Assessment of Important Features Required to Increase Business Position in the Call Center Industry case study on Topinhar Call Center, in which three management literatures are studied to analyze and develop the problems of Topinhar Call Center. In this case study, performance can be seen as a function of ability and motivation. Accordingly, the importance of employee motivation is recognized and factors related to motivation are addressed. Finally, some recommendations for overcoming call center problems are offered. Say no to plagiarism. Get a Custom Essay on “Why Violent Video Games Should Not Be Banned”?Get an Original EssayEmployee motivation is one of the most important issues facing businesses today. The need to motivate our employees is becoming increasingly important, particularly with the shift towards a more socially and culturally responsive workforce. Due to globalization, call centers have developed rapidly in recent times. But while call centers offer an attractive way to manage functions like customer service, sales, technical support, and more, they also present new challenges when it comes to managing people. Essentially, when people don't like working or can't see a future for themselves, they're likely to leave – and staff churn is costly. So how can a call center discover what motivates its employees and improve its performance? This is important for managers in any organization. This report addresses the performance problem in Topinhar call center, attempts to find ways to overcome these problems and finally attempts to offer a useful framework for understanding the motivations and emotions of employees as well as the attitudes of management in a call center. Related LiteratureThere is a lot of useful literature that studies employee motivation in recent years. Analyzing the characteristics, Nemerov (1993), Managing Director of DS Nemerov & Associates, suggests that successfully motivating and creating harmony in the call center is the key factor in creating competitive advantage. According to Nemerov (1993), three factors contribute significantly to higher levels of worker motivation and performance, namely leadership, commitment to competence and rewards as well as recognition. By providing visible and ongoing leadership, building staff engagement through competence, and implementing reward systems that recognize quality as well as productivity, call center managers should be able to achieve the impressive. In the article Employee motivation of the high performer, Atwood (2004) states that supervisors should improve the motivational climate in the workplace to foster and maintain continued excellence. Atwood (2004) also recognizes that the high-performing employee operates in the area of need for self-actualization. Thus, supervisors should encourage employees to realize their potential. There are several things that supervisors can do to demonstrate their knowledge of excellence and create the motivational environment necessary to maintain exceptional performance, namely observing, providing feedback, delegating and channeling employees into leadership positions and provide an environment conducive tothe achievement of objectives. article A Review of Employee Motivation Theories and their Implications for Employee Retention Within Organizations, author Ramlall (2004) provides a synthesis of employee motivation theories such as motivational needs theories, Maslow's hierarchy of needs theory , equity theory, expectancy theory, and job design theory. , and so on. It describes relevant theories on motivation and explains how employee motivation affects employee retention and other behaviors within organizations. Furthermore, by synthesizing and critically analyzing motivation theories, the author compiles several major factors affecting employee motivation from the respective theories, including employee needs, work environment, responsibilities, supervision, justice and equity, effort, employee development and feedback. In the case of Topinhar's call center, the question revolves around performance and how to get the most out of people. According to the individual performance equation (Wood et al. 2004), performance can be viewed as the result of individuals' personal attributes, the work effort they expend, and the organizational support they receive. Accordingly, performance can be seen as a function of ability and motivation. Capacity in turn depends on education, experience and training and its improvement is a slow and lengthy process. On the other hand, motivation can be improved quickly. A manager's job in the workplace is to get things done through employees. To do this, the manager must be able to motivate employees. It is therefore important for call center managers to understand the need for development and motivation. Ramlall (2004) identifies analyzes and critiques motivation theories that underpin employee motivation in organizations. These theories explain what employee motivation is, how to motivate employees, and the critical factors affecting work motivation from different perspectives. In this case study, these theories provide the necessary tools to analyze and identify motivational problems in Topinhar call center and also suggest solutions to the problems. For example, needs motivation theories, including Maslow's Hierarchy of Needs Theory and McClelland's Needs Theory, can be used to analyze and identify employee needs and then resolve problems. Furthermore, the theory of equity and the theory of Job Design suggest ways to develop employee motivation. Equity theory suggests that organizations should develop reward systems perceived as fair and equitable and distribute reward in accordance with employees' beliefs about their own value to the organization (Ramlall 2004). Job Design theory is based on the idea that the task itself is the key to employee motivation. According to this theory, boring, monotonous work stifles the motivation to perform well, while challenging work enhances motivation. Therefore, variety, autonomy and decision-making authority are three ways to add challenge to a job. Additionally, job enrichment and job rotation are both ways to add variety and challenge (Ramlall 2004). It is very useful for Topinhar Call Center Case Study as it provides an effective method to motivate employees in boring work. Atwood (2004) in his article recommends that managers understand the importance of motivationfor work performance. The