DOI: https://doi.org/10.52131/pjhss.2023.1101.

0338
Pakistan Journal of Humanities and Social Sciences

Volume 11, Number 1, 2023, Pages 160–171

Journal Homepage:
https://journals.internationalrasd.org/index.php/pjhss

Impact of work load and Stress in Call Center Employees Evidence from
Call Center Employees
Sana Chaudhary1, Nadia Nasir2, Saif Ur Rahman3, Salman Masood Sheikh4
1
M. Phil Scholar, Superior University Lahore, Pakistan. Email: [email protected]
2
Faculty of Business Administration, Superior University Lahore, Pakistan. Email: [email protected]
3
Assistant Professor, Superior University Lahore, Pakistan. Email: [email protected]
4
Dean & Professor, Faculty of Economics and Commerce, Superior University Lahore, Pakistan.
Email: [email protected]

ARTICLE INFO ABSTRACT

Article History: The study investigates the Impact of Workload and Technologies
Received: January 10, 2023 on the Performance of Call Centre Employees." Single-way ANOVA
Revised: February 25, 2023 is used for analysis. In this study, we use questionnaires to gather
Accepted: February 26, 2023 data on the variables Gender, Age Group (In Years), Education,
Available Online: February 27, 2023 Experience (In Yrs.), Daily Practice, Relational Uncertainty,
Keywords: Relational Distance, Opportunism, and Inter-partner
Turnover incompatibility. The outcomes of the study confirm that the study
Retention observe that the significant and positive effect of workload and
non-probability technologies on the performance of Call Centre Employees. It
Interactive Voice Response (IVR) implies that when departments use the results of rational
Funding: uncertainty, there are considerable differences between them.
This research received no specific The result shows that there is positive relationship between
grant from any funding agency in the number of hours use mobile and online libraries. However, the
public, commercial, or not-for-profit finding exhibit that a positive and significant associations exist
sectors. between no. of hour mobile use and mobile distract. Moreover,
the regression result confirms that Rational Distance, Number of
hours, Age, inter partner relationship and opportunism have
significant effect on job satisfaction. Furth more, the coefficient
value of Age has significant effect on Inter-partner
incompatibility. While the Relational Distance has insignificant
effect opportunity to get a better job in this company.
© 2023 The Authors, Published by iRASD. This is an Open Access article
distributed under the terms of the Creative Commons Attribution Non-
Commercial License
Corresponding Author’s Email: [email protected]

1. Introduction
Call center agents usually experience stress during their working hours because they
need to meet growing customer expectations, unpredictable demands and workloads, comply
with performance metrics as well as productivity goals, and give their best to meet the stringent
requirements the management imposes (Ali, ur Rahman, & Anser, 2020; Charoensukmongkol &
Puyod, 2022; Kumar, 2019). Also reveals that call center agents regularly cope with copious
amounts of information and perform monotonous and repetitive tasks. Often, they must feign
positive emotions to appease and satisfy the most difficult customers and they also have to face
emergence and broadcasting technologies with respect to business and social aspects of
customers. So, it can be realized that very little publication is being observed for call centers.
Job stress can be conceptualized as a negative mental state caused by a dynamic interaction
between an individual and a work environment, as a personal response to work environment
characteristics that threaten an employee emotionally or physically (Job stress negatively affects
productivity or performance (Lee et al., 2019; Rehman, Ali, Idrees, Ali, & Zulfiqar, 2022; Sarwar,
Ali, Bhatti, & ur Rehman, 2021).

In previous studies the role of information technologies (IT) have been studied to bring
reforms in call center industries for optimization of queuing (Koole & Mandelbaum, 2002),
reshaping operational services into bureaucratic procedures and further modification of
outsourcing Carmel and Tjia (2005) Hasija, Pinker, and Shumsky (2008). Such studies focus on
call center’s performance and workforce with the contribution of IT. The relationship between
technology and performance of providing services has crucial range (Jae-woong, Hossain, Moon,
160 eISSN: 2415-007X
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

& Choe, 2010) and technology has a tough role to provide instant services to client (Bilal, Shah,
Rahman, & Jehangir, 2022; El Sawy & Bowles, 1997; Hassan, Sheikh, & Rahman, 2022; Khan,
2022). At call centers, there is some confusing situation occurs because client demands
strategical reply and instant resolution of queries with high service quality and call centers tends
to give answer on the spot for maintain the better relationship with clients.

