The retention factors of call centre agents at a financial institution in the Western Cape

Abstract

Past employment relationships based on mutual commitment between employer and employee are no longer the norm in the workplace. Instead of a predictable linear rise up an organisation’s hierarchy, careers are now characterised by a ‘protean’ model of movement between many organisations during the course of individuals’ working lives (Coetzee & Gunz, 2012; Schreuder & Theron, 2001). This phenomenon adds to the historical concern of staff retention as it is identified as a factor that directly jeopardizes organisational objectives (Campion, 1991). While this is a concern in many industries (du Plooy & Roodt, 2013), Lee(2008) claims that staff turnover has been even more of a dilemma within the call centre environment. A worldwide study conducted by Lee (2008) indicated that on average, call centres lose up to 61% of their agents annually. The situation seems to be no different for South African call centres. Kgomo and Swarts (2010) found unacceptably high levels of staff turnover in the South African industry. De Vos and Meganck (2009) argue that the traditional response of organisations in relation to staff retention is reactive in nature, since they try to decrease the desire of staff to leave (de Vos & Meganck, 2009; Williams, 2008). This approach, however, is seldom successful – once people have expressed the desire to leave, efforts to retain them may already be too late (Milner, Russell & Simers, 2010; Mosley & Hurley, 1999).