S-Space College of Business Administration/Business School (경영대학/대학원) Institute of Management Research (경영연구소) 경영논집 경영논집 vol.45 (2011)
콜센터의 시스템 품질과 콜센터 리더의 리더십이 서비스 품질에 미치는 영향
The Impact of Call Center System Quality and Call Center Leader’s Leadership on Call Center Service Quality
- 김미경; 최정일; 안상형
- Issue Date
- 서울대학교 경영대학 경영연구소
- 경영논집, Vol.45, pp. 99-119
- 본 연구에서는 기업 내에서 가장 많은 고객 접점이 이루어지면서 그 역할이 점차 확대되어 가고 있는 콜센터를 중심으로 콜센터 매니저들의 리더십과 시스템 품질이 콜센터에서 근무하고 있는 내부고객인 상담원 만족을 매개로 하여 서비스 품질에 미치는 영향을 알아보기 위해 실증분석을 시행하였다. 즉, 콜센터 리더의 리더십과 시스템 품질을 독립변수로 두고 내부고객만족을 매개변수로 하여 종속 변수인 서비스품질과의 관계를 알아보기 위한 연구이다.
본 연구의 실증분석을 통해 거래적 리더십과 카리스마는 내부고객만족에 정의 영향을 미치고, 지적 자극은 내부고객만족에 영향을 미치지 못하는 것으로 나타났다. 시스템품질에서는 시스템에 제공되는 정보의 정확성이 매우 높은 상관관계를 나타냈다. 서비스 만족도 분석에서는 SERVQUAL의 5가지 요인이 명확하게 분류되지 않았으며, 분석결과 공감성*신뢰성, 유형성*확신성의 두 가지 요인만 영향을 미치는 것으로 나타났다.
Despite changes in the recognition of the importance and role of call centers, however, there are little academic theories or studies in Korea on the operation and system of call centers, the relation between call center workers and service quality, and the extent of the influence of the call center leader’s leadership. In this context, there is a need to conduct a study on call centers, a field that has yet to attract much-deserved attention from the academia. Therefore, this paper examines the effect leadership and call center system quality has on the satisfaction of call center workers, and further, it strives to reveal the effect workers’ satisfaction has on service quality, an important measure of customer satisfaction. In particular, this study differs from other theses in that it is not a study on the effect of service quality on customer satisfaction but a study that focuses on the effect of call center workers that have been affected by leadership and system quality have on the various factors of service quality: tangibility, assertiveness, responsiveness, confidence and sympathy.
This study began as an examination of the relation between leadership and system quality as independent variables, internal customer satisfaction as a mediating variable, and service quality as a dependent variable. The objective of this study is to make an inquiry into the impact transactional and 1transformational leadership factors and system quality have on internal customer satisfaction. In addition, it strives to analyze the influence call center workers affected by leadership and system quality has on service quality. Also, in its empirical analysis, the study conducted a survey of call center workers, collecting and utilizing 155 answered questionnaires as analysis data.
The collected data was used in the SPSS statistics package, and a frequency analysis was conducted to examine the general characteristics of the data.
According to the results of empirical analysis, ‘transactional leadership’ and ‘transformational leadership charisma’ came together to have a positive effect on internal customer satisfaction, but the ‘intellectual stimulation’ of transformational leadership was not largely meaningful. Also, data fidelity of system quality and system confidence came together as one factor, placing, above all, a significant meaning in the accuracy of information and service. Lastly, in the factor analysis which has an effect on call center service satisfaction, tangibility and assertiveness were grouped as one factor, and responsiveness and confidence as another, showing that the two groups were similar. Sympathy showed to have a low level of valence.
The implications of this study are as follows: First of all, call center workers had a tendency of linking the ability to compensate and penalize, and control the two skillfully with transactional leadership and transformational leadership charisma. It can be considered that as call center workers grow accustomed to the incentive-based goal achievement system, already broadly adopted in many call centers, they do not clearly distinguish between transactional leadership and transformational leadership charisma.
In addition, the questionnaire items ‘A role model leader’ and ‘Respected leader,’ which are factors that raised the satisfaction of call centers, showed high valence in the correlation between internal customer satisfaction and leadership. This implies that call center workers tend to be motivated and more satisfied with their work when there is a person they want to regard as a role model at work. In terms of system quality, as data fidelity and system confidence are grouped into one, call center workers regard the two items as one, placing a high importance on system information and service accuracy. As was mentioned in many pilot studies, this was an opportunity to renew the importance of system quality.
Another significant implication is that not all five factors of PZB (1998) SERVQAL were affected. According to previous pilot studies, the five factors each have individual impact or sometimes, have an effect as one group. The results of the study also showed that tangibility and assurance, and responsiveness and reliability were influential as respective groups. In particular, in contrast to other studies, the valence in empathy was low, and thereby, deleted. Empathy items were supposed to identify the extent the influence call center workers had on creating sympathy within the call center organization. The reason for the failure of expected results leads to the implication that there is a need to study the difference between regular and irregular workers.
The limits of the study and analysis was that due to a lack of samples, the study results could not be generalized, and according to how respondents accepted and understood the survey, there was a lack of accuracy. Also, there were differences in the determination of the range of ‘call center leader’ by businesses, thereby creating a lack of consistency in survey response and results interpretation.
It is true that although the number of call center organizations and call center workers are increasing gradually, there is a dire lack of related studies. Going forward, there is a need to conduct call center related studies in a more proactive and diverse manner. It may be anticipated that future studies will connect the perceptional difference of regular and irregular workers, the satisfaction according to service years and age, and previous working experience at call centers in more detail, thereby producing more meaningful results.