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博碩士論文 etd-0129104-154116 詳細資訊
Title page for etd-0129104-154116
論文名稱
Title
客服部門委外人員離職之現象與因應─以紮根理論探討及建構模式
Outsourcing Employee Turnover in The Customer Service Department -- Using the Grounded Theory to Construct The Cause-Effect Model
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
128
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2004-01-14
繳交日期
Date of Submission
2004-01-29
關鍵字
Keywords
委外、委外人員管理、紮根理論、客服中心、人員流動率
turnover rate, outsourcing, grounded theory, call center, outsourcing employee
統計
Statistics
本論文已被瀏覽 9594 次,被下載 51
The thesis/dissertation has been browsed 9594 times, has been downloaded 51 times.
中文摘要
「客服業務」之委外處理在近幾年來,雖已大幅成長,但一些委外的專書及文獻中,對於「委外人員」,尤其是客服中心所關注的「委外人員離職問題」及所延伸之相關議題的研究則尚較稀少。為了對「委外人員離職課題」之認識有所增益,又為嘗試建構相關之理論,本研究於九十二年四月至十一月共深入訪談了八位客服主管,並運用紮根理論研究法,歸納出影響委外人員離職的各項因素及所應採取的行動及策略,除獲致與研究現象有關的類別,並初構「客服部門因應委外人員離職現象之模式」。

研究結果發現,就客服業務委外的現象而言,各客服部門的確面臨委外人員高流動率(有的客服中心甚至高達40%),偏高的人員流動率造成委外人員良莠不齊,進而造成不穩定的客服品質;在企業經營上則產生委外成本增加及有營收損失的問題。個案公司的客服主管憑藉著多年的委外經驗,採取了一系列的改善措施,如契約內容的改善、預先儲備委外人力、改善外包商及委外人員的管理等,的確有效的降低了委外人員的流動率。本研究進而將個案公司近幾年來客服業務委外的實施歷程透過紮根理論的分析,探討影響委外人員離職的影響因素,歸納為組織內部因素及組織外部因素。組織內部因素包括客服部門的工作環境和氣氛,以及人員管理制度。組織外部因素,則有委外人員個人問題及外包商問題。研究中亦發現,「委外人員特質」及「工作生活品質」為兩項中介條件,分別增強了各影響因素對於「離職現象」的影響程度,也影響了所要採取的行動/互動策略。

當我們將本實證研究的結果和客服的相關研究文獻作比較和對照時發現,個案公司的客服主管所採用的改善措施,的確也出現在國內外的研究文獻之中,例如:利用有效率的篩選制度、重視客服人員的教育訓練、實施有效的激勵等,都可以降低人員的流動率,進而提高生產力,提供更優質的客戶服務品質,並有效降低委外成本。
Abstract
The outsourcing business of the call center grew enormously in recent years, but there were only a few studies focused on the outsourcing employees, especially the turnover problems and related issues, which were deeply concerned by call center supervisors. This research aims to comprehend the turnover problems of the outsourcing employees; in addition, what policies the managers of the call centers adopt to solve the turnover problems. This is a one-case study. The qualitative research methodology follows the principles of the grounded theory. Eight supervisors of different call centers in the company were interviewed during April to November in 2003.

The data collection and analysis is a long process of hard working. The research findings can be concluded as the following three aspects. The first is that the high turnover rates of outsourcing employees cause serious problems to various call centers. The unstable manpower quality and the lower department morale would generate inconsistent customer services. It turns out the operation costs increase as well as the outsourcing cost. Because of the strong impact to the operation in each call center, supervisors have adopted several approaches in order to solve the turnover problems in the last few years. The most significant improvement is from the following efforts, such as clarifying the basic salary and benefit for the outsourcing employees in the outsourcing contract, training the back-up personnel, and improving the management skills of the vendors.

For the second aspect of the research findings, we conclude that the turnover problem is caused by the internal organizational factors and the external organizational factors. The internal factors contain the working environment associated with the climate, and the administration policy or style. The external factors include the personal concerns of outsourcing employees, and the vendor problems. Furthermore, there are two intervening conditions: employees’ personality and working life quality. That would reinforce the influential factors to the turnover problem and action/interaction strategies.

