Call centres as a vehicle to improve customer satisfaction in local government: a case study of front line workers in the Nelson Mandela Metropolitan Municipality
- Authors: Magoqwana, Babalwa Mirianda
- Date: 2009
- Subjects: Nelson Mandela Metropolitan Municipality (Eastern Cape, South Africa) Local government -- South Africa -- Eastern Cape -- Case studies Local government -- South Africa -- Eastern Cape -- Case studies Public administration -- South Africa -- Eastern Cape -- Case studies Work environment -- South Africa -- Eastern Cape -- Case studies Customer services -- South Africa -- Eastern Cape -- Case studies Customer satisfaction -- South Africa -- Eastern Cape -- Case studies Municipal services -- South Africa -- Eastern Cape -- Case studies Call center agents -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3340 , http://hdl.handle.net/10962/d1004339
- Description: This dissertation provides an account of 'Batho Pele' (People First) and 'new public management' as applied in two government call-centres in the Eastern Cape. Focusing on the workers at these call-centres, this research examines the workplace organisation of these call-centres based in the Nelson Mandela Metropolitan Municipality. The study involved interviews with managers, call-centre operators and trade unionists. The findings show how the work environment is not conducive to the goals of customer satisfaction as presented in the Batho Pele policies. The research investigates the conditions of workers as one explanatory factor for poor call-centre service. If workers are a key element in the success of the 'new public management', their work environment and conditions have to facilitate their job satisfaction and their improved customer service. The research demonstrated the evident lack of professionalism in the call-centre, customer care designed as a matter of compliance rather the need to change the culture and the persistent lack of discipline and supervision. The call centre operator's experiences include issues of surveillance, stress, emotional labour, lack of training, internal conflicts and bad 'customer service' as perceived by the citizens of the Metro.
- Full Text:
- Date Issued: 2009
- Authors: Magoqwana, Babalwa Mirianda
- Date: 2009
- Subjects: Nelson Mandela Metropolitan Municipality (Eastern Cape, South Africa) Local government -- South Africa -- Eastern Cape -- Case studies Local government -- South Africa -- Eastern Cape -- Case studies Public administration -- South Africa -- Eastern Cape -- Case studies Work environment -- South Africa -- Eastern Cape -- Case studies Customer services -- South Africa -- Eastern Cape -- Case studies Customer satisfaction -- South Africa -- Eastern Cape -- Case studies Municipal services -- South Africa -- Eastern Cape -- Case studies Call center agents -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3340 , http://hdl.handle.net/10962/d1004339
- Description: This dissertation provides an account of 'Batho Pele' (People First) and 'new public management' as applied in two government call-centres in the Eastern Cape. Focusing on the workers at these call-centres, this research examines the workplace organisation of these call-centres based in the Nelson Mandela Metropolitan Municipality. The study involved interviews with managers, call-centre operators and trade unionists. The findings show how the work environment is not conducive to the goals of customer satisfaction as presented in the Batho Pele policies. The research investigates the conditions of workers as one explanatory factor for poor call-centre service. If workers are a key element in the success of the 'new public management', their work environment and conditions have to facilitate their job satisfaction and their improved customer service. The research demonstrated the evident lack of professionalism in the call-centre, customer care designed as a matter of compliance rather the need to change the culture and the persistent lack of discipline and supervision. The call centre operator's experiences include issues of surveillance, stress, emotional labour, lack of training, internal conflicts and bad 'customer service' as perceived by the citizens of the Metro.