It is the era of globalization and in this era employees are the integral part of
organization. Every organization has positive and negative effects due to its employees. So every
organization has Human resource department (HR), so it my help for finding exact employee.
HR also trains its employee related to job nature but the problem is that employee movement
has to face by every type of business even trading, manufacturing and non-profit organization
etc. Organizations are worried how to manage this turnover rate and what will be the basic
reasons of turnover maybe it is due to ambiguity, dusky hierarchy level, personal factor, less
reward and motivation, organization culture and structure. Call center working conditions are
very tough because overtime, more shifts, long working hours, job discrimination and health
issues, supervisor behave, lightening and heat issues.

There is workload on employee due to a big obscurity means when call center agent in
and starts his work and when he goes out from workplace he is not sure about his proper wok
task and ultimate and what does his organization actually demands from him. Employee
sometimes also gets irritated because of changing policies of hiring and firing, uncertain level of
participation, changes in workplace and communication gaps. Workload is the main reason of
turnover because a big level of responsibilities are given to employee in a specific time period
and employee get exhausted (Hafiza et al., 2022; Shahid, Muhammed, Abbasi, Gurmani, & ur
Rahman, 2022).

If employees are not satisfied with their job, then they will pay attention towards job and
will perform bad. Job satisfaction has a strong effect on commitment and it enhances motivation
(Eby, Freeman, Rush, & Lance, 1999). An employee who is satisfy with his job can take
organization on the way to development and to achieve goals and objective effectively. A
satisfied employee also fulfil his commitment to maintain the relationship with workplace
(Robbins & Voll, 2005). Sometimes call centers are hot bed for it employees because of
introduction of new technological changes. But there are for main applications that plays an
important role in this industry:

Automated Call Distribution (ACD), this make the calls that can be easily handled because
the work cannot be done manually how many calls have to attend by different persons and till
what time slot. ACD make this feasible because this decides frequency and time duration
automatically, according to number of employees, domain and skills. Due to this que time is also
reduced. The importance of call centres is being emphasized by marketers in organizations more
and more at the moment. Marketers are now placing more focus on the importance of call centers
within their organizations.

Interactive Voice Response (IVR) is a recorded voice message that can provide directly
answers of clients of simple queries automatically. The first aim of IVR is to cure the client. By
using it customers can save their times for short and simple queries and get reply instantly
without waiting to talk with representative.

Computer Technology Integration (CTI) is used for details and profile of the customer
shows on the screen. When the call lands the customer profile pop up on the side without
knowing all this information from customer directly. It enables the operator to recognize the
customer easily and he can alter the data during conversation. It improves the relationship with
customer and internal coordination. Email is the important source to transfer data to relevant
person and department to retain level of responsibility. It is reliable so that data can move within
organization and it increases specialization of work and coordination.

Technology based call centers helps in outsourcing for business. Computer based call
centers helps operators to wind up and tackle high volume of call transactions with sophistication
on real time and it also helps in call routing smoothly. The call centers that are dealing with the
inbound calls deals with high degree of sophistication and soft skills and automatic distribution

161
of contacts to handle the calls traffic management. So, it is the efficient key of call center
operations for all over success of services.

Call centers represented a significant realignment of the entire economy's customer

interface. Prescriptive scripts were used as mechanisms in these process realignments to
maximize operational efficiency, reduce the need for skilled labor, and have a negative impact
on customer relationships. However, organization requires a lot of investment to introduce new
technology and it contributes in all over performance. A survey conducted at Annual Call Center
Exhibition 2006 to know about the experience of managers and call center agent after using new
technology by giving them series of question and what is the impact on performance and on
productivity. This represents that technology creates problems on productivity (Khoula, ur
Rehman, & Idrees, 2022; Morena et al., 2020; Zulfiqar et al., 2022). Although, it can never be
said technology has positive impact but technological problems occur on operations.

In call centers performance and productivity are measured by how quickly customer is
responded and how quickly service is provided to customers. Productivity depends upon quick
availability of agent related to customer issue with standard or unusual skills quickly. We think
that call center is a socio-political system but this quick capacity based on employee personality,
characteristics, rewards, incentives, coordination and knowhow of information technology. Call
center is engaged to solid and rigid body of information technology to rule on organizational
design. Galbraith (2019) stated that, the infrastructure of organization consist of steps of policies
that tends to explain the internal factors that allow the blooming of firms skills and better
monitored by administration and can regulate the behave of employee. Curiously, we can say
that tasks and goals are defined under great discussions.

