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CCall-Healthy and Successful Work in Call Centres

Benninghoven A., Bindzius F., Braun D., Cramer J., Ellegast R., Flowerday U., Genz A., Heyden T., Pfeiffer W., Schittly D., Schweer R., Stamm R.

International Journal of Occupational Safety and Ergonomics

2005

Vol. 11, No. 4

409--421

Call centre workplaces are in many ways a challenge to occupational health and safety. The occupation itself can be described as an information technology-supported, communication-intensive form of work with often unusual working hours and a high rate of part-time employment. Data on the employee turnover as well as absenteeism related to occupational disability is quite contradictory. Occupational safety and its proponents still have to find new ways into the corporate structures and cultures of this relatively new and rapidly growing branch of industry. In a 2-year research and development project, using a holistic approach and under consideration of all the relevant disciplines, call centre workplaces were studied, and organisational measures were developed and field tested by putting them into practice. Practical help was developed for a sustainable strategy for successful and healthy work in call centres.

Macroergonomics and Total Quality Management: How to Improve Quality of Working Life?

Carayon P., Sainfort F., Smith M. J.

International Journal of Occupational Safety and Ergonomics

1999

Vol. 5, No. 2

303--334

In this paper, we present a macroergonomic model of work design that is applied and tested to examine Total Quality Management (TQM) in the public sector. According to the model, TQM can influence different aspects of work design and quality of working life (QWL). Questionnaire data collected in 2 public sector organizations in the USA show that TQM can have both positive and negative impact on work design and QWL. The main positive impact of TQM was found on job content, job control and participation, and social relationships. The main negative impact of TQM was on workload, uncertainty, and clarity of job duties. The impact of TQM on QWL was mixed. Our results show that the impact of TQM on work design and QWL varied very much across the 6 participating departments, as well as within the departments. Further research is warranted to assess the human impact of TQM, in particular research on the linkage between various aspects of TQM, on one hand, and work design and QWL, on the other hand.