Stress and sexual dysfunction among call center employees

The call center community often defines itself as an industry, with numerous national and international call centers. But there has some dispute among researchers as to whether it is appropriate to refer such thing as the ?call center industry?. Bain and Taylor (1999) argue that it is more appropriate to use the term ?sector? as call centers are found across a wide range of industries and may be similar primarily in terms of their core technologies. Belt, Richardson and Websler (2000) agreed that call centers are not an ?industry? as the term generally defined, but rather represent certain ways of delivering various services using the telephone and computer technologies across traditional industry boundaries. The basic reason by which employees getting stress in their routine life is nonstop mobile calling, duty to make interaction with customer and complete the target within the time, threat and intensity, make the employees stressful and depressed. Dollard, Dormann, Boyd and Wine field (2003) assessed two unique stressors associated with the human service work i.e emotional dissonance, the need to hide negative emotions and client related social stressors. The latter may involve disproportionate customer expectations and verbally aggressive customers. These stressors affect all human service workers, even though they may vary in the extent to which their work involves lasting relationship with customers. They argued that social support and training designed to develop ?role separation? are crucial resources needed to help human service workers cope with the unique stressors of their job. The key stressors in call centers are: 1. Nature of job: The primary source of stress reported is inherent to the nature of the job spending all day on the phone dealing with the people one another day after day is difficult. Knights and Mccabe (2003) took a different approach to stress in the work place. 2. Quality/quantity conflict: Call centers are rooted in contradictory tensions and structural paradoxes and confront a number of tradeoffs on that basis. There set a context for attitudes towards the organization and can impose conflicting role requirements of agents. 3. Intensity: The third central stressor in call center work is intensity. As Bain (2001) argues ?far from beginning either in terminal decline or on the wane, Taylorism in conjunction with a range of either control mechanisms is not only alive, well and deeply embedded in the call center labor process but its malevolent influence appears spreading to previously cincharted territory.? 4. Targets: There is a fourth feature of some call center work that may engender stress performance targets.