The job satisfaction and performance of contingent and regular customer service representatives

Abstract

Although research on customer service representatives (CSRs) in call centers has increased in recent years, little attention has been paid to the growing use of contingent (temporary) CSRs in this setting. This study investigated the role that human capital plays in explaining the job satisfaction and performance of contingent and regular CSRs. Consistent with our expectations, contingent CSRs had less human capital but higher job satisfaction than regular workers. In addition, we found that human capital mediated the relationship between work status and job satisfaction. Contrary to expectations, no performance differences were found between contingent and regular CSRs. Implications for research and practice are discussed.

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