the employee development the
focus organisation provided feedback about their areas of both positive and negative
conduct in the given job role. Based on the feedback the agent can develop areas of
oversight and when job vacancies are advertised internally agents are provided the
opportunity apply for them based on their history of handling the job role best fit is
provided the opportunity. The GROW programme in return has filled 55% of the
organisations vacancies within the 06/07 financial year. In respect to the career
development and providing employees to exhale in their respective careers the
organisation has taken a very altruistic approach as a part of the CSR directives.
In attempting to analyse the work culture and how new recruits viewed this question 16
was developed. 29% of the respondents viewed the culture be work centric, while certain
stake of the new recruits found the organisation to be having a very work centric culture,
while 12% found it to be a very cohesive culture meeting the bounds of ideal work
culture. Carnegie (2008) highlights that successful work culture should encompass 15
key factors.
• Walk the talk
• Earn trust respect and credibility with your employees by fulfilling promises;
keeping confidence and commitments; acting consistently, fairly, rationally,
honestly and ethically.
• Match the right person to the right job.
• Play to strengths.
48
49. • Integrate a sense of purpose in your employee.
• Set clear realistic expectations and define expected outcomes.
• Ask, don’t tell.
• Learn to listen empathically with your eyes, ears and heart.
• Demonstrate goodwill.
• Discover what is necessary for your employees to learn, improve, grow and
succeed.
• Foster an environment of respect where outstanding work is valued.
• Provide constant and sincere, encouragement, and provide opportunities for
growth and development.
• Honour diversity.
• Promote and support rapport build amongst staff to develop and comparative
compatible and corporative team environment.
• Encourage individuality in office space and environment.
Carnegie (2008)
Carnegie highlights that these factors are crucial in building a cohesive work culture. The
given factors if practiced would shape a work culture to idealistic levels of existence.
The focus organisation presenting 29% stake in culture being work centric would suggest
the culture has much influence in the respective job roles. However the ideal culture that
would be aimed is the cohesive culture as it would attempts to encompass many of the
component s discussed above by Carnegie. The potential down fall of the work culture is
that employees do attempt to eliminate any work related topics during breaks and so on.
Thus the opportunity for collective idea of brilliance (based on the Hirschfield, 1983 cited
on Mohr and Zoghi, 2008) to contribute the business would diminish. Thus in a CSR
embedded directive the preferred culture would be a cohesive culture. Based on diverse
49
50. theories as above of partial outcome from career prospect as a satisfaction affecting
variable, the highlight would be that gives the employee an opportunity progression
which is beyond the satisfaction of physical and social characteristics as Maslow’s
hierarchy of needs suggest (cited on Iverson and Roy, 1994).
On question 8 of the survey attempts to evaluate potential changes in job focus or
emphasis. Based on the responses received the emerging themes depicted below areas of
interest and its percentage of responses.
• Change in Work: 29%
• Change in Life style: 6%.
• Career expectations: 18%
• Not Applicable: 47% (includes missing data).
