Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Date of Award

Spring 2011

Document Type


Degree Name

Master of Science in Education (MSEd)


Department of Learning, Technology and Leadership Education


A number of case studies in the research literature address the negative effects and perceptions associated with working at a call center. The present study focused on student employees who work at an outbound call center operated by and for their university. The purpose of this study was to examine the students’ perceived roles as call center employees, as well as how these perceptions change over time. The researcher also examined organizational identification and self-efficacy. The sample comprised approximately 38 employees at Madison Connection, an outbound call center operated by James Madison University in Harrisonburg, Va. The researcher collected data using quantitative and qualitative methods via an online survey and interviews, which were conducted within 30 days of employment and again after 60 days. Results from the research suggest that student employees held positive perceptions of their roles, reporting low levels of role ambiguity and conflict. In addition, organizational identification and self-efficacy were found to have a positive impact on their role perceptions. Therefore, call center managers should communicate clear organizational and role expectations, pair new employees with experienced employees, allow new employees a sufficient amount of time to practice, provide constructive feedback, and model the behaviors that they expect from their employees.

Included in

Education Commons