IndexSummaryReview of Related LiteratureUsage of Case Related DocumentRecommendations to Overcome Call Center ProblemsSummaryThis is a case study on Topinhar Call Center, where three literatures are studied managers to analyze and develop the problems of the Topinhar Call Center. In this case study, performance can be considered as a function of ability and motivation. As a result, the importance of employee motivation is recognized and motivation-related factors are addressed. Finally, some tips are suggested to overcome call center problems. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Motivating our employees is one of the most important issues facing companies today. The need to motivate our employees is becoming increasingly important, especially with the shift towards a more socially and culturally responsive workforce. Due to globalization, call centers have developed rapidly in recent times. But while they offer an interesting way to manage functions like customer service, sales, technical support, and so on, they also present new challenges in managing people. Essentially, when people don't enjoy working or can't see a future for themselves, they are likely to leave, and staff attrition is costly. So how does a call center find out what motivates its employees and improve performance? It is important for managers of any organization. This report discusses the performance problem in Topinhar call center, tries to find ways to overcome these problems, and finally, attempts to offer a useful framework for understanding employee motivations and emotions as well as management attitudes in a call center. Review of Related Literature There are many useful literatures studying employee motivation in recent years. Analyzing the characteristics, Nemerov (1993), one of the executives of DS Nemerov & Associates, suggests that successfully motivating and creating harmony in the call center is the key factor in creating a competitive advantage. According to Nemerov (1993), there are three factors that significantly contribute to higher levels of worker motivation and performance, namely leadership, commitment to competence, rewards and recognition. Through the exercise of visible and ongoing leadership, increasing staff engagement through competence, and reward systems that recognize quality and productivity, call center managers should be able to achieve impressive results. supervisors should improve the motivational climate in the workplace to promote and maintain continuous excellence. Atwood (2004) also recognizes that the high performing employee operates in the area of ​​the need for self-actualization. Therefore, supervisors should promote the realization of employees' potential. These are several things that supervisors can adopt to demonstrate knowledge of excellence and create the motivational environment to maintain exceptional performance, i.e. observing, providing feedback, delegating and channeling employees into leadership positions and providing an environment for achievement of the objectives. article A Review of Employee Motivation Theories and their Implications for Employee Retention within organizations, the author Ramlall (2004) provides a summary of employee motivation theories such as need motivation theories, hierarchy theoryof Maslow's needs, equity theory, expectancy theory, job design theory, and so on. Describes relevant motivational theories and explains how employee motivation affects employee retention and other behaviors within organizations. Furthermore, by synthesizing and critically analyzingAfter analyzing motivation theories, the author collects several important factors influencing employee motivation from the respective theories, including employee needs, work environment, responsibilities, supervision, fairness and fairness, engagement, employee development and feedback. Using the document related to the case. In the case of the Topinhar call centre, the issue revolves around performance and how to get the best out of people. According to the individual performance equation (Wood, et al. 2004), performance can be seen as the result of individuals' personal characteristics, the work effort they expend, and the organizational support they receive. Consequently, performance can be considered a function of ability and motivation. Skill in turn depends on education, experience and training, and its improvement is a slow and long process. On the other hand, motivation can be improved quickly. A manager's job in the workplace is to get things done through employees. To do this, the manager should be able to motivate employees. Therefore, it is important for call center managers to understand the need for development and motivation. Ramlall (2004) identifies analyzes and critiques the motivational theories underlying employee motivation in organizations. These theories explain what employee motivation is, how to motivate employees, and the critical factors that influence work motivation in different perspectives. In this case study, these theories provide the tools to analyze and identify motivation problems in Topinhar call center and also suggest some solutions to the problems. For example, needs theories of motivation, including Maslow's hierarchy of needs theory and McClelland's needs theory, can be used to analyze and identify employee needs and then address problems. Furthermore, equity theory and job design theory suggest ways to develop employee motivation. Equity theory suggests that organizations should develop reward systems that are perceived as fair and equitable and distribute the reward in accordance with employees' beliefs about their value to the organization (Ramlall 2004). Job Design theory is based on the idea that the task itself is the key to employee motivation. According to this theory, boring and monotonous work stifles the motivation to perform well, while challenging work increases motivation. Therefore, variety, autonomy, and decision-making authority are three ways to add challenge to a job. Furthermore, job enrichment and job rotation are the two ways to add variety and challenge (Ramlall 2004). The Topinhar call center case study is very useful because it provides an effective method to motivate employees in boring work. Atwood (2004) in his article recommends that managers understand the importance of motivation for job performance. The author suggests that “the high performing employee operates in the area of ​​the need for self-actualization as suggested by Abraham Maslow in his Hierarchy of Needs theory of motivation” (Atwood 2004, p. 3). Accordingly, the manager should help employees realize their potential. The author also provides ways to set the environmentmotivational to maintain exceptional performance. It provides some useful recommendations to solve the problems of the Topinhar call center case study. Obviously, Nemerov's (1993) paper is more useful for call center managers. In his article, Nemerov (1993) identifies relatively generic factors in all telemarketing operations and provides suggestions for improving employee motivation in a call center. It is a good reference to develop solutions to the problem in Topinhar call center. Recommendations for Overcoming Problems in Call Center According to Nemerov (1993), there are three factors that significantly contribute to higher levels of motivation and performance of workers in a call center. First, the key and important factor is visible, accessible and ongoing leadership. Managers should first consider the human being as the resource of an organization and believe that organizations exist to satisfy human needs and that a good fit between the organization and its employees benefits both (Bolman & Deal 2003). Based on their individual, family and cultural values, employees have multiple needs that depend on their current and desired economic, political and social status; professional aspiration; the need to balance career, family, education, community, religion and other factors; and a general feeling of satisfaction with the current and desired state of being (Ramlall 2004). “Managers have a responsibility to create an appropriate climate in which employees can develop their maximum potential. Failure to provide such a climate would theoretically increase employee frustration and could result in lower performance, lower job satisfaction and greater withdrawal from work. organization" (Steers & Porter 1983, cited in Ramlall 1993, p.54). Furthermore, Douglas MacGregor (cited in Bolman & Deal 2003) develops "THEORY X" and "THEORY Y" based on Maslow's Hierarchy of Needs theory. “THEORY that people can better achieve their goals by directing their efforts towards organizational rewards” (MacGregor, cited in Bolman & Deal 2003). It is obvious that management should adopt “THEORY Y” rather than “THEORY X”. be encouraged to self-direct. However, in the case of Topinhar call center, managers monitor the work of employees; it seems that 'THEORY X' is adopted. It is definitely not useful for improving performance Secondly, it is the responsibility of managers to create an environment that is productive, respectful, provides a feeling of inclusiveness and offers a friendly environment (Nemerov 1993). In Topinhar's call center, employees have little opportunity to establish or control personal spaces because they work with phones and computers in an open-plan office with cubicles. This situation needs to be changed so that employees can have personal spaces in which they feel comfortable. Furthermore, employees prefer to work in environments that represent a challenge, offer new learning opportunities, contribute significantly to the success of the organization, offer opportunities for advancement and personal development based on success and demonstrated interest in a particular area (Ramlall , 2004). Managers must provide staff with development opportunities. In this case, managers need to think beyond the career. People are often keen to gain experience and develop their CV, e.g.