Turnover intentions in a call center: the role of emotional dissonance, job resources, and job satisfaction

Background:
Turnover intentions refer to employees’ intent to leave the organization and, within call centers, it can be influenced by factors such as relational variables or the perception of the quality of working life, which can be affected by emotional dissonance. This specific job demand to express emotions not felt is peculiar in call centers, and can influence job satisfaction and turnover intentions, a crucial problem among these working contexts. This study aims to detect, within the theoretical framework of the Job Demands-Resources Model, the role of emotional dissonance (job demand), and two resources, job autonomy and supervisors’ support, in the perception of job satisfaction and turnover intentions among an Italian call
center.
Method:
The study involved 318 call center agents of an Italian Telecommunication Company. Data analysis first performed descriptive statistics through SPSS 22. A path analysis was then
performed through LISREL 8.72 and tested both direct and indirect effects.
Results Results suggest the role of resources in fostering job satisfaction and in decreasing turnover intentions. Emotional dissonance reveals a negative relation with job satisfaction and a positive relation with turnover. Moreover, job satisfaction is negatively related with turnover and mediates the relationship between job resources and turnover.
Conclusion:
This study contributes to extend the knowledge about the variables influencing turnover
intentions, a crucial problem among call centers. Moreover, the study identifies theoretical
considerations and practical implications to promote well-being among call center employees. To foster job satisfaction and reduce turnover intentions, in fact, it is important to make resources available, but also to offer specific training programs to make employees andsupervisors aware about the consequences of emotional dissonance.