Working from home?
From Knowledge@Wharton
One of Yakubovich's current research projects focuses on social networking at a real-life telemarketing company that he has dubbed the Virtual Call Center to ensure its anonymity. The agents who take telephone orders from viewers of television infomercials do not work in the same office; instead, each works out of her home (most of the call-takers are women). As independent contractors rather than employees, the agents have the flexibility to schedule their work at their convenience so that they have enough time to take care of their children and do chores.
As a result of the company's virtual nature and the way its incentive system is structured, it is a challenge for the firm to get agents to sign up for work and to keep them on their shifts. An agent may decide to stop working once she feels she has made enough money for the day, even though she can earn more if she keeps going.
But Yakubovich learned that agents tend to work more when they have an opportunity to engage in social interaction by talking with other agents in chat rooms at those times when they are not on the telephone with customers. Such a social network can hold great appeal for workers who desire a place for companionship in the same way that employees at a factory or office use break rooms to socialize.
"Even though they are geographically dispersed and this is a completely new kind of workplace, these agents create social networks," Yakubovich notes. "The social interaction becomes part of the work environment. People enjoy signing up for shifts and end up working longer when they do if they have a way to socialize" -- which turns out to be an unintended benefit for the company.
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