2. Literature Review
2.1. Call Centers
The importance of call centers is being emphasized by marketers in organizations more
and more at the moment. Marketers are now placing more focus on the importance of call centers
within their organizations. Hamon (2019) investigate that Call centers first showed up in the
1980s and grew rapidly during the following ten years (Moss, Salzman, & Tilly, 2008). In
industrialized information economies since the 1990s, call centers have become "the most
significant single source of client contact" (Sienes & Catan, 2022). Call centers are an important
sector of the labor market and have developed into a global service area that typifies the
globalized economy (Kornelakis, Kirov, & Thill, 2022). The two sorts of call centers—those that
cater to mass market consumers and those that cater to tailored customer base frequently
separated (Thite, 2010). Market segment characteristics have an effect on the practical
requirements of human resources development (HRM), including job design, level of work
discretion, and performance. Mass market customers often have basic demands, so businesses
that cater to this market rely significantly on methods for cutting costs and increasing efficiency,
particularly strict employee discretion and close monitoring of performance.

CSRs working in call centers that cater to a certain market, however, are required to
handle difficult tasks and forge bonds with clients. The HRM elements are created to encourage
engagement and commitment, and employees are given more freedom and are not subject to
as strict of performance monitoring. There are many different job designs available in call
centers. They have created an excellent work environment, which has led to great levels of
employee retention and customer satisfaction. Nonetheless, it appears that call centers that are
characterized by little discretion, simple tasks, and intense supervision are more common. A
more advanced form of Taylorism has been compared to call centers. (Roșca, 2022). They have
been referred to as "high-tech sweatshops" or "new age sweatshops," and its employees have
been referred to as "cyber coolies." (Budhwar, Varma, Rao, & Bhattacharya, 2019) investigates
that the job was described as "telephone waitressing" by a call center employee (Milner, Russell,
& Siemers, 2010). To combat their unfavorable reputation, some call centers do not even use
the name "call center" (Pierre & Tremblay, 2011).

2.2. Turnover and Retention

The planning in call center workplaces and its effects on personnel and company
performance were highlighted by Holman et al. in 2020. In a qualitative study with call center
managers and agents, it was further examined how changes in call center operation affected

162
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

staff attrition and retention (Pierre & Tremblay, 2011). A telemarketing company's executives
and call center staff were questioned. A telecoms company ran two call centers (one for billing
and the other for customer service), and a federal administrative agency in Canada ran other
contact centers. 20 interviews in all were conducted: (1) issues with recruiting, involving; (2)
aspects of involvement and (3) methods for involving agents (Pierre & Tremblay, 2011).
Employee retention and engagement were negatively impacted by the practice of placing repeat
consumers in numerous call centers 2018 (Pierre & Tremblay).

Several call centers purposefully sought out college freshmen in the hopes that they
would stick around until they graduated. Yet, in general, the students served as a temporary
workforce, and management faced challenges when depending so largely on young and
inexperienced employees. Another source of workers who often stayed only temporarily was
recent college graduates. An economic developer had the idea of collaborating to broadcast to
potential workers who would work from home second time. The main sources of stress were
interactions with unpleasant, annoying, or stressful customers as well as time and sales
pressures (Pierre & Tremblay, 2019).

Work schedules frequently included night shifts, weekends, and holidays at the expense
of employees' personal life, and the speed of work was frequently too frantic. Fatigue from
rotating shifts and night work may have a negative impact on an employee's ability to execute
their job. While some call centers allowed staff to choose their own work hours, others imposed
strict schedules on their agents. Programs have been identified in certain centers as the main
contributor to employee attrition. Workplace environments differed amongst centers, with
unpleasant or congested spaces making employees unhappy while airier settings and natural
light were liked by staff at other sites. (Pierre & Tremblay, 2011; Rehman et al., 2022; Shahid
et al., 2022). In actuality, research on contact centers typically emphasizes the drawbacks of
high monitoring and minimal task complexity. Monotonous work, following scripts, and intense
supervision were all important factors in people planning to quit. Unhappiness was influenced
by low pay, low status, and low recognition, as well as few prospects for advancement.

Many factors linked to unhappiness and turnover in call centers were highlighted in the
qualitative replies, along with work circumstances and HR tactics that increased drive,
effectiveness, and satisfaction (Jeon, Yoon, & Yang, 2022) Nonetheless, there were more
unfavorable remarks than favorable ones. The positive feedback, according to Pierre and
Tremblay, demonstrated that it is possible to put policies in place that encourage employee
involvement and loyalty and benefit the business through enhanced services of customer and
financial success. Although while management is aware of specific practices that increase
employees' job satisfaction, productivity, and retention, few contact centers have
make necessary financial commitments (Appel-Meulenbroek, Kemperman, van Susante, &
Hoendervanger, 2015).

