Study On Employee Separation In D Call Center Based On Price-mueller (2000) Model

The modern service industry is redefined for the emergence and development of the c Under the background of the rapid development of Internet economy,both individuals and enterprises cannot do without the convenience and efficiency of call service to life and work all industry.It has changed the way of the traditional service industry,updated the concept of modern service and made the content and way of the modern service more abundant.The call industry is a labor-intensive industry,and people are the foundation of the development of call centers.In 2014,the supply of talent in the call industry was seriously insufficient,with a gap of 1 million.At the same time,the turnover rate of the call industry remains high,the average monthly turnover rate of the front line employees varies from 10% to 50%,and the turnover rate is almost 100% a year.That is,most employees will quit in a year,and they will have an average time of 12 months in the call center.The employee resignation of call centers has become the focus of the call industry and domestic scholars.As the biggest call platform in the western region,the D call center is also facing the problem of high turnover rate.The turnover of D call center employees has brought negative influence in varying degrees on the quality of its businesses,the stability of existing employees and the future development of enterprises.In this paper,the D call center is used as the research object to explore the influencing factors of employee turnover and find the corresponding solutions.In this paper,the mature Price-Mueller(2000)model in the field of foreign turnover is used as basis,and the empirical study of the work status in the D call center employees is carried.In the construction of the model,four new variables are added in this paper,which combine the research results of domestic scholars on Price-Mueller(2000)model and the characteristics of call center staff.They are respectively job recognition,leadership,career growth and switching costs.Based on the newly revised separation model and the results of the questionnaire,a descriptive statistical analysis,a single factor analysis of variance and the correlation analysis between the variables are carried out.The results of data analysis are as follows:(1)the significant correlation related to job satisfaction is distributive justice,salary,promotion opportunities,job recognition,leadership and career growth;(2)the significant correlation related to organizational commitment is distributive justice,promotion opportunities,job recognition and career growth;(3)the significant correlation related to turnover intention is distributive justice,salary,social support,job recognition,leadership,career growth and switching costs.Finally,combined with the results of empirical analysis,the corresponding solutions are put forward as follows:(1)Clear the selection criteria and improve the recruitment process.;(2)Constructing an elastic salary system to enhance the fairness of employees' salary distribution;(3)to enrich the work content and strengthen the employee's work identity;(4)to improve the quality of training and establish a perfect career growth channels;(5)to optimize the way of leadership and build a harmonious cultural atmosphere of the industry...