Models of workplace turnover are rarely assessed in contexts other than that in which they were developed. This reduces their generalizability and their usefulness in providing managers with guidance as to what they might do to reduce workers intentions to quit. The purpose of this study is to test a model derived from a study of shop floor retail salespeople in the call centre environment.
A questionnaire measuring the variables in the model was completed by 126 call centre representatives recruited from 11 call centres in Melbourne, Australia.
Although the model was supported, the interactions among the variables differed. In particular, stressors played a bigger, albeit indirect, role in the intention to quit.
Call centre managers need to consider carefully the aspects of the work environment that may be stressful. If appropriately addressed, turnover may be reduced, and productivity increased.
This paper demonstrates that the model of turnover derived from shop floor salespeople is generally robust in the call centre setting. It provides management of call centres with some guidance as to the factors associated with turnover and areas that can be addressed to reduce it.