2.3. Employee Engagement

Riyanto, Endri, and Herlisha (2021) investigate that Effect of work motivation and job
satisfaction on employee performance: Mediating role of employee engagement. In the
terminology of “employee engagement” introduced by Gallup Institute, attachment is defined as
the status (in a positive sense) of an employee regarding the work environment or the company
where he works. The definition of employee engagement varies widely across organizations and
participation of employees who remain in the organization. Employee engagement is the
antithesis of job fatigue. Related to work performance, 17% of unsatisfied employees, 70% of
engaged employees said they had a strong understanding how to meet consumers' needs along
with expectation. According to some calculations, the expense of retraining an employee is
equivalent to their annual salary. Riyanto et al. (2021). Compared to just 3% of unhappy
employees, two-thirds of engaged workers are eager to speak up on behalf of their company or
organization. The willingness of engaged employees to suggest the goods or services of their
employer is at 78%. Only 13% of disconnected workers would take the same action.

There is a clear correlation between staff engagement and customer happiness, according
to managers from numerous top (Cascio, 2014; Susanto, 2022) suggest that employee
performance appraisal provides feedback, and programs are prepared to improve performance
that can help employees develop skills to maximize their potential. To encourage employee
engagement, it's important to make workers feel valued and respected, involve them in
163
activities, and give them strong leadership. Because of this, the staff members take great pride
in their work and have a strong feeling of loyalty to both their positions and the business.

3. Research Methodology
3.1 Sample
A sample is a collection of people or things used in study taken for analysis from a wide
population. A sample of 25 respondents is chosen for this study.

3.2. Sampling Frame

The sampling frame is the group of people from who a sample will be drawn.

3.3. Sample Size

How many persons have to include in sample will depend on the size and variety of the
population, research plan, and other factors?

𝑁
𝑛 =
(𝑁. 𝑒 2 )

Where, e is Level of precision, N is population size, n is sample size and Researcher takes
a sample of 25 students.

3.4. Sampling
In statistics, a simple random sample is a cluster all of whom are chosen with the same
probability. Why do we use simple random sampling? Straightforward random sampling is
usually applied when little is known about the participant population. In order to have a
meaningful population size to deal with, researchers must also have a way to contact each
participant. There are several benefits and drawbacks to take into account as a result.

3.5. Data Collecting

Data collection is a method to collect information from all the related sources to find
answers of queries to reach problem of research, test the hypothesis and evaluate the results.
Data collection methods have two categories: secondary methods and primary methods. For this
research the data is collected from Pakistani call centers. The target population was 24 Ocean
Tech Global BPO call center employees in Pakistan.

3.6. Questionnaire
A questionnaire is a type of tool that asks a set of serious questions of respondents in
order to assemble and gather information. The primary goal of a questionnaire is to elicit
information from respondents. Even when the researcher is not present to directly obtain those
responses, it is a reasonably less price, and effective method of gathering a large amount of
data. In questionnaire firstly we take personal information like gender, age, parent’s income,
parent’s education, class, no of family members, no of earners &no of male or female school
going children. Some questions about parent’s income, parent’s education, transport issues,
strong family restrictions, suitable environment for education, stereotype mentality, issues of
harassments, child labor. This study gives the results of conducting a survey on the “Impact of
Workload and Technologies on the Performance of Call Centre Employees” we use questionnaires
to collect information on the variables Gender, Age Group (In Years), Education, Experience (In
Yrs.) Daily Practice, Relational Uncertainty, Relational Distance, Opportunism, Inter-partner
incompatibility. In order to realize the data has been collected and arranged in tabular form.

3.7 Analysis
3.7.1 Descriptive Statistic
Descriptive statistics can be useful for two purposes:

• to give a dataset's variables some fundamental context, and

• to draw attention to any possible connections between the variables.

3.7.2 Frequency Count and Percentage

A frequency count is a way to count how frequently an event happens. Rather than being
expressed as a fraction, a percentage is a piece of a whole expressed as a number between 0

164
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

and 100. Sometimes everything is 100%, half of the time it's 50%, and nothing is ever 100%.
You divide the share of the whole into 100 and multiply the result to get the percentage.
Frequencies and percentage of qualitative variables is made of gender, education. Quantitative
variables include age, collect information on the variables Gender, Age Group (In Years),
Education, Experience (In Yrs.) Daily Practice, Relational Uncertainty, Relational Distance,
Opportunism, Inter-partner incompatibility.

3.7.3 Bar Chart

Bar graphs work best when the changes are significant when attempting to measure
change over time. In our research we made bar chart of these variables, Gender, mobile phone
and how many hours, this study gives the results of conducting a survey on the, Age Group (In
Years), Experience (In Yrs.) Daily Practice, Relational Uncertainty, Relational Distance,
Opportunism, Inter-partner incompatibility. The collected data has been arranged in tabular
form.

