The call center industry is becoming increasingly important in social and economic life. Work in the call center itself is characterized by special challenges and high stress levels for employees. Against this background, the aim of this paper is the longitudinal, theory-based evaluation of training interventions in the call center area of Deutsche Telekom.
Interventions are aimed at changing organizational climate and indirectly changing employee well-being and perceived emotional dissonance. It also captures the impact on outcome variables such as customer satisfaction, job performance and health rates.
The basis of the theory-based evaluation is the development of an impact model of the interventions with the constructs of well-being and emotional dissonance as central mediating process variables. The evaluation is based on a longitudinal, experimental design over a period of three years with a total of 13 measurement points. The basic assumption of the model is the effect of interventions on dimensions of organizational climate, which in turn have direct effects and mediated effects via well-being and emotional dissonance on customer satisfaction, job performance, and health rates.
In particular, the results of the study demonstrate the usefulness of the theory-based evaluation approach for differentiating the effects of interventions in the call center field. Moreover, they also underline the central importance of the aspects of well-being at work and emotional dissonance in this work context.
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