UK CALL CENTRES

The Relationship Between Emotional Intelligence and Performance in UK Call Centres

The Relationship Between Emotional Intelligence and Performance in UK Call Centres

Introduction

Call centres affiliated organizations provide services remotely by telephone and by replacing the need for direct interaction with customers (Richardson, 1994) and transition services (Fernie and Metcalf, 1997). There's little doubt that this Organizational philosophy was fixed in a big way over the last decade (Fernie and Metcalf, 1997; Gustafson, 1999; Kessler, 2002; Richardson and Marshall, 1999). In the United Kingdom, there has been a significant increase in call centres, particularly in the financial sector (Barnes, 2001; Kessler, 2002; Richardson et al., 2000).

In the literature there is agreement that the nature of the raised a number of "people issues" (Barnes, 2001; Fernie and Metcalf, 1997; Kessler, 2002; Marshall and Richardson, 1996; McGREGOR, 1998; Richardson et al., 2000). One major problem is the high level of staff attrition (Kessler, 2002; Eyelashes and Urry, 1994; Richardson, 1994) that endanger the viability of the underlying business model (Barnes, 2001; Kessler, 2002; Marshall and Richardson, 1996).

Attempts were made to compensate depletion through hiring high commitment "(Data Monitor, 1996; Pickard, 2001; Richardson, 1994). However, the focus of many studies examine attrition in the criteria for recruitment and selection procedures (Barnes, 2001; Gustafson, 1999; Kessler, 2002; Richardson, 1994; Richardson et al., 2000; Jarman et al., 1998). Criteria range encountered in the literature are summarized in table I Of the clear emphasis on personality and behavioural skills. In General, it appears there is a strong emphasis on interpersonal skills and personal fortitude (Gustafson, 1999; Eyelashes and Urry, 1994; Pickard, 2001; Webster, 1998). These two areas of resonate with the growing literature on emotional intelligence (EI), which are briefly discussed below.

Performance Management

The success of our organization depends on people who work in these organizations. Enhancing their effectiveness is a function of performance management systems. He can even say that the very survival of the organization depends on management's ability to effectively use the well developed performance management system. Well-developed performance management system has three main functions:

1. Provides the organization with the data for planning human resources and administrative decisions.

2. Allows the individual know where he or she stands in front of their heads. 3. Helps a person improve their productivity and improve performance.

At this time in our economic history, improved productivity is one of the most important national economic issues. We all understand that higher wages can not be sustained without real increases in productivity. Thus, the third objective, performance management systems, enhancing productivity and increasing productivity, will soon be regarded as the most important goals. Two major factors in the performance management system linked to improved performance and increased productivity. One of them is the establishment of goals, the other feedback. At best, the activities and policies of the current performance management system will lead to favorable conditions of work leads to increased productivity of individual, department and organization. Feedback, regular communication, and provide training funds.

Emotional Intelligence

Although a great interest in recent years, the topic MAP, ...