author suggests that “the high-performing employee operates within the realm of the need for self-actualization, as suggested by Abraham Maslow in his Hierarchy of Needs theory of motivation” (Atwood 2004, p. 3). Consequently, the manager must help his employees realize their potential. The author also provides the means to create the motivational environment necessary to maintain exceptional performance. It provides some useful recommendations to solve the Topinhar Call Center Case Study problems. Obviously, Nemerov's (1993) article is more useful to call center managers. In his article, Nemerov (1993) identifies relatively generic factors in all telemarketing operations and offers suggestions for improving employee motivation in a call center. It is a good reference for developing the solutions to the Topinhar call center problem.Recommendations for overcoming call center problemsAccording to Nemerov (1993), three factors significantly contribute to higher levels of motivation and performance of workers during a call. center. First, the fundamental and important factor is visible, accessible and continuous leadership. Managers must first view humans as an organization's resource and believe that organizations exist to meet human needs, and that a good fit between the organization and its employees benefits both (Bolman & Deal 2003 ). Depending on their individual, family and cultural values, employees have multiple needs which depend on current and desired economic, political and social status; professional aspirations; the need to balance career, family, education, community, religion and other factors; and a general feeling of satisfaction with the current and desired state of being (Ramlall 2004). “Managers have a responsibility to create a conducive climate in which employees can develop to their full potential. Failure to create such a climate would theoretically increase employee frustration and could lead to poorer performance, lower job satisfaction and increased withdrawal of the organization" (Steers & Porter 1983, cited in Ramlall 1993, p.54). Additionally, Douglas MacGregor (cited in Bolman & Deal 2003) develops “THEORY X” and “THEORY Y” based on Maslow’s hierarchy of needs theory. “THEORY organizational conditions so that people can best achieve their own goals by directing their efforts toward organizational rewards” (MacGregor, cited in Bolman & Deal 2003). It is obvious that “THEORY Y” rather than “THEORY X” should be adopted by management. Employees should be encouraged to self-manage. However, in the case of Topinhar call center, managers monitor the work of employees; it seems that “THEORY X” is adopted. It's definitely not helpful to improve performance. Therefore, these managers should change their attitudes. Second, it is the responsibility of managers to establish a productive, respectful environment that provides a feeling of inclusion and provides a friendly framework (Nemerov 1993). In Topinhar's call center, employees have little chance to establish or control personal spaces because they work with telephone handsets and computers in an open office with cubicles. This situation must be changed so that employees can have spaces.

Essay / Assessment of Important Features Required to Increase Business Position in the Call Center Industry case study on Topinhar Call Center, in which three management literatures are studied to analyze and develop the problems of Topinhar Call Center. In this case study, performance can be seen as a function of ability and motivation. Accordingly, the importance of employee motivation is recognized and factors related to motivation are addressed. Finally, some recommendations for overcoming call center problems are offered. Say no to plagiarism. Get a Custom Essay on “Why Violent Video Games Should Not Be Banned”?Get an Original EssayEmployee motivation is one of the most important issues facing businesses today. The need to motivate our employees is becoming increasingly important, particularly with the shift towards a more socially and culturally responsive workforce. Due to globalization, call centers have developed rapidly in recent times. But while call centers offer an attractive way to manage functions like customer service, sales, technical support, and more, they also present new challenges when it comes to managing people. Essentially, when people don't like working or can't see a future for themselves, they're likely to leave – and staff churn is costly. So how can a call center discover what motivates its employees and improve its performance? This is important for managers in any organization. This report addresses the performance problem in Topinhar call center, attempts to find ways to overcome these problems and finally attempts to offer a useful framework for understanding the motivations and emotions of employees as well as the attitudes of management in a call center. Related LiteratureThere is a lot of useful literature that studies employee motivation in recent years. Analyzing the characteristics, Nemerov (1993), Managing Director of DS Nemerov & Associates, suggests that successfully motivating and creating harmony in the call center is the key factor in creating competitive advantage. According to Nemerov (1993), three factors contribute significantly to higher levels of worker motivation and performance, namely leadership, commitment to competence and rewards as well as recognition. By providing visible and ongoing leadership, building staff engagement through competence, and implementing reward systems that recognize quality as well as productivity, call center managers should be able to achieve the impressive. In the article Employee motivation of the high performer, Atwood (2004) states that supervisors should improve the motivational climate in the workplace to foster and maintain continued excellence. Atwood (2004) also recognizes that the high-performing employee operates in the area of need for self-actualization. Thus, supervisors should encourage employees to realize their potential. There are several things that supervisors can do to demonstrate their knowledge of excellence and create the motivational environment necessary to maintain exceptional performance, namely observing, providing feedback, delegating and channeling employees into leadership positions and provide an environment conducive tothe achievement of objectives. article A Review of Employee Motivation Theories and their