It is evident that the theme not applicable has taken highest stake of the responses. The
important aspect to be considered is that this includes missing data and non responses. In
the interest of what the study attempts to evaluate the study would try to probe into the
outcome of other themes. The theme presenting change in work environment has the
second largest share of the percentage in the pie chart (Review Results Chapter),
suggesting potential issue of change not been communicated to employees that may have
brought certain discomfort to employees in this organisation. As respondent 28 on the
survey proceed to highlight that organisation not rolling out communications properly
tends to challenge his attitude and satisfaction towards the organisation. Tucker (2007)
suggests that communication and rationalising why the change has been conducted by the
organisation is huge oversight on modern day management practice. Within mobile
communication industry it is key issue frontline agents are advised why given changes are
done and to what reason. As frontline agents deal with customers directly in dealing with
area of concern such as a service outage it is important that the agent would be able to
coherently advise why the given outcome has taken place to the customer coherently. In
situations of such where the agent cannot explain self reflection of the agent diminishes
50
51. morale as s/he would feel inadequate in their role and influences employee satisfaction
(Anon, 2006). Focusing on the underpinning about CSR behaviour that an organisation
should encompass by Lantos (2001) the shortcoming on communicating change
effectively would be viewed as an oversight on strategic behaviour on corporate
responsibility. In failing to do so an organisation affects bad customer perception on the
brand, customer dissatisfaction and employee dissatisfaction which are crucial factors to
the organisation. It has to be taken into consideration that 63% of the not applicable
choose that they do not have a comment about the given question, 37% provided
comments that did not relate to the question or was evaluated incoherent explanation and
no response. This may suggest that 22% of the respondents may have not had any change
in their focus of job and they are satisfied on how the management operates. However
when cross comparisons were made between question 8 and 7 figures presented 33.3%
however it has to be taken into consideration the amount of total respondents for each
question differs thus the issue of missing data. The conclusive factor about the evaluating
of the variable of change in work emphasis is that there is substantial figure may suggest
the current management may need to revise in factors such as communicating change in
organisation objectives or agent job role.
In attempt to provide evidential recommendation to the management as the current study
originally intended question 12 attempts to identify variables that the management can
change to improve employee satisfaction The Out of the emergent themes 37% suggested
that improvement of the agent work environment is a necessity. Under the broad term of
agent environment factors such as equipment, pod allocation, shift patterns and
communication buzz sessions was taken to account by the study. One of the key factors
that were highlight from the sub sections that was considered was the issues that agents
faced with systems and equipment. A majority of agents find difficult to login on time
for their shifts due to system issues and equipment issues. In a realistic approach factors
such as improvement of the work environment would only have fixed cost related in
comparison to making employment more flexible which have more of recurring cost in
relation, thus improvement of minornfactor may have overall better influence on
employee satisfaction.
51
52. On question 17 and 18 the survey attempts to discover the difference of expected length
of service at the point of employment and expected length of service after being with the
organisation in both scenario’s the majority response was between 2-5 (on question 17)
and 0-5 (on question 18) which determines the average expected length of service is
within 5 years of employment. Based on conventional knowledge there is very low
appeal on frontline customer service job roles (Rust et al, 1996). Further some of the
responses in question 13 suggested dealing with difficult customers is the main challenge
in the job. Unfortunately the development of society is not something neither
government nor organisation can influence to a significant depth. Thus the low appeal on
the job would suggest that not many employees would like to be within such a job role
and use if as temporary employment option. This suggests that there would be inevitable
labour turn over to the organisation. It is the organisations prerogative to attempt to
change such assumptions and attempt to retain the employee for a longer period in order
to generate better investment on return.
Further in comparing the outcomes of these two questions with question 19 on why
expected length of service remains to be between 0-5 respondent’s highlighted themes
such as other commitments, job prospects and migration and relocation. Job prospects
having a 16% response rate raises questions why employees would would be looking for
better job prospect outside organisation. The possible answer for this would be that not
all employees who are recruited wishes to be on administrative or management job
environments. Thus highlighting the base employment of customer service as an
opportunity have partial employment while better options are been looked for. Another
factor to be considered is the job stress, which may have a significant influence on the
choice of looking at the job role as of temporary means. Overall in relation to length of
service the study concludes that length of service cannot be controlled to certain extent
due external causes as the stress factor, employee original motive. In a broader view if
the CSR quartile model is embedded by the management this would assist the
organisation in managing given independent variables that influence employee
satisfaction in the organisation which would in turn enable the management to minimise
their labour turnover
52
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![LIVERPOOL HOPE UNIVERSITY
Employee Satisfaction
A CSR approach to evaluate Employee
Satisfaction
Dilip Perera
[September 2008]](https://image.slidesharecdn.com/ddfcc1ca-9904-4d7d-aa92-5d537ade0439-160622135327/85/mba-dissertation-1-320.jpg)
