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Service Management and Employment Systems in U.S. and Indian Call Centers

dc.contributor.authorBatt, Rosemary
dc.contributor.authorDoellgast, Virginia
dc.contributor.authorKwon, Hyunji
dc.date.accessioned2020-11-17T18:19:28Z
dc.date.available2020-11-17T18:19:28Z
dc.date.issued2005-01-01
dc.description.abstract"The explosive growth of call centers in India has gained widespread attention because of its potential impact on employment in the United States and other advanced economies. Media accounts report that Indian operations are more likely to use college-educated workers while paying one-tenth of U.S. wages. Some argue that these advantages may allow Indian centers to outcompete U.S. centers on both cost and quality. Nonetheless, complaints about poor quality and security, as well as consumer backlash, have led some firms to pull out of India, while leaders in the offshoring business such as General Electric have sold their Indian operations altogether. High turnover rates have become a particularly serious problem in recent years as an expanding number of employers compete for a small pool of educated employees, a trend that both increases costs and undermines service quality."
dc.description.legacydownloadsBatt27_Service_management_and_employment_systems.pdf: 1688 downloads, before Oct. 1, 2020.
dc.identifier.other149827
dc.identifier.urihttps://hdl.handle.net/1813/76128
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright by The Brookings Institution.
dc.subjectservice
dc.subjectmanagement
dc.subjectemployment
dc.subjectsystem
dc.subjectU.S. Indian
dc.subjectcall center
dc.subjectstrategies
dc.subjectpractice
dc.subjectcustomer
dc.subjecthuman
dc.subjectcapital
dc.titleService Management and Employment Systems in U.S. and Indian Call Centers
dc.typearticle
local.authorAffiliationBatt, Rosemary: rb41@cornell.edu Cornell University
local.authorAffiliationDoellgast, Virginia: King’s College, London
local.authorAffiliationKwon, Hyunji: Rutgers University

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