Reducing burnout in call centers through HR practices
研究基于工作要求-控制模型，分析了人力资源系统（控制型与参与型）如何通过情绪失调、数量要求和工作自主性影响呼叫中心员工的倦怠（耗竭与犬儒主义），对811名员工调查发现参与型系统能降低倦怠。
Abstract Previous research on call centers has demonstrated that human resource (HR) practices can be related to employee stress; however, these studies did not examine the linking mechanisms underlying these associations. Using the job demands–control (JD‐C) model as a theoretical framework, we examine perceived job demands (namely, emotional dissonance and quantitative demands) and autonomy as potential mediators in the relationship between HR systems and burnout (exhaustion and cynicism). We distinguish between HR control systems, which include performance monitoring practices, and HR involvement systems, which include training, participation, and performance‐related pay. This study samples 811 employees working in 11 call centers. Our findings support the idea that HR systems can help reduce burnout in call centers by verifying that HR control systems associated with more emotional dissonance and less autonomy increase burnout. On the other hand, an HR involvement system decreases workers' burnout because it alleviates the job demands of emotional dissonance and quantitative demands. This study fills a gap in the literature between HR systems and burnout by demonstrating the role job demands and autonomy play in explaining how HR systems improve or decrease workers' exhaustion and cynicism. © 2010 Wiley Periodicals, Inc.