Çağrı merkezlerinde duygusal emek ve örgütsel iletişim

Birey-odaklı mesleklerde müşteriler ile yüz yüze ya da telefon aracılığıyla iletişim halinde olan çalışanların, çalıştıkları kurum tarafından belirlenen uygun duygusal ifadeleri sözlü ya da sözsüz olarak sergilemeleri sürecinde harcadıkları çaba duygusal emek olarak adlandırı lmaktadır. Bu çalışmanın genel amacını, duygusal emek öncelleri, duygusal emek davranışları, duygusal uyumsuzluk ve duygusal emeğe bağlı iş doyumu ile örgütsel iletişim doyumu arasındaki ilişkilerin ortaya koyulması ve elde edilen bulgular doğrultusunda uy gun önerilerin geliştirilmesi oluşturmaktadır. Bu amaca yönelik olarak, duygusal emek yoğun mesleklerden biri olan çağrı merkezi çalışanlarının duygusal emek süreci değişkenleri ve örgütsel iletişim doyumu hakkındaki görüşleri belirlenmeye çalışılmıştır. Çağrı merkezi çalışanlarının duygusal emek çabaları, duygusal emek davranışları, duygusal uyumsuzlukları, duygusal emeğe bağlı iş doyumları ile örgütsel iletişim doyum düzeyleri arasındaki ilişkinin ortaya konmasını amaçlayan bu çalışma nedensellik ilişki tasarımı modeline uygun olarak yürütülmüştür.Araştırmanın evrenini Türkiyede bulunan çağrı merkezlerinin çalışanları oluşturmaktadır. Yapılan sektör taraması sonuçlarına göre 2010 yılı itibariyle ülke genelinde 40.000 müşteri temsilcisi çalışmaktadır. Bu ana kütle içinden kolayda örnekleme metodu ile belirlenmiş 383 çağrı merkezi çalışanı evreni %95 güven aralığında temsil etme yeterliliğine sahip örneklem olarak kabul edilmiştir.Katılımcılara 5 bölümden oluşan bir anket uygulanmıştır. Araştırmada elde edilen veriler çağrı merkezlerinin duygusal emek yoğun çalışma alanlarından biri olduğunu doğrulamaktadır. Duygusal emek sürecine bağlı olarak duygusal uyumsuzluğun yüksek ve duygusal emeğe bağlı iş doyumun ve örgütsel iletişim doyumunun düşük bulunduğu elde edilen sonuçlar arasında yer almaktadır.

Emotional labour and organizational communication in call centers

Emotional labour is named as the efforts of employees who are in face to face or phone to phone with customers in people-oriented professions, in the process of displaying organizationally desired appropriate emotion in verbal or non-verbal way. General aim of this study consists relationships among emotional labour antecedents, emotional labour behavoirs, emotional dissonance, outcomes of emotional labour and organizational communication satisfaction and to develop new ideas at the direction of findings . Parallel to this aim one of the emotional labour-intensive profession call center employees perspectives about variable of emotional labour process and organizational communication satisfaction are determined. Network of relationships, which is described depend on literature, is examined among emotional labour antecedents, emotional labour behavoirs, emotional dissonance, outcomes of emotional labour and organizational communication satisfaction. A sample of 383 call center employees participated in this study. A questionaire on emotional labour and organizational communication formed in 5 section is applied to these participants.. The date gained from the survey prove that the call centers are one of the field of emotional labour-intensive professions. Depending on emotional labour process it is proved that emotional dissonance is high outcomes of emotional labour and organizational communication satisfaction is low.

