콜센터의 서비스품질경영 핵심요인이 서비스성과에 미치는 영향 = On the Effects of the Key Factors for Service Quality Management on Service Performance in the Call Center

다국어 초록 (Multilingual Abstract)

The call center has developed diverse channels enabled by telecommunications which has allowed efficient customer help through direct correspondence over phone, and in return has created customer loyalty and in essence customer satisfaction. These changes have then been adapted by CRM centers to best benefit companies.
Because high volume of consumers contact customer service representatives, and centers manages more than 90% of incoming calls, importance of customers is highly emphasized in company environments.
This study analyzes how employee satisfaction in the call center and customer orientation effects service performance. By analyzing the relationship between employee satisfaction and customer orientation as a parameter, the call center can develop new and progressive SQM methods. For this study, 400 surveys were distributed to local call managers and 97 completed surveys were returned in which 5 were considered unreliable, and the other 92 results were stored for data analysis.
The following highlights the bulk content of this study.
First, influential relationship between the core factor of SQM in call centers and service performance results in regression; leadership, strategy plan, and IT infra, all in service performance relationships are insignificant. HRM and process management are however significant. Between human resource management and progress management, the latter proves to be of more importance. To summarize, process management and HRM is more important for achieving the most effective service performance for call centers.
Second, the influence relationship between the core factor of SQM in call centers and employee satisfaction, results in regression; leadership and HRM, all in employee satisfaction are insignificant. Strategy plans, process management, IT infra are however significant. Among the three, the order of significance ranks process management, strategy plan and IT infra. To summarize, process management, systematic strategy plans of call centers and IT infra building are needed to satisfy employees.
Third, the influence relationship between the core factor of SQM in call centers and customer orientation results in regression; process management and IT infra, all in customer orientation are insignificant. Leadership, strategy plan, and HRM are however significant. The importance of significance is arranged with strategy plan, HRM and leadership. Based on these results,strategy plan, HRM, and leadership of management are more important.
Fourth, the influence relationship between employee satisfaction and customer orientation results in regression; employee satisfaction is significant to customer orientation. The higher employees are satisfied, the higher employees are orientated to customers.
Fifth, the influence relationship between employee satisfaction in call centers and service performance results in regression; employee satisfaction is significant to service performance. In this analyzing result, the more employees are satisfied, the better service they will perform.
Sixth, the influence relationship between customer orientation and service performance results in regression; customer orientation is significant to service performance. In this analyzing result, The higher employees are customer oriented, the higher service performance will be.
Finally, analyzing the influence relationship between employee satisfaction, customer orientation, and service performance as core factors of SQM in operation styles is the best method for consignment of operation styles in call centers.
The purpose of study follows as
First HRM as core factor of SQM in call centers is significant to service performance. Therefore educational training and programs are needed to upgrade human resource levels in academic parts, and call centers must support employees in improving minds and relationships to increase service performance in service quality. Furthermore, process management is highly significant to service performance. So in the field part, in order to increase service performance for service quality in call centers, one has to maintain the most efficient processes through periodic checks and improvements and defining roles and responsibility in each department.
Second, strategic plans as core factor of SQM in call centers are significant to customer orientation and employee satisfaction. An establishment of clear vision and strategy of call centers improve employee satisfaction and make attitudes of employees geared toward customer orientation. So call centers should establish clear strategies and form productive chemistry with employees.
Third, employee satisfaction and customer orientation effect positive influences to service performance. So call centers as a service intensive labor industry should create a job environment to improve employee satisfaction. In addition, when call centers motivate employees to have a customer oriented consciousness, call centers will have high service performance.
Forth, the higher employees are satisfied, the higher customer orientation will be. Service companies especially offering human services like a call center should be considerate of employee performance, motivation, and attitude. So, for improving customer orientation of telemarketers in the department of MOT, variations of motivation policies such as rational greeting policy, continual education training, introduction of incentives for performance, promotion of welfare and so on are needed.

목차 (Table of Contents)

• 목차 = ⅰ
• 제1장 서론 = 1
• 제1절 연구의 배경과 목적 = 1
• 1. 연구의 배경 = 1
• 2. 연구의 목적 = 3
• 제2절 연구의 방법과 구성 = 5
• 제2장 이론적 고찰 = 7
• 제1절 콜센터에 대한 이론적 고찰 = 7
• 1. 콜센터의 개념과 발전과정 = 7
• 2. CRM과 콜센터 = 10
• 3. 콜센터의 특성과 운영형태 = 14
• 4. 국내 콜센터 현황 = 19
• 제2절 서비스품질에 대한 이론적 고찰 = 24
• 1. 서비스품질의 개념 및 특성 = 24
• 2. 서비스품질의 측정모형 = 28
• 3. 콜센터 서비스품질에 관한 연구 = 35
• 제3절 콜센터의 서비스품질평가모형에 관한 고찰 = 39
• 1. 품질경영 평가시스템 = 39
• 2. 콜센터 주요 성공요인 및 성과측정지표 = 47
• 3. 콜센터 서비스품질 평가모형 = 51
• 4. 콜센터 핵심구성요인에 관한 선행연구고찰 = 60
• 제4절 종업원만족과 고객지향성에 대한 이론적 고찰 = 63
• 1. 내부마케팅 = 63
• 2. 종업원만족 = 67
• 3. 고객지향성 = 72
• 4. 고객지향성에 관한 선행연구 = 73
• 제3장 연구모형과 조사설계 = 75
• 제1절 연구모형 및 가설설정 = 75
• 1. 연구모형 = 75
• 2. 가설설정 = 76
• 제2절 변수의 조작적 정의와 측정도구 = 80
• 1. 변수의 조작적 정의 = 80
• 2. 측정도구 = 83
• 제3절 조사설계 = 84
• 1. 자료수집 및 표본의 구성 = 84
• 2. 자료분석방법 = 85
• 제4장 실증분석 = 87
• 제1절 표본의 특성 = 87
• 1. 표본의 응답자 특성 = 87
• 2. 표본의 응답기업 특성 = 88
• 제2절 자료의 타당성 및 신뢰성 분석 = 89
• 1. 타당성 분석 = 89
• 2. 신뢰성 분석 = 94
• 제3절 변수간의 상관관계분석 = 95
• 제4절 연구가설의 검증 = 97
• 1. 가설 1의 검증 = 97
• 2. 가설 2의 검증 = 98
• 3. 가설 3의 검증 = 100
• 4. 가설 4의 검증 = 101
• 5. 가설 5의 검증 = 102
• 6. 가설 6의 검증 = 103
• 7. 가설검증 결과의 요약 = 103
• 제5절 추가분석 = 106
• 제5장 결론 = 107
• 제1절 연구결과의 요약 = 107
• 제2절 연구결과의 마케팅 시사점 = 109
• 제3절 연구의 한계와 향후 연구방향 = 111
• 참고문헌 = 113
• 설문지 = 123
• ABSTRACT = 132