Implications for Employee Retention Within Organizations, author Ramlall (2004) provides a synthesis of employee motivation theories such as motivational needs theories, Maslow's hierarchy of needs theory , equity theory, expectancy theory, and job design theory. , and so on. It describes relevant theories on motivation and explains how employee motivation affects employee retention and other behaviors within organizations. Furthermore, by synthesizing and critically analyzing motivation theories, the author compiles several major factors affecting employee motivation from the respective theories, including employee needs, work environment, responsibilities, supervision, justice and equity, effort, employee development and feedback. In the case of Topinhar's call center, the question revolves around performance and how to get the most out of people. According to the individual performance equation (Wood et al. 2004), performance can be viewed as the result of individuals' personal attributes, the work effort they expend, and the organizational support they receive. Accordingly, performance can be seen as a function of ability and motivation. Capacity in turn depends on education, experience and training and its improvement is a slow and lengthy process. On the other hand, motivation can be improved quickly. A manager's job in the workplace is to get things done through employees. To do this, the manager must be able to motivate employees. It is therefore important for call center managers to understand the need for development and motivation. Ramlall (2004) identifies analyzes and critiques motivation theories that underpin employee motivation in organizations. These theories explain what employee motivation is, how to motivate employees, and the critical factors affecting work motivation from different perspectives. In this case study, these theories provide the necessary tools to analyze and identify motivational problems in Topinhar call center and also suggest solutions to the problems. For example, needs motivation theories, including Maslow's Hierarchy of Needs Theory and McClelland's Needs Theory, can be used to analyze and identify employee needs and then resolve problems. Furthermore, the theory of equity and the theory of Job Design suggest ways to develop employee motivation. Equity theory suggests that organizations should develop reward systems perceived as fair and equitable and distribute reward in accordance with employees' beliefs about their own value to the organization (Ramlall 2004). Job Design theory is based on the idea that the task itself is the key to employee motivation. According to this theory, boring, monotonous work stifles the motivation to perform well, while challenging work enhances motivation. Therefore, variety, autonomy and decision-making authority are three ways to add challenge to a job. Additionally, job enrichment and job rotation are both ways to add variety and challenge (Ramlall 2004). It is very useful for Topinhar Call Center Case Study as it provides an effective method to motivate employees in boring work. Atwood (2004) in his article recommends that managers understand the importance of motivationfor work performance. The author suggests that “the high-performing employee operates within the realm of the need for self-actualization, as suggested by Abraham Maslow in his Hierarchy of Needs theory of motivation” (Atwood 2004, p. 3). Consequently, the manager must help his employees realize their potential. The author also provides the means to create the motivational environment necessary to maintain exceptional performance. It provides some useful recommendations to solve the Topinhar Call Center Case Study problems. Obviously, Nemerov's (1993) article is more useful to call center managers. In his article, Nemerov (1993) identifies relatively generic factors in all telemarketing operations and offers suggestions for improving employee motivation in a call center. It is a good reference for developing the solutions to the Topinhar call center problem.Recommendations for overcoming call center problemsAccording to Nemerov (1993), three factors significantly contribute to higher levels of motivation and performance of workers during a call. center. First, the fundamental and important factor is visible, accessible and continuous leadership. Managers must first view humans as an organization's resource and believe that organizations exist to meet human needs, and that a good fit between the organization and its employees benefits both (Bolman & Deal 2003 ). Depending on their individual, family and cultural values, employees have multiple needs which depend on current and desired economic, political and social status; professional aspirations; the need to balance career, family, education, community, religion and other factors; and a general feeling of satisfaction with the current and desired state of being (Ramlall 2004). “Managers have a responsibility to create a conducive climate in which employees can develop to their full potential. Failure to create such a climate would theoretically increase employee frustration and could lead to poorer performance, lower job satisfaction and increased withdrawal of the organization" (Steers & Porter 1983, cited in Ramlall 1993, p.54). Additionally, Douglas MacGregor (cited in Bolman & Deal 2003) develops “THEORY X” and “THEORY Y” based on Maslow’s hierarchy of needs theory. “THEORY organizational conditions so that people can best achieve their own goals by directing their efforts toward organizational rewards” (MacGregor, cited in Bolman & Deal 2003). It is obvious that “THEORY Y” rather than “THEORY X” should be adopted by management. Employees should be encouraged to self-manage. However, in the case of Topinhar call center, managers monitor the work of employees; it seems that “THEORY X” is adopted. It's definitely not helpful to improve performance. Therefore, these managers should change their attitudes. Second, it is the responsibility of managers to establish a productive, respectful environment that provides a feeling of inclusion and provides a friendly framework (Nemerov 1993). In Topinhar's call center, employees have little chance to establish or control personal spaces because they work with telephone handsets and computers in an open office with cubicles. This situation must be changed so that employees can have spaces.

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