- Full Text:
- Date Issued: 2009
Managerial perceptions of corporate social responsibility and social practices present at McDonalds South Africa
- Authors: Böckle, Ingrid
- Date: 2009
- Subjects: Social responsibility of business -- South Africa -- Case studies , Business ethics -- South Africa -- Case studies , Management -- Moral and ethical aspects -- South Africa -- Case studies , Executives -- Professional ethics -- South Africa -- Case studies , Corporate governance -- Moral and ethical aspects -- South Africa -- Case studies , Business logistics -- Moral and ethical aspects -- South Africa -- Case studies , McDonald's Corporation
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3300 , http://hdl.handle.net/10962/d1003088
- Description: This study deals with corporate social responsibility (CSR) and focuses on managerial perceptions of CSR at McDonald’s South Africa (SA) and how social responsibility is translated into social practices. The key objectives of the research are: to analyse McDonald’s both internationally and locally in South Africa to establish whether CSR policies exist, then to investigate how these policies are perceived and integrated by outlet managers. Lastly to investigate what kind of social responsibility (SR) involvement, if at all, occurs at outlet level. The research site covers three regions in South Africa, which are the Eastern Cape, Western Cape and Gauteng. The total research sample is 38. 33 interviewees were outlet managers, who were purposively selected, and 5 additional interviews took place with: 2 McDonald’s SA Head Office representatives, 2 interviews with beneficiaries of McDonald’s SR involvement and 1 with the trade union SACCAWU. The research was carried out through questionnaires and semi-structured interviews. The design of this research is based on an interpretive social science approach. The aim of the research was to investigate outlet managers’ perceptions of CSR and social practices present at McDonald’s SA outlets. The key findings of the research indicate that: CSR policies at McDonald’s SA head office are not communicated sufficiently to outlet managers, SR involvement is evident, especially for initiatives focusing on children’s welfare, but far too little occurs at the outlet level. There are also too few checks on social involvement by head office and no formal reporting system is available to the outlets except through an internal magazine, called the Big Mag. There is no official CSR report at McDonald’s SA. The fact that no report exists makes this study more relevant since this research investigates matters pertaining to CSR and social practices. The overall significance of the study is that it brings to the forefront the importance of internal company and external broader regulation which is part of the greater debate of CSR. This is because the analysis of managerial perceptions and implementation of CSR shows some unwarranted discrepancies between policies and practices, locally, nationally and internationally even within the same organisation.
- Full Text:
- Date Issued: 2009
- Authors: Böckle, Ingrid
- Date: 2009
- Subjects: Social responsibility of business -- South Africa -- Case studies , Business ethics -- South Africa -- Case studies , Management -- Moral and ethical aspects -- South Africa -- Case studies , Executives -- Professional ethics -- South Africa -- Case studies , Corporate governance -- Moral and ethical aspects -- South Africa -- Case studies , Business logistics -- Moral and ethical aspects -- South Africa -- Case studies , McDonald's Corporation
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3300 , http://hdl.handle.net/10962/d1003088
- Description: This study deals with corporate social responsibility (CSR) and focuses on managerial perceptions of CSR at McDonald’s South Africa (SA) and how social responsibility is translated into social practices. The key objectives of the research are: to analyse McDonald’s both internationally and locally in South Africa to establish whether CSR policies exist, then to investigate how these policies are perceived and integrated by outlet managers. Lastly to investigate what kind of social responsibility (SR) involvement, if at all, occurs at outlet level. The research site covers three regions in South Africa, which are the Eastern Cape, Western Cape and Gauteng. The total research sample is 38. 33 interviewees were outlet managers, who were purposively selected, and 5 additional interviews took place with: 2 McDonald’s SA Head Office representatives, 2 interviews with beneficiaries of McDonald’s SR involvement and 1 with the trade union SACCAWU. The research was carried out through questionnaires and semi-structured interviews. The design of this research is based on an interpretive social science approach. The aim of the research was to investigate outlet managers’ perceptions of CSR and social practices present at McDonald’s SA outlets. The key findings of the research indicate that: CSR policies at McDonald’s SA head office are not communicated sufficiently to outlet managers, SR involvement is evident, especially for initiatives focusing on children’s welfare, but far too little occurs at the outlet level. There are also too few checks on social involvement by head office and no formal reporting system is available to the outlets except through an internal magazine, called the Big Mag. There is no official CSR report at McDonald’s SA. The fact that no report exists makes this study more relevant since this research investigates matters pertaining to CSR and social practices. The overall significance of the study is that it brings to the forefront the importance of internal company and external broader regulation which is part of the greater debate of CSR. This is because the analysis of managerial perceptions and implementation of CSR shows some unwarranted discrepancies between policies and practices, locally, nationally and internationally even within the same organisation.
- Full Text:
- Date Issued: 2009
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