EMPLOYEE RETENTION AT AN AUTOMOTIVE CALL CENTRE

Factors Affecting Employee Retention at an

Automotive Call Centre

Table of Contents

Chapter 1: Introduction4

Background of the Study4

Problem Statement8

Aims and Objectives9

Significance of the Study9

Research Questions10

Chapter 2: Literature Review11

Retention Management11

Turnover14

Organizational Commitment15

The Importance of Retention22

Business Plan23

Compensation25

Management Development26

Marketing Communications27

Value Proposition27

Progress Measures and Management Influences29

Five-Pillar Leadership30

A Domino Effect32

Effective Leader Rounding33

30- and 90-Day Retention Meetings34

Using Peer Review for Employee Selection35

Hardwiring Five-Pillar Leadership37

Communication Boards38

The Leader Evaluation Tool38

The Power of Worthwhile Work39

The Value of Assessment and Feedback in Talent Engagement and Retention48

Supporting Employees and Providing Experience-Based Development Initiatives50

Chapter 3: Methodology55

Research design55

Participants55

Main Measurement Tool - Bio psychosocial Questionnaire57

Research procedures58

Data Analysis59

Ethical Issues62

Data Protection62

Limitations of the Study63

Chapter 4: Findings and Discussion64

The Basic Mathematical Model71

The Employee-Retention Probability Model80

The Staff-Experience PDF88

Chapter 5: Conclusion90

References93

Appendices99

Questionnaire99

Personal Development Plan101

Chapter 1: Introduction

Background of the Study

Many scholars and managers accept as factual that the structure of the finances and the environment of affray have basically altered since the 1980s. These alterations, numerous furthermore accept as factual, have directed to flattened organizational hierarchies and decreased job security. And as an outcome, so the conceiving proceeds, employees face dramatically decreased possibilities for up mobility. In short, accepted wisdom in numerous situations is that customary vocation ladders have mostly disappeared, with little wish of a come back to the interior work markets of the past. That said, an alternate viewpoint furthermore lives, one proposing that alterations in job organisations inside companies are neither unidirectional neither permanent.

Instead, job structures—and the possibilities they present to employees—evolve as companies seek for the right balance between cost effectiveness and upkeep of merchandise quality. Moreover, financial alterations have developed new kinds of jobs. One demonstration of a new kind of paid work is the work presented by clientele service representatives in automotive call centres. According to some approximates, automotive call hubs account for up to 5% of total employment. Consequently, automotive call hubs supply a befitting setting to enquire the span to which the customary vocation has been inexorably going away under the claims of the new economy. And in their latest study, Philip Moss of the University of Massachusetts at Lowell, Harold Salzman of the Urban Institute, and Chris Tilly of the University of Massachusetts at Lowell did just that (Bozionelos, 2008).

In a nutshell, Moss and his colleagues undertook an comprehensive case study evaluation of automotive call hubs in the U.S. economic and retail commerce over a seven-year period. As part of their effort, they mindfully reconstructed the alterations in job organisations that had developed inside these automotive call hubs since they appeared in the early 1980s. Their outcome was rather interesting. Moss and his colleagues discovered that automotive call hubs typically begun their procedures with flat hierarchies to accomplish cost minimization—one of the key concepts going by car the automotive call centre concept. Firms primarily considered that flat hierarchies would help them rendezvous their goals. But as it turned out, flat organisations clashed with the need to supply high-quality clientele service—something that needed an inspired, trusted, and highly accomplished workforce. (Moss et al., cited in Bozionelos, 2008)

As an outcome, job organisations ...