3.7.4 Pie Charts

Pie charts represents percentages at a specific point in time and can be used to show
percentages of an entire group. Pie charts do not depict changes over time.

3.7.5 One-Way ANOVA

Checking to see if the data you wish to analyze can actually be assessed using a one-
way ANOVA is a step in the process when you decide to analyze your data using a one-way
ANOVA. This is necessary because only when your data "passes" the six prerequisites for a one-
way ANOVA's validity can you use it to get meaningful results. In actuality, verifying these six
hypotheses just takes a little bit more time from your study and requires you to click a few more
buttons in SPSS Statistics while carrying out your research, but it is not a tough effort.

Don't be startled if one or more of these assumptions are broken when you use SPSS
Statistics to analyze your own data before we introduce you to these six presumptions (i.e., is
not met). Working with real-world data is more common than using textbook examples, which
frequently only demonstrate how to perform a one-way ANOVA when everything goes according
to plan. Do not, however, worry. Even though your data contradicts some presumptions, there
is frequently a way to fix this.

3.7.6 Goodness of Fit Tests

The respective quality of each model must be taken into account when dealing with
multiple competing models. It is possible to test a model's quality by comparing its goodness of
fit to the data using one of two chi-square statistics:

3.7.7 The Chi-square Formula

Finally, we can test the validity of our data. A Chi-square value may be determined for
you by a number of applications, and I'll show you how to do it in Excel later. For now, however,
let's start by trying to understand the formula itself.

Indeed, the relationship is quite straightforward. The variables in this formula are not
just abstract symbols; rather, they represent the ideas that we have been talking about
throughout. “O” represents for the frequency that was observed. “E” is an abbreviation for
expected frequency.

4. Data Analysis
Analysis and interpretation of data are the phases of any research activity that are most
important. The process of evaluating, purifying, manipulating, and modelling data in order to
find relevant information, provide recommendations, and assist in decision-making. The goal of
scientific study cannot be attained without taking these steps: generalization and prediction. On
the basis of the respondent's actions and attitude as they discussed, generalizations and
conclusions are drawn. As a result, the necessary data analysis is presented in this chapter. The
following table shows that the variable gender has 6 females and 19 males out of 25 participants.

165
 The Descriptive statistics shows that there are 25 respondent’s total. The variable gender
shows that we have 6 females and 19 males out of 25 participants. There are 11 respondents
are 2.50 or above CGPA Last, 48 respondents are 3.00, 180 respondents are 3.50 or above and
61 respondents are 4.00. There are 13 respondents in variable gender. There are 293
respondents are Yes and 7 respondents are No in variable mobile phone. There are 3 respondents
are less than 2 hours, 49 respondents are 2 to 4 hours, 69 respondents are 4 to 6 hours and
179 respondents are more than 6 hours in variable How many hours use mobile. The result of
descriptive statistics shows that for the variable Age the mean and S.D is 20.57 and 1.390.

Table 1: Descriptive Statistics

Frequency Percent
Female 6 24.0
Male 19 76.0
Total 25 100.0

The bar charts of gender show that the no. of males are greater than no. of females.

Figure 1: Gender

Table 2: Date
date Frequency Percent
4/30/2022 5 20.0
5/1/2022 20 80.0
Total 25 100.0

Table 3: Age
Age Frequency Percent Valid Percent Cumulative Percent
23 1 4.0 4.0 4.0
27 2 8.0 8.0 12.0
28 2 8.0 8.0 20.0
29 4 16.0 16.0 36.0
30 6 24.0 24.0 60.0
31-40 6 24.0 24.0 84.0
40 1 4.0 4.0 88.0
41-50 3 12.0 12.0 100.0
Total 25 100.0 100.0

166
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

Table 4
Frequency Percent
1 1 4.0
2 1 4.0
3 9 36.0
4 10 40.0
5 4 16.0
Total 25 100.0
The table and chart of rational distance shows that the behavior is usually neutral and
agree.

Figure 2

The One Way ANOVA Table shows that total sum of squares is 5120.730. In all, 16.417
sum of square is Between Groups and 3883.313 sum of square is within Groups. In which total
df is 24. In all, 20 df is between groups and 4 df is within groups. In which 35.142 Mean Square
is between groups and 0.420 Mean Square is within groups. We see that the F ratio is 7.484 and
Sig. is .000. It means there is prominent difference between departments taking result of
Rational Uncertainty.

