Julia Kiely

Action Inquiry Strategies: Taking stock and moving forward

By focusing on the dynamics of action inquiry strategies, this paper has framed the way in which the process is characterised and the potential of this approach for applied management research. The relationship between improved knowledge through action and improved action through reflection is the main thrust of action inquiry strategies. Action inquiry is seen as a cyclical process whereby knowledge is created in and for action. While all action inquiry strategies are shown to share broadly similar features, the four distinctive approaches—action research, participatory action research, action learning, and action science—are found to differ along distinguishable ideological and procedural dimensions. The different approaches should not be viewed as wholly discrete or precise, but rather as a means to explore the idea of fitness for purpose of the respective action inquiry strategies.

An exploration of managerial issues in call centres

This paper explores managerial issues in call centres through two intensive case studies in UK organisations, supplemented by interviews with five operations managers in other call centres. The research explores key issues from the perspective of managers, team leaders, and customer‐service agents. Our findings show a growing professionalism among those working in call centres ‐ in keeping with the prominent role played by call centres in the market value chains of many organisations. Managers are under pressure to meet the potentially conflicting goals of customer service and efficiency in variable circumstances which cause the work load on call centres to alter significantly. In this environment, decisions on the use of technology, and on the roles, skills, and competencies of customer agents, are critical. So too are the ways in which human resource practices are employed in this relatively new and fast‐growing form of organisation.

Violence faced by staff in a learning disability service

This study explores the issue of violence experienced by staff in the learning disability service of an NHS Trust. Based on the literature review a questionnaire survey was sent to all staff employed in the Trusts learning disability service (n = 295). The questionnaire sought: background details of respondents; numerical incidences and types of violence experienced over the previous 12 months; reporting mechanisms; reactions to and impact of violence on individuals and their work; support received. Vignettes provide a rich picture of the types of violent incidences and their impact. The findings show that 81% of staff in the learning disability service had experienced violence in the previous 12 months. Many had numerous experiences of violence. New and inexperienced staff are particularly vulnerable. Training and support systems are, on the whole, limited. Support received from colleagues is generally regarded as more helpful than that of line management. To explore good practice elsewhere, semi-structured interviews were held with individuals working with potentially violent clients in organizations other than the learning disability service. Suggestions are offered for putting in place human resource strategies to reduce the incidences of violence and provide appropriate post-incident support for staff on a continuing basis.

Creating strategies for managing evolving customer service

This paper reports research that investigates the perceptions of service managers on the future of customer service. It provides insight into the evolving managerial issues through detailed interviews with senior customer‐service directors and managers in different service sectors. Service organisations that will be successful in the future will focus the roles and capabilities of their customer‐service staff on customer needs, and support them through active service leadership. A six‐stage approach to developing the necessary strategies for managing customer service in this environment is deduced.

Emotions in Business-to-Business Service Relationships

Emotion in business-to-business service relationships regarding cargo services is explored. The service relationship is characterised by mutual trust and cooperation. Contact is mainly via telephone or e-mail with some face-to-face interactions and participants providing a complex, multi-skilled seamless service. Experience rather than training plays a vital role with long-term service relationships built up and maintained. Emotional sensitivity is acquired partly by experience and a repeat customer base but mainly through a genuine desire to help and get to know others. In contrast to the view of emotional labour bringing managerial control or adverse affects to service staff, the emotion engendered by this work is authentic expression bringing personal satisfaction.

Scenarios for future service encounters

This article develops research-based scenarios of future service encounters. Views from senior customer service directors in 14 major service companies regarding future service encounters and future roles and capabilities of customer service professionals were gathered. This was considered in the light of secondary data regarding technology and socio-economic projections. Short scenarios of future service encounters around key dimensions of technology, time and money are presented. Ways in which scenario planning may be used to aid planning and proactive business strategy in the service sector are discussed.

Exploring the future roles and capabilities of customer service professionals

The study investigates the roles and capabilities likely to be required of customer service professionals (CSPs) in future service encounters. Following a literature review and the results from customer focus groups, a matrix for future customer service roles is developed in which the domains of technical interaction and emotional interaction are displayed. The matrix is tested against interview data from executives in leading service organisations and four key CSP roles are developed, corresponding to the customer service domains displayed in the matrix. The study concludes with a discussion of these four roles and the management implications of the study.

Sexual harassment at work: experiences from an oil refinery

This article explores the issue of sexual harassment within a large oil refinery. It considers the reasons for the occurrence of such harassment and the subsequent effects on individuals and victims. By means of a questionnaire survey, information was gathered on differing perceptions of what constitutes offensive behaviour and the frequency and nature of the incidents. Two vignettes provide a rich picture of the types of harassment, how complaints were handled and the differing impacts on individuals. Senior managers were interviewed to ascertain their perception of issues of harassment. Finally, suggestions are offered regarding future company procedures and management actions required to mitigate the issue of sexual harassment. The research highlights the need for management and employee actions, in terms of training and awareness of issues.

BA business studies degree: employment experiences of ‘sandwich’ degree graduates versus 1-year ‘conversion’ programme graduates

Abstract The study explores the employment experiences in the initial months after graduating of four cohorts of BA (Hons) Business Studies (BABS) graduates. Two of the four cohorts graduated with a BABS ‘sandwich’ degree which is a 4-year full-time degree programme during the third year of which students are employed full-time on a placement in industry or commerce. The remaining two cohorts obtained a Higher National Diploma (HND) in Business and Finance through 2 years of full-time study and then followed a 1-year conversion programme leading to the award of BA (Hons) Business Studies. The cohorts graduated in the years 1994 or 1995. Results of a questionnaire survey indicate differences in the experiences of the two types of graduates, depending on the route taken to achieve the degree of BA (Hons) Business Studies. Those taking the four-year BA (Hons) Business Studies ‘sandwich’ degree are more successful in both securing employment and obtaining a higher average starting salary. The research suggest...

Employee Job Satisfaction following Deregulation in the Bus Industry

This article examines the effect of deregulation on 95 first line managers in the bus industry. The way deregulation was handled by the government was a major source of criticism. On the whole the sample felt perturbed by deregulation as they did not see it as being in the best interest of the public or the bus industry. Feelings regarding the effects on their jobs were mixed although quite a number felt deregulation had led to improvements. Despite concern over the status of the bus industry, the image of the companies in the community and the services they offered, respondents expressed considerable pride in working for their respective companies. It is tentatively suggested that poor communication before and immediately following deregulation was the cause of much of the dissatisfaction.