2013 年 2 巻 1 号 p. 63-68
We investigated call center A to explore relationships between personal networks and performances in work places. In call center A, two leaders (LDs) were promoted to supervisors (SVs) at May 2011. Then, performances, measured by average handling time (AHT), and turnover rate improved. To clarify the effects of personal networks in call center A, we used (1) personal networks data in call center A obtained by questionnaire survey at April 2011 and (2) performance data including objective data such as AHT and turnover rate. The LDs, who were promoted May 2011, were revealed to be central in informal personal network in call center A. And, we confirmed performance improvement by comparing individual AHTs at April 2011 and September 2011 and by examining monthly performances of call center A as a whole. Then, we argue why the performance improved. This result that the promotions of central employees in personal networks improved performances has profound significance in practice. Although the literature pointed the importance of managing employees’ informal personal networks, it is often difficult to manipulate them arbitrarily. On the other hand, investigating central employees in personal network and promoting them, as in call center A, is more viable approach to improve performances.