Table: 5 Linear Regression Analysis

Model Variables Entered Variables Removed Method
1 Opportunism, age, Relational Distance, . Enter
V10, Inter-partner incompatibility a

Table:6 Model Summary

Change Statistics
R
R Adjusted Std. Error of Square F Sig. F
Model R Square R Square the Estimate Change Change df1 df2 Change
1 .644a .415 .261 1.044 .415 2.698 5 19 .053
Predictors: (Constant), Opportunism, age, Relational Distance, V10, Inter-partner incompatibility

This study gives the results of conducting a survey on the “Impact of Workload and
Technologies on the Performance of Call Centre Employees” we use questionnaires to collect
information on the variables. Gender, Age Group (In Years), Education, Experience (In Yrs.)
Daily Practice, Relational Uncertainty, Relational Distance, Opportunism, Inter-partner
incompatibility.

The One-Way ANOVA Table shows that total sum of squares is 5120.730. In all, 16.417
sum of square is Between Groups and 3883.313 sum of square is within Groups. In which total
df is 24. In all, 20 df is between groups and 4 df is within groups. In which 35.142 Mean Square
167
is between groups and 0.420 Mean Square is within groups. We see that the F ratio is 7.484 and
Sig. is .000. It means that there is significant difference between departments taking result of
Rational Uncertainty.

Table:7 ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 14.714 5 2.943 2.698 .053a
Residual 20.726 19 1.091
Total 35.440 24
Predictors: (Constant), Opportunism, age, Relational Distance, V10, Inter-partner incompatibility, b. Dependent
Variable: Relational Uncertainty

Cross tabulation result shows that for relation between no. of hour mobile use and Lowest
grade has Chi-Square = 22.873 with P-value 0.029 which means that there is relationship
between number of hours use mobile and lowest grades. The result shows that for relation
between no. of hour mobile use has Chi-Square = 21.806 with p-value 0.040 which means that
there is relationship between number of hours use mobile and online libraries. The result shows
that for relation between no. of hour mobile use and check meaning of words has Chi-Square =
27.932 with p-value 0.006 which means that there is relationship between number of hours use
mobile and check meaning of words. The result shows that for relation between no. of hour
mobile use and mobile distract have Chi-Square = 23.471 with P-value 0.024 which means that
there is relationship between number of hours use mobile and mobile distract

Table: 8 Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) -1.799 1.726 -1.042 .310
Relational Distance .312 .261 .246 1.197 .246
Age -.007 .015 -.079 -.430 .672
V10 .598 .233 .556 2.569 .019
Inter-partner
.236 .234 .231 1.010 .325
incompatibility
Opportunism .394 .268 .364 1.472 .157
Dependent Variable: Relational Uncertainty

The regression result of Rational Distance, Number of hours, Age, inter partner
relationship and opportunism. In this model, here intercept is significant with (B = 4.368), Std.
Error = 0.705, P = 0.000 it means that intercept has significant effect on job satisfaction.
Regression Coefficient of variable Gender with (B = 0.302), Std. Error = 0.079, p = 0.000 it
means that Gender of student who use mobile has significant effect. Age is also significant with
(B = -0.093), Std. Error = 0.034, p = 0.007 it means that Age has significant effect on Inter-
partner incompatibility. Relational Distance is insignificant with (0.069), Std. Error = 0.047, p
= 0.144 it means that Relational Distance income has insignificant effect opportunity to get a
better job in this company. A straight line is used to determine the relationship among one
independent variable and one dependent variable in a regression model known as simple linear
regression. Both variables should have numbers associated with them. It is possible to forecast
the value of the variable "Impact of burden and advancements on the functioning of contact
Center workers" using linear regression analysis.

5. Conclusion
Single-way ANOVA is utilized for analysis in the study, which looks at how workload and
technologies affect call center employees' performance. The variables Gender, Age Group (in
Years), Education, Experience (in Years), Daily Practice, Relational Uncertainty, Relational
Distance, Opportunism, and Inter-partner incompatibility are all measured in this study using
questionnaires. The study's findings support the observation that workload and technology have
a considerable and beneficial impact on call center employees' performance. It means that there

168
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

are significant disparities between departments when they use the outcomes of reasonable
uncertainty.

The findings indicate a positive correlation between the number of hours spent using
mobile and online libraries. Yet, the results show that there is a strong correlation between the
number of hours spent using a mobile device and mobile distraction. Also, the regression results
show that factors such as rational distance, hours worked, age, spouse relationships, and
opportunism have a substantial impact on job satisfaction. Further, the age coefficient value has
a big impact on inter-partner incompatibility. The ability to find a better position at this company
is unaffected by the relational distance. In a regression model known as simple linear regression,
the relationship between one independent variable and one dependent variable is represented
by a straight line. There should be a number for each variable. It is feasible to predict the value
of the variable "Effect of burden and developments on the functioning of contact Center staff"
using linear regression analysis.

