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Results from organizational development interventions in a technology call center
Author(s) -
Workman Michael
Publication year - 2003
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1061
Subject(s) - psychological intervention , psychology , job satisfaction , center (category theory) , business , public relations , knowledge management , political science , social psychology , computer science , chemistry , psychiatry , crystallography
Technology support call centers are becoming an increasingly important part of the American economy.However, there are many scholarly reports of problems associated among these endeavors. Research intomitigating these problems has tended to focus on structural alignment, or forms of team participation, leadingto conflicting outcomes. HRD researchers are left with an unclear picture of the outcomes, and HRDpractitioners have been left with the question of which of these interventions to implement. This studyconcurrently investigated the effects on job satisfaction from structural‐alignment,high‐involvement, autonomous‐team interventions compared to a control group. The analysisindicated job satisfaction improvements in the alignment and high‐involvement groups, with thehigh‐involvement groups suggesting the most significant improvements. As a result, recommendations aremade for HRD practitioners and future HRD research.