High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach
Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach: A path model is develope...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Published: |
Emerald
2018
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| Online Access: | http://hdl.handle.net/20.500.11937/66498 |
| _version_ | 1848761336482234368 |
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| author | Ananthram, Subra Xerri, M. Teo, S. Connell, J. |
| author_facet | Ananthram, Subra Xerri, M. Teo, S. Connell, J. |
| author_sort | Ananthram, Subra |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being. |
| first_indexed | 2025-11-14T10:30:03Z |
| format | Journal Article |
| id | curtin-20.500.11937-66498 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T10:30:03Z |
| publishDate | 2018 |
| publisher | Emerald |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-664982018-07-11T01:59:22Z High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach Ananthram, Subra Xerri, M. Teo, S. Connell, J. Purpose: The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being. 2018 Journal Article http://hdl.handle.net/20.500.11937/66498 10.1108/PR-09-2016-0239 Emerald fulltext |
| spellingShingle | Ananthram, Subra Xerri, M. Teo, S. Connell, J. High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title | High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title_full | High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title_fullStr | High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title_full_unstemmed | High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title_short | High Performance Work Systems and Employee Outcomes in Indian Call Centres: A Mediation Approach |
| title_sort | high performance work systems and employee outcomes in indian call centres: a mediation approach |
| url | http://hdl.handle.net/20.500.11937/66498 |