The DOI matches its Crossref record; 60 of the 61 references it cites were found in a registry or an index.
Call centers as Lean service environments: job-related strain and the mediating role of work design
Abstract
Call centers can be considered as lean service systems, with leanness being described in terms of both dialog scripting and performance monitoring. Using data from a sample of 823 call handlers from 36 call centers, these lean characteristics are examined in relation to the prediction of call handler job-related strain. Moreover, the extent to which this relationship can be accounted for by work design characteristics are examined. Findings confirm that employees who experience greater dialog scripting and more intensive performance monitoring show higher levels of strain. These relationships are fully mediated by work design. These findings demonstrate the importance of considering the impact of lean working practices on employee health.
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“This has led researchers to propose that the effects of Lean are contingent on how and where Lean is implemented [33, 37, 41].”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [37]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [37]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [37]
In the citing paper
“These undesirable employee effects are well documented in the broader Lean literature [32–39, 94–97] but may not show up in reports on Lean in health care either because of how Lean is implemented in health care or because studies in health care simply do not measure employee effects.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [37]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [37]
Citations
Cites
Baron, R. M., & Kenny, D. A. (1986) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.51.6.1173 · Cited by 91,532
Well-being : the foundations of hedonic psychology
Kahneman, D. J., Diener, E. F., & Schwarz, N. (1999) · Cited by 7,472
The machine that changed the world
(1992) · Long Range Planning · doi:10.1016/0024-6301(92)90400-v · Cited by 5,820
The Machine That Changed the World
Wolf, B. M. (1991) · Journal of International Business Studies · doi:10.1057/jibs.1991.40 · Cited by 4,766
Role Conflict and Ambiguity in Complex Organizations
Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970) · Administrative Science Quarterly · doi:10.2307/2391486 · Cited by 3,700
Two Types of Bureaucracy: Enabling and Coercive
Adler, P. S., & Borys, B. (1996) · Administrative Science Quarterly · doi:10.2307/2393986 · Cited by 2,326
Vos, H. (1946) · The Annals of the American Academy of Political and Social Science · doi:10.1177/000271624624500109 · Cited by 2,044
The measurement of well-being and other aspects of mental health.
Warr, P. (1990) · Journal of Occupational Psychology · doi:10.1111/j.2044-8325.1990.tb00521.x · Cited by 1,490
Jackson, S. E., & Schuler, R. S. (1985) · Organizational Behavior and Human Decision Processes · doi:10.1016/0749-5978(85)90020-2 · Cited by 1,219
Dual processes at work in a call centre: An application of the job demands – resources model
Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2003) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320344000165 · Cited by 1,073
The customer is not always right: customer aggression and emotion regulation of service employees
Grandey, A. A., Dickter, D. N., & Sin, H. (2004) · Journal of Organizational Behavior · doi:10.1002/job.252 · Cited by 984
‘An assembly line in the head’: work and employee relations in the call centre
Taylor, P., & Bain, P. (1999) · Industrial Relations Journal · doi:10.1111/1468-2338.00113 · Cited by 801
Emotion regulation in customer service roles: Testing a model of emotional labor.
Totterdell, P., & Holman, D. J. (2003) · Journal of Occupational Health Psychology · doi:10.1037/1076-8998.8.1.55 · Cited by 657
Deery, S. J., Iverson, R. D., & Walsh, J. T. (2002) · Journal of Management Studies · doi:10.1111/1467-6486.00300 · Cited by 561
The impact of Lean production and related new systems of work organization on worker health
Landsbergis, P. A., Cahill, J., & Schnall, P. (1999) · Journal of Occupational Health Psychology · doi:10.1037/1076-8998.4.2.108 · Cited by 528
New measures of job control, cognitive demand, and production responsibility.