Reference
Ali, S., ur Rahman, S., & Anser, M. K. (2020). Stem Cell Tourism and International Trade of
Unapproved Stem Cell Interventions. ANNALS OF SOCIAL SCIENCES AND PERSPECTIVE,
1(2), 79-90.
Appel-Meulenbroek, R., Kemperman, A., van Susante, P., & Hoendervanger, J. G. (2015).
Differences in employee satisfaction in new versus traditional work environments. EuroFM
Research Papers Advancing knowledge in FM. People Make Facilities Management, 202-
209.
Bilal, S. M., Shah, S. Z. A., Rahman, S. U., & Jehangir, F. N. (2022). Impact of Resource Rents
and Institutional Quality on Economic Growth: An Approach of Panel Threshold Analysis.
Competitive Education Research Journal, 3(2), 195-208.
Budhwar, P. S., Varma, A., Rao, I., & Bhattacharya, S. (2019). Management of HR in India. In
Indian Business (pp. 184-195): Routledge.
Carmel, E., & Tjia, P. (2005). Offshoring information technology: Sourcing and outsourcing to a
global workforce: Cambridge university press.
Cascio, W. F. (2014). Leveraging employer branding, performance management and human
resource development to enhance employee retention. In (Vol. 17, pp. 121-128): Taylor
& Francis.
Charoensukmongkol, P., & Puyod, J. V. (2022). Mindfulness and emotional exhaustion in call
center agents in the Philippines: Moderating roles of work and personal characteristics.
The Journal of General Psychology, 149(1), 72-96.
doi:https://doi.org/10.1080/00221309.2020.1800582
Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E. (1999). Motivational bases of affective
organizational commitment: A partial test of an integrative theoretical model. Journal of
occupational and organizational psychology, 72(4), 463-483.
doi:https://doi.org/10.1348/096317999166798
El Sawy, O. A., & Bowles, G. (1997). Redesigning the customer support process for the electronic
economy: Insights from storage dimensions. MIS quarterly, 457-483.
doi:https://doi.org/10.2307/249723
Galbraith, J. K. (2019). A life in our times: Plunkett Lake Press.
Hafiza, N. S., Manzoor, M., Fatima, K., Sheikh, S. M., Rahman, S. U., & Qureshi, G. K. (2022).
MOTIVES OF CUSTOMER’S E-LOYALTY TOWARDS E-BANKING SERVICES: A STUDY IN
PAKISTAN. PalArch's Journal of Archaeology of Egypt/Egyptology, 19(3), 1599-1620.
Hamon, M. (2019). Symbolic or Substantive EEO: Employer Recruitment and Hiring Practices
Addressing Factors that Reduce Discrimination Against New Black Engineering Graduates.
University of Southern California,
Hasija, S., Pinker, E. J., & Shumsky, R. A. (2008). Call center outsourcing contracts under
information asymmetry. Management Science, 54(4), 793-807.
doi:https://doi.org/10.1287/mnsc.1070.0804
Hassan, K. H. U., Sheikh, S. M., & Rahman, S. U. (2022). The Determinants of Non-Performing
Loans (NPLs); Evidence from the Banking Sector of Pakistan. ANNALS OF SOCIAL
SCIENCES AND PERSPECTIVE, 3(1), 1-22.
Jae-woong, Y., Hossain, M., Moon, J., & Choe, Y. C. (2010). Assessing the Operator’s
Performance in Organizational Information Systems: Context of Call Center IS
Management.