Finally, some of the empirical results of this research are consistent to the literatures about the call center operation. By improving recruit process, employee training and encouraging policy, it may lower the turnover rate that may result in a better quality of customer service, and then have the outsourcing cost down.
目次 Table of Contents
目 錄
第一章 緒論p.1
第一節 研究背景及動機p.1
第二節 研究目的p.3
第三節 個案公司介紹p.3
第四節 論文架構p.4
第二章 文獻探討p.7
第一節 委外相關文獻p.7
一、委外的理論基礎及意義p.7
二、委外的動機及效益p.10
三、委外之決定及關鍵成功因素p.15
第二節 客服委外現況及管理p.20
一、客服中心的意義及層級p.20
二、台灣客服中心委外現況p.22
三、客服中心的管理p.25
第三節 紮根理論p.37
一、為何使用紮根理論研究法p.37
二、文獻的使用p.38
三、資料的蒐集p.39
四、編碼程序p.41
第三章 研究方法p.45
第一節 研究設計p.45
第二節 名詞定義p.47
第三節 研究範圍與資料蒐集p.49
第四節 研究特色及貢獻p.50
第四章 資料分析與探討p.53
第一節 開放編碼(Open coding)p.53
一、資料的概念化p.53
二、發現類別p.56
第二節 主軸編碼(Axial coding)p.73
第三節 選擇編碼(Selective coding)p.77
第五章 研究結果與討論p.81
第一節 研究發現p.81
第二節 來自於文獻之理論p.87
第六章 結論與建議p.91
第一節 結論p.91
一、個案公司客服業務委外問題p.91
二、委外人員與正職人員之差異p.92
三、委外人員離職因果分析p.93
第二節 建議p.94
一、對於個案公司之建議p.94
二、對於員工之建議p.99
三、對於後續研究者之建議p.99
中文參考文獻p.101
英文參考文獻p.104
附錄一 問卷調查p.108
附錄二 委外動機效益及文獻來源p.109
附錄三 組織委外成功關鍵因素說明及文獻來源p.112
附錄四 概念與意義p.115
附錄五 委外現狀與問題各類別關聯說明p.124
附錄六 委外改善措施各類別關聯說明p.125
附錄七 客服人員離職相關類別及屬性說明—依據文獻探討歸類p.127

圖 目 錄
圖2-1-1 最常被提及的委外動機p.11
圖2-1-2 最常被提及的委外效益p.12
圖2-1-3 人力資源委外的效益p.13
圖2-1-4 委外決策架構p.19
圖2-1-5 組織委外成功的關鍵因素p.19
圖2-2-1 企業排斥客服業務委外之原因p.23
圖2-2-2 客服中心之三大要素p.25
圖2-2-3 客戶流失的原因p.27
圖2-2-4 美國客服中心的成本結構p.27
圖2-2-5 美國各地區的平均人員流動率p.28
圖2-3-1 開放編碼歷程p.41
圖2-3-2 主軸編碼典範模型p.43
圖3-1-1 研究流程圖p.46
圖4-2-1 委外現狀與問題關聯圖p.74
圖4-2-2 委外改善措施關聯圖p.76
圖4-3-1 委外作業各類別關聯圖p.78
圖4-3-2 客服部門因應委外人員離職現象之模式p.79
圖5-2-1 客服人員離職模式—依據文獻探討p.88

表 目 錄
表2-1-1 委外決策之判斷p.18
表2-2-1 客服中心的五種層級及其差異分析p.21
表3-3-1 受訪者資料p.50
表4-1-1 專家訪談資料轉換為概念 (CC01)p.54
表4-1-2 專家訪談資料轉換為概念 (CC04)p.54
表4-1-3 類別與意義p.57
表4-1-4 委外動機的屬性及面向分析p.58
表4-1-5 委外效益的屬性及面向分析p.59
表4-1-6 委外與正職人員差異的屬性及面向分析p.60
表4-1-7 委外人員離職現象的屬性及面向分析p.61
表4-1-8 委外現狀的屬性及面向分析p.63
表4-1-9 委外問題的屬性及面向分析p.64
表4-1-10 委外管理措施的屬性及面向分析p.66
表4-1-11 委外改善措施的屬性及面向分析p.69
表4-1-12 其他次類別的屬性及面向分析
表4-3-1 客服部門因應委外人員離職現象模式之類別及屬性說明 p.80
表5-2-1 客服部門因應委外人員離職現象之類別說明及資料來源 p.89
表6-1-1 委外人員與正職人員差異分析p.93
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