Jackson, P. R., Wall, T. D., Martin, R., & Davids, K. (1993) · Journal of Applied Psychology · doi:10.1037/0021-9010.78.5.753 · Cited by 515
Self-citationThe demands—control model of job strain: A more specific test
Wall, T. D., Jackson, P. R., Mullarkey, S., & Parker, S. K. (1996) · Journal of Occupational and Organizational Psychology · doi:10.1111/j.2044-8325.1996.tb00607.x · Cited by 479
Self-citationEmotional dissonance, emotional exhaustion and job satisfaction in call centre workers
Lewig, K. A., & Dollard, M. F. (2003) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320344000200 · Cited by 479
Parker, S. K. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.4.620 · Cited by 438
Job and Work Design: Organizing Work to Promote Well-Being and Effectiveness
Parker, S. K., & Wall, T. D. (1998) · Sage eBooks · doi:10.4135/9781452231518 · Cited by 413
Sawyer, J. (1992) · Journal of Applied Psychology · doi:10.1037/0021-9010.77.2.130 · Cited by 395
JOB SCOPE AND STRESS: CAN JOB SCOPE BE TOO HIGH?
Xie, J. L., & Johns, G. (1995) · Academy of Management Journal · doi:10.2307/256858 · Cited by 392
(2017) · Human Resource Management International Digest · doi:10.1108/hrmid-04-2017-0065 · Cited by 366
Electronic performance monitoring and social context: Impact on productivity and stress.
Aiello, J. R., & Kolb, K. J. (1995) · Journal of Applied Psychology · doi:10.1037/0021-9010.80.3.339 · Cited by 356
Reassessing Human Resource Management
Mamman, A. (1993) · International journal of employment studies · Cited by 349
The Effects of Performance Monitoring on Emotional Labor and Well-Being in Call Centers
Holman, D. J., Chissick, C., & Totterdell, P. (2002) · Motivation and Emotion · doi:10.1023/a:1015194108376 · Cited by 337
Beyond bureaucracy? Work organization in call centres
Frenkel, S. J., Tam, M., Korczynski, M., & Shire, K. A. (1998) · The International Journal of Human Resource Management · doi:10.1080/095851998340694 · Cited by 326
Characteristics of Departments, Positions, and Individuals: Contexts for Attitudes and Behavior
Rousseau, D. M. (1978) · Administrative Science Quarterly · doi:10.2307/2392578 · Cited by 318
Reactions to Employee Performance Monitoring: Framework, Review, and Research Directions
Stanton, J. M. (2000) · Human Performance · doi:10.1207/s15327043hup1301_4 · Cited by 306
Working in the service society
(1997) · Choice Reviews Online · doi:10.5860/choice.34-4180 · Cited by 294
The viability of alternative call centre production models
Batt, R., & Moynihan, L. M. (2002) · Human Resource Management Journal · doi:10.1111/j.1748-8583.2002.tb00075.x · Cited by 276
Work Role Ambiguity, Job Satisfaction, and Job Performance: Meta-Analyses and Review
Abramis, D. J. (1994) · Psychological Reports · doi:10.2466/pr0.1994.75.3f.1411 · Cited by 251
Employee stress and health complaints in jobs with and without electronic performance monitoring
Smith, M. J., Carayon, P., Sanders, K., Lim, S.-Y., & LeGrande, D. (1992) · Applied Ergonomics · doi:10.1016/0003-6870(92)90006-h · Cited by 249
Knights, D., & McCabe, D. (1998) · Journal of Management Studies · doi:10.1111/1467-6486.00089 · Cited by 241
Zapf, D., Isic, A., Bechtoldt, M. N., & Blau, P. A. (2003) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320344000183 · Cited by 216
Employee wellbeing in call centres
Holman, D. J. (2002) · Human Resource Management Journal · doi:10.1111/j.1748-8583.2002.tb00076.x · Cited by 212
The sacrificial HR strategy in call centers
Wallace, C., Eagleson, G., & Waldersee, R. (2000) · International Journal of Service Industry Management · doi:10.1108/09564230010323741 · Cited by 196
Reassessing Human Resource Management
Blyton, P., & Turnbull, P. (1992) · Medical Entomology and Zoology · Cited by 195
Working conditions, well-being, and job-related attitudes among call centre agents
Grebner, S., Semmer, N. K., Faso, L. L., Gut, S., Kälin, W., & Elfering, A. (2003) · European Journal of Work and Organizational Psychology · doi:10.1080/13594320344000192 · Cited by 188
Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs.