169
Jeon, M.-K., Yoon, H., & Yang, Y. (2022). Emotional dissonance, job stress, and intrinsic
motivation of married women working in call centers: The roles of work overload and
work-family conflict. Administrative Sciences, 12(1), 27. doi:
https://doi.org/10.3390/admsci12010027
Khan, Y. (2022). THE SOCIO-CULTURAL FACTORS INFLUENCE ON WOMEN'S ABILITY TO
BECOME SOCIAL ENTREPRENEURS. Competitive Education Research Journal, 3(1), 135-
146.
Khoula, G., ur Rehman, S., & Idrees, S. (2022). Does Foreign Direct Investment Promote
Economic Growth: Evidence from Pakistan Based ARDL to Cointegration Approach.
Journal of Contemporary Macroeconomic Issues, 3(1), 54-63.
Koole, G., & Mandelbaum, A. (2002). Queueing models of call centers: An introduction. Annals
of Operations Research, 113, 41-59. doi:https://doi.org/10.1023/A:1020949626017
Kornelakis, A., Kirov, V., & Thill, P. (2022). The digitalisation of service work: A comparative
study of restructuring of the banking sector in the United Kingdom and Luxembourg.
European Journal of Industrial Relations, 28(3), 253-272.
doi:https://doi.org10.1177/09596801211056829
Kumar, B. R. (2019). A study to understand which job context factors are responsible for high
employee turnover rate in call centers with special reference to Pune City. International
Journal of Management, IT and Engineering, 9(9), 34-42.
Lee, E.-J., Yang, S.-K., Lee, B.-R., Youn, J.-H., Park, Y.-Y., & Song, S.-R. (2019). Convergence
relationships between leisure satisfaction, job stress and nursing performance of nurses.
Journal of the korea convergence society, 10(9), 75-84.
Milner, K., Russell, J., & Siemers, I. (2010). Friendship in socially isolating work environments.
South African Journal of Psychology, 40(2), 204-213.
doi:https://doi.org/10.1177/008124631004000210
Morena, V., Milazzo, L., Oreni, L., Bestetti, G., Fossali, T., Bassoli, C., . . . Ballone, E. (2020).
Off-label use of tocilizumab for the treatment of SARS-CoV-2 pneumonia in Milan, Italy.
European journal of internal medicine, 76, 36-42.
doi:https://doi.org/10.1016/j.ejim.2020.05.011
Moss, P., Salzman, H., & Tilly, C. (2008). Under construction: The continuing evolution of job
structures in call centers. Industrial Relations: A Journal of Economy and Society, 47(2),
173-208. doi:https://doi.org/10.1111/j.1468-232X.2008.00516.x
Pierre, X., & Tremblay, D.-G. (2011). Levels of involvement and retention of agents in call
centres: Improving well-being of employees for better socioeconomic performance.
Journal of Management Policy and Practice, 12(5), 53-71.
Rehman, S. U., Ali, S., Idrees, S., Ali, M. S. E., & Zulfiqar, M. (2022). Domestic Private
Investment, and Export on Output Growth of Large-Scale Manufacturing Sector in
Pakistan: An Application of Bound Tests to Cointegration Approach. International Journal
of Management Research and Emerging Sciences, 12(2).
Riyanto, S., Endri, E., & Herlisha, N. (2021). Effect of work motivation and job satisfaction on
employee performance: Mediating role of employee engagement. Problems and
Perspectives in Management, 19(3), 162. doi:10.21511/ppm.19(3).2021.14
Robbins, W., & Voll, G. (2005). The case for unfair dismissal reform: A review of the evidence.
Australian Bulletin of Labour, 31(3), 237-254.
Roșca, V. I. (2022). Perceptions of Third Country Migrants About Secondary Labor Market
Concentration. A Case of Call Center Jobs in Romania. Calitatea Vieții, 33(3), 1-17.
doi:https://doi.org/10.46841/RCV.2022.03.02
Sarwar, F., Ali, S., Bhatti, S. H., & ur Rehman, S. (2021). Legal Approaches to Reduce Plastic
Marine Pollution: Challenges and Global Governance. ANNALS OF SOCIAL SCIENCES AND
PERSPECTIVE, 2(1), 15-20. doi:https://doi.org/10.52700/assap.v2i1.32

Shahid, C., Muhammed, G. A., Abbasi, I. A., Gurmani, M. T., & ur Rahman, S. (2022). Attitudes
Of Undergraduates And Teachers Towards Evolving Autonomous Learning L2 In Higher
Education. Journal of Positive School Psychology, 6(11), 527-544.
Sienes, M. J. V., & Catan, J. E. C. (2022). The Speech Act of Apology by Filipino Call Center
Agents. International Journal of TESOL & Education, 2(1), 117-128.
doi:https://doi.org/10.54855/ijte.22218

170
Pakistan Journal of Humanities and Social Sciences, 11(1), 2023

Susanto, P. C. (2022). Employee Engagement Strategy: Analysis Of Organizational

Commitment, Compensation, Career Development. Paper presented at the
INTERNATIONAL CONFERENCE OF HUMANITIES AND SOCIAL SCIENCE (ICHSS).
Thite, M. (2010). All that glitters is not gold: Employee retention in offshored Indian information
technology enabled services. Journal of Organizational Computing and Electronic
Commerce, 20(1), 7-22.
Zulfiqar, M., Ansar, S., Ali, M., Hassan, K. H. U., Bilal, M., & Rahman, S. U. (2022). THE ROLE
OF SOCIAL ECONOMIC RESOURCES TOWARDS ENTREPRENEURIAL INTENTIONS.
PalArch's Journal of Archaeology of Egypt/Egyptology, 19(1), 2219-2253.

171