PDF

___

Adelmann P K (1989)Emotional Labor and Employee Well-being. Unpublished doctoral disser tation, University of Michigan, Ann Arbor.
Ashforth B E ve Humphrey R H (1995) Emotions in the Workplace: A Reappraisal, Human Relations, 48,97-125.
Ashforth B E ve Humphrey R H (1993) Emotional Labor in Service Roles: The Influence of Identity. Academy of Management Review, 18 (1), 88-115.
Barger P ve Grandey A A (2006) Service With A Smile and Encounter Satisfaction: Emotional Contagion And Appraisal Mechanisms, Academy of Management Journal, 49(6), 1229-1238.
Baumeister R,Bratslavsky Eve Muraven M T D (1998) Ego Depletion: Is The Activeself A Limited Resource?Journal of Personality and SocialPsychology, 74, 12521265.
Bolton S C (2005) Emotion Management in the Workplace, Palgrave Macmilan.
Brotheridge C M and Lee R (1998) On The Dimensiona lly Of Emotional Labor: Development And Validation Of An Emotional Labor Scale. Presented at the frist conference of an Emiotional Labor in Organizational Life, San Diego, CA.
Brotheridge C M and Lee R (2002) Testing A Conservation Of Resources Model Of Dynamicsof Emotional Labor, Journal of Occupational Health Pyschology, 7(1), 57-67.
Domagalski T A (1999) Emotions İn Organizations: Main Currents, Human Relations, 52(6),1-13
Downs C W and Hazen M D (1977) A Factor Analytic Staudy Of Communication Satisfaction, Jounal of Business Communication, 14, (3), 6373.
Edie D (2005) Emotions: From Ugly Duckling Via İnvisible Assert Toward An Ontological Reframing, Ashkanasy N MHörtel C E J and Zerbe W J (eds), Emotions in Organizational Behavior, LEA, New Jersey.
Ekman P and Friesen W V (1975) Unmasking The Face,Englewood Cliffs, Prentice Hall, New Jersey.
Erickson R J and Wharton A S (1997) Inauthenticity And Depression: Assessing The Consequences Of Interactive Service Work, Work and Occupations, 24, 188213.
Erinç Ç D (2007) Çağrı Merkezlerinde Çalışma Yaşamı, Yayınlanmamış Yüksek Li sans Tezi, Sakarya ÜniversitesinSBE,Sakarya.
Frenkel S J,Tam M,Korcyzynski M and Shire K (1998) Beyond Bureaucracy? Work Organizations In Call Centers, The International Journal of Human Resource Management, 9(6), 957-979.
Goldberg L S and Grandey A A (2007) Display Rules Versus Display Autonomy: Emotion Regulation, Emotional Exhaustion, And Task Performance In A Call Center Simulation, Journal of Occupational Health Psychology, 12, 301-318.
Goleman D (2006) Duygusal Zeka Neden IQdan D aha Önemlidir? Varlık Yayınları, İstanbul.
Grandey A (2000) Emotion Regulation İn The Workplace: A New Way To Conceptualize Emotional Labor. Journal of Occupational Health Psychology, 5(1), 95-110.
Grandey A(2003) When The Show Must Go On: Surface And Deep Acting As Determinants Of Emotional Exhaustion And Peer-Rated Service Delivery, Academy of Management Journal, 46(1), 86-96.
Gross J J and Levenson R W (1997) Hiding Feelings: The Acute Effects Of İnhibiting Negative And Positive Emotion, Journal of Abnormal Psychology, 106 (1), 95-103.
Hegeman G (1995) Motivasyon El Kitabı, Rota Yayınları,İstanbul.
Hochschild A R (1979) Emotion Work, Feeling Rules And Social Structure, American Journal of Sociology, 85 (3), 551575.
Holman D J (2003) Call Centres, D J Holman T D Wall C W Clegg P Sparrow and A Howard (eds) The New Workplace: A Guide to The Human Impact of Modern Working Practices,Wiley, Chichester, UK.
Hopp H, Rohrmann S,Zapf D and Hodapp V (2010) Psychophysiological Effects Of Emotional Dissonance In A Face-To-Face Service Interaction, Anxiety, Stress, and Coping, 23, 399-414.
Howes J,Cropanzano R, Grandey A and Mohler C (2000) Who Is Supporting Whom? Quality Team Effectiveness And Perceived Organizational Support, Journal of Quality Management, 5, 207-223.
Kleemann F and Matuschek I (2002) Between Job And Satisfaction: Motivations And Career Orientations Of German High Quality Call Center Employees. Electronic Journal of Sociology, Vol:2 June, http://www.sociology. org/content/vol 006.002/kleemann_matuschek.h tml,erişim tarihi: 29.09.2009.
Kohen A (2002) Çağrı merkezleri: yararları ve bileşenleri, Aktive Bankacılık ve Finans Derg, 22, 1-7.
Kruml S M and Geddes D (2000) Exploring The Dimensions Of Emotional Labor: The Heart Of Hochschilds Work, Management Communication Quartely, 14(1), 8-49.
Lewig K A and Dollard M F (2003) Emotional Dissonance, Emotional Exhaustion And Job Satisfaction In Call Centre Workers, European Journal of Work and Organizational Psychology, 12, 366-392.
Middleton D (1989) Emotion al Style: The Culture Ordering of Emotions, Ethos, 17, 187-207.
Morris J A and Feldman D C (1996) The Dimensions, Antecedents, And Consequences Of Emotional Labor, Academy of Management Journal, 21, 989-1010.
Morris A J and Feldman D C (1997) Managing Emotions In The Workplace. Journal of Managerial Issues, 9 (3), 257-274.
Mucuk İ (1997) Modern İşletmecilik, Türkmen Kitabevi,İstanbul.
Noon M and Blyton P (2002) The Rea lities Of Work, 2. Basım, Palgrave.
Parasuraman A Zeithaml V A and Berry L L (1985) A Conceptual Model Of Service Quality And İts İmplications For Future Research, Journal of Marketing, 49, 41-50.
Pugh D S (2001) Service With A Smile: Emotional Contagion İn The Service Encounter, Academy of Management Journal, 44 (5), 1018-1027.
Rafaeli A and Sutton R I (1987)Expression Of Emotion As A Part Of Work Role, Academy of Management Review, 12, 2337.
Rafaeli A and Sutton R I (1990) Busy Stores And Demandi ng Customers: How Do They Affect The Expression Of Positive Emotion?, Academy of Management Journal, 33, 623-637.
Richards J M and Gross J J (1999) Compusure At Any Cost? The Cognitive Consequences Of Emotional Suppression, Personality and Social Psychology Bulletin, 25, 1033-1044.
Sabuncuoğlu Z (1984) Çalışma Psikolojisi, 2. Baskı, Uludağ Üniversitesi Yayınları, Bursa.
Taylor F W (1911). Bilimsel yönetimin ilkeleri, H. Bahadır Akın (çev), Çizgi Yayınevi, İstanbul.
Turan Ö (2007) Çağrı Merkezi Çalışanlarının İş Tatminlerinin Performansa Etkisi Ve İletişim Sektöründe Bir Araştırma, Yayınlanmamış Yüksek Lis ans Tezi, İstanbul Üniversitesi, İstanbul.
Wharton A S (1993) The Affective Consequences Of Service Work: Managing Emotions On The Job, Work & Occupat ions, 20 (2), 205-232.
Zapf D (2002) Emotion Work And Psychological Well- Being: A Review Of The Literature And Some Conceptual Considerations, Human Resource Management Review, 12, 1, 237-268.
Zapf D Isic A Bechtoldt M and Blau P (2003) What Is Typical For Call Center Jobs? Job Characteristics, And Service Interactions In Different Call Centers, European Journal of Work and Organizational Psychology, 12(4),311-340.