Campion, M. A., & Mcclelland, C. L. (1993) · Journal of Applied Psychology · doi:10.1037/0021-9010.78.3.339 · Cited by 181
Working in the Service Society.
Bernhardt, A., Macdonald, C. L., & Sirianni, C. J. (1998) · Industrial and Labor Relations Review · doi:10.2307/2525125 · Cited by 168
Service Work in Consumer Capitalism: Customers, Control and Contradictions
Korczynski, M., Shire, K. A., Frenkel, S. J., & Tam, M. (2000) · Work Employment and Society · doi:10.1177/09500170022118671 · Cited by 161
Computerized performance monitoring systems: use and abuse
Irving, R. H., Higgins, C. A., & SAFAYENI, F. R. (1986) · Communications of the ACM · doi:10.1145/6424.6430 · Cited by 156
The limits to‘Japanisation’—Just‐in‐Time, labour relations and the UK automotive industry
Turnbull, P. (1988) · New Technology Work and Employment · doi:10.1111/j.1468-005x.1988.tb00084.x · Cited by 151
Lean production teams and health in garment manufacture.
Jackson, P. R., & Mullarkey, S. (2000) · Journal of Occupational Health Psychology · doi:10.1037//1076-8998.5.2.231 · Cited by 148
Self-citationLean production teams and health in garment manufacture
Jackson, P. R., & Mullarkey, S. (2000) · Journal of Occupational Health Psychology · doi:10.1037/1076-8998.5.2.231 · Cited by 148
Self-citationEvolving high commitment management and the experience of the RAC call centre
Hutchinson, S., Purcell, J., & Kinnie, N. (2000) · Human Resource Management Journal · doi:10.1111/j.1748-8583.2000.tb00014.x · Cited by 127
Carayon, P. (1993) · Human Factors The Journal of the Human Factors and Ergonomics Society · doi:10.1177/001872089303500301 · Cited by 119
Advanced manufacturing technology and work design: Towards a theoretical framework
Wall, T. D., Corbett, J. M., Clegg, C., Jackson, P. R., & Martin, R. (1990) · Journal of Organizational Behavior · doi:10.1002/job.4030110304 · Cited by 101
Self-citationTurner, J., & Karasek, R. A. (1984) · Ergonomics · doi:10.1080/00140138408963539 · Cited by 85
Employee reactions to JIT manufacturing practices: a two‐phase investigation
Mullarkey, S., Jackson, P. R., & Parker, S. K. (1995) · International Journal of Operations & Production Management · doi:10.1108/01443579510102909 · Cited by 78
Self-citationImpact of just-in-time on job content, employee attitudes and well-being: a longitudinal study
Jackson, P. R., & Martin, R. (1996) · Ergonomics · doi:10.1080/00140139608964429 · Cited by 77
Self-citationThe use of computers in offices: Impact on task characteristics and worker stress
Sainfort, P. C. (1992) · International Journal of Human-Computer Interaction · doi:10.1080/10447319209526041 · Cited by 69
The essentials of the new workplace : a guide to the human impact of modern working practices
Holman, D. J. (2005) · Cited by 65
Amick, B. C., & Celentano, D. D. (1991) · Ergonomics · doi:10.1080/00140139108967341 · Cited by 60
Effects of electronic performance monitoring on job design and worker stress: Results of two studies
Carayon, P. (1994) · International Journal of Human-Computer Interaction · doi:10.1080/10447319409526089 · Cited by 50
Halford, V., & Cohen, H. H. (2003) · Journal of Safety Research · doi:10.1016/s0022-4375(03)00012-4 · Cited by 48
Electronic Performance Monitoring and Stress: The Role of Feedback and Goal Setting.
