Personality and Emotional Labor as Predictors of Turnover in Customer Service Call Centers
It is no secret that emotional labor is a highly taxing work demand for customer service employees. However, such a work demand also negatively affects the organizations in which those employees work. When considering the high cost that many customer service organizations incur yearly for hiring and training expenses, it is imperative that organizational leaders understand how such work demands influence turnover. What makes some customer service employees more likely to turnover? Is it their personality traits, the job, or a combination of both? This article will provide answers to these questions and more.
Coherent Conceptualization Is Useful for Many Things, and Understanding Validity Is One of Them
This article describes validity as a “matter of faith,” when it comes to the underlying inference that HR professionals make about a given work outcome, based off of a given predictor. Topics from this article include: content validation, worker requirements, and work content. Additionally, real life examples are discussed to provide you with a more concrete reference for common mistakes that might be made within organizations.
Behavior versus Emotion-Description Questioning and Accuracy of Personality Assessment in the Employment Interview
Self-report personality assessments are not always your best bet when it comes to measuring a job candidate’s personality. If you want to avoid using the typical behavior description interviewing, this article offers you a viable alternative. A form of structured interviewing that largely relies on interviewer judgments of a job candidate’s emotional reactions to past situations is described. This unique method has shown promising results in regards to helping interviewers make more accurate personality judgments.
Validity of Personnel Decisions: A Conceptual Analysis of the Inferential and Evidential Bases
This article is a must read for any professional that is involved in developing, managing, or revamping a selection process. An adaptable framework for making informed personnel decisions is introduced to help your organization better isolate the relationships between desired work outcomes and the employee screening processes that are/ or should be used to yield those particular work behaviors. After reading this well-known article, you should be able to better understand just how effective your selection process measures are in relation to your organizational objectives.
Understanding Work Tolerance to Reduce Employee Turnover
Have you ever asked anyone if they quit a job because they lacked the basic skills necessary to perform it? The answer tends to be – NO. Most often, employees do not quit because they lack the basic skills to do the work – they quit because they don’t like something about the job or its’ environment.
Putting Value Alignment to Work to Drive Positive Organizational Outcomes
Value alignment, or value “fit” has received attention in recent research and practice alike. The use of value statements within organizations exists worldwide, but are these values really being put to work within the organization? Does your organization have a set of articulated values, and, if so, are they currently being “used” for anything?
Leveraging Work Value Alignment to Drive Patient Satisfaction in Healthcare
Healthcare HR professionals are acutely aware of the need to increase organizational effectiveness and drive employee-centered organizational outcomes. A recent survey suggests that organizations are targeting initiatives to increase employee satisfaction as a primary way to drive patient satisfaction and safety
Understanding and Combating Call Center Employee Turnover
The problem of employee turnover has been plaguing call centers for decades. Almost universally call center executives have been seemingly complacent regarding the issue of employee turnover- almost accepting it as a “staple” of the industry. The fact is, the problem of employee turnover is not an enigma- its causes can – and have – been determined, and effective strategies for reducing turnover can be implemented.
Understanding and Assessing Work Styles to Predict Job Success
A unique, customizable approach to understanding and applying personality assessment to selection has recently surfaced! Through matching underlying work styles of an applicant to the work styles required for an occupation, HR/Talent Acquisition professionals can create a selection pipeline that aligns talent with the detailed work requirements of an occupation. In turn, the process predicts an applicant’s job success by understanding how an individual will go about striving for task completion. Ultimately, this approach provides a more detailed understanding of personality beyond the basic traditional notions of personality assessment reporting Big Five personality characteristics alone.
Peeling Back the Layers of Personality: Adding Insight to Behavior
What does the term personality really mean? To understand personality, and make decisions using information about it, it’s important to identify how it develops – in layers. As people grow and develop through their experiences, the layers of their personality become more unique, meaning more complex comparisons about how they will behave can be made.