Aiello, J. R., & Shao, Y. (1993) · International Conference on Human-Computer Interaction · Cited by 32
The relationship between simplified jobs and mental health: A replication study
Clegg, C., & Wall, T. D. (1990) · Journal of Occupational Psychology · doi:10.1111/j.2044-8325.1990.tb00530.x · Cited by 26
Workers Under Lean Manufacturing
Delbridge, R. (2002) · Wiley eBooks · doi:10.1002/9780470713365.ch2 · Cited by 16
Research works printed but not linked: 9
- Baumgartner, 2002, Call centers in der Schweiz. Psychologische Untersuchungen in 14 Organizationen
- Delbridge, 1992, Human resource maximization: The management of labor under a JIT system., 56
- Holman, 2005, Call centres., 111
- Holman, 2002, Human resource management in call centres.
- Leidner, 1996, Rethinking questions of control: Lessons from McDonald's.
- Parker, 1998, Organizational interventions to reduce the impact of poor work designs.
- Sprigg, 2003, Psychosocial risk factors in call centres: An evaluation of work design and well-being. HSE Research Report (RR 169).
- Warr, 1999, Well-being and the workplace., 393
- Wood, 2004, Organizational performance and manufacturing practices., 197
Cited by
Sorted by citations
Tarafdar, M., Cooper, C. L., & Stich, J. (2019) · Information Systems Journal · doi:10.1111/isj.12169 · Cited by 1,085
Lean Thinking in Emergency Departments: A Critical Review
Holden, R. J. (2011) · Annals of Emergency Medicine · doi:10.1016/j.annemergmed.2010.08.001 · Cited by 516
Wang, B., Liu, Y., & Parker, S. K. (2020) · Academy of Management Annals · doi:10.5465/annals.2018.0127 · Cited by 377
A Systematic Literature Review on Recent Lean Research: State‐of‐the‐art and Future Directions
Danese, P., Manfè, V., & Romano, P. (2017) · International Journal of Management Reviews · doi:10.1111/ijmr.12156 · Cited by 356
Lean transformation in the pure service environment: the case of the call service centre
Piercy, N. C., & Rich, N. (2009) · International Journal of Operations & Production Management · doi:10.1108/01443570910925361 · Cited by 322
Metadata
- Authors
- Sprigg, C. A., & Jackson, P. R.
- Affiliations
- University of Sheffield (GB)
- ORCID
- Jackson, Paul R.
- Venue
- Journal of Occupational Health Psychology
- Published
- 2006
- Volume
- 11
- Issue
- 2
- Pages
- 197-212
- ISSN
- 1076-8998 (ISSN-L)
- 1939-1307
- OpenAlex
- W1991082170
- Cited by
- 151
- References
- 61
- Citations by year
- 2026: 1 · 2025: 3 · 2024: 5 · 2023: 8 · 2022: 13 · 2021: 14 · 2020: 11 · 2019: 10 · 2018: 7 · 2017: 11 · 2016: 6 · 2015: 10 · 2014: 12 · 2013: 8 · 2012: 10
- FWCI
- 5.79
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Occupational Health Psychology (publishedVersion)
- PubMed (publishedVersion)
- Research Explorer (The University of Manchester) (submittedVersion)
- Funders
- Health and Safety Executive (HSE)
- Topics
- Health Sciences › Medicine › Public Health, Environmental and Occupational Health › Workplace Health and Well-being
- Social Sciences › Sociology and Political Science › Emotional Labor in Professions
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- call centers, job design, performance monitoring, mediating effect, employee health
- MeSH terms
- Adult, Female, United Kingdom, Hospital Communication Systems, Humans, Male, Middle Aged, Surveys and Questionnaires, Stress, Psychological, Telecommunications, Work Schedule Tolerance, Efficiency, Organizational
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
