Interview questioners:

1. Could you please provide your full name?

2. What is your current job title and role at the Call Center Department of The
City Bank PLC?
3. How long have you been working in the call center industry?
4. Can you share your typical work schedule at the call center (e.g., hours per
day, shift type)?
5. How do you think your performance is currently being evaluated in the call
centre?
6. In your opinion, which performance management technique is most effective
in the call centre environment? Why? (specify the technique)
7. How frequently do you receive feedback on your performance?
8. What initiatives or activities are in place to keep you engaged and motivated
in your role?
9. Have there been any recent changes in the performance management
process? If yes, what are your thoughts on them?
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
12. How satisfied are you with the current performance evaluation process in the
call centre department?
Follow up questions:
Do you believe the performance metrics used are fair and aligned with your actual
job responsibilities?
To what extent do you feel the feedback and evaluations have helped you improve
your performance over time?
Have you noticed any significant changes in your performance since the current
performance management techniques were implemented?
What impact do the performance management techniques have on your job
satisfaction and motivation?
What suggestions or recommendations would you make to improve the performance
management process in the call center department?
Overall, do you feel that your performance has improved during your tenure at The
City Bank PLC?
 1. Research Objective or Topic:
Topic: Evaluating the Impact of Various Performance Management
Techniques on Employee Performance Improvement in the Call Center
Department of The City Bank PLC.
2. Interview Questions:
Interview questioners:
1. Could you please provide your full name?
2. What is your current job title and role at the Call Center Department of The
City Bank PLC?
3. How long have you been working in the call center industry?
4. Can you share your typical work schedule at the call center (e.g., hours per
day, shift type)?
5. How do you think your performance is currently being evaluated in the call
centre?
6. In your opinion, which performance management technique is most effective
in the call centre environment? Why? (specify the technique)
7. How frequently do you receive feedback on your performance?
8. What initiatives or activities are in place to keep you engaged and motivated
in your role?
9. Have there been any recent changes in the performance management
process? If yes, what are your thoughts on them?
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
12. How satisfied are you with the current performance evaluation process in the
call centre department?
Follow up questions:
1. Do you believe the performance metrics used are fair and aligned with your
actual job responsibilities?
2. To what extent do you feel the feedback and evaluations have helped you
improve your performance over time?
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
4. What impact do the performance management techniques have on your job
satisfaction and motivation?
 5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
6. Overall, do you feel that your performance has improved during your tenure at
The City Bank PLC?

SCRIPT OF 15 INTERVIEWS
Interviewee 1: Sojub Hossain, Customer Service Executive (5 years in the
industry)
1. Could you please provide your full name?
o My name is Sobuj Hossain.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Customer Service Executive in the Call Center.

3. How long have you been working in the call center industry?
o I've been in the industry for about 5 years now.

4. Can you share your typical work schedule at the call center?
o I work 8 hours a day, and I’m on a rotational shift schedule. Sometimes
I work nights, but I prefer day shifts.
5. How do you think your performance is currently being evaluated in the
call centre?
My performance is mainly evaluated based on the number of calls handled,
customer satisfaction ratings, and the time taken to resolve issues.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I think goal setting works best. Having clear and achievable targets
motivates me. If I can meet my goals, I feel good about my
performance.
7. How frequently do you receive feedback on your performance?
o I receive feedback every month. My supervisor gives me a detailed
review, sometimes more frequently if there are issues to address.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o The bank runs monthly contests for top performers, and there’s a
reward system for meeting targets, which keeps us motivated.
 9. Have there been any recent changes in the performance management
process?
o Yes, we’ve recently started receiving performance-based incentives. I
think it’s a good way to keep us focused on achieving higher targets.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I’ve had training in both customer service skills and technical tools.
However, I would appreciate more training on stress management techniques.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank ?
● Often we get some calls with critical issues. Though the issues are money
related, so customers become very aggressive. This types of calls are time
consuming and stressful.

12. How satisfied are you with the current performance evaluation process?
● I’m very happy. The process is clear, and I know what’s expected of me. I just
wish there were more recognition for quality, not just speed.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, they are fair. The targets align with the primary goal of providing
fast and efficient customer service.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been very helpful, especially the constructive
criticism. I use it to refine my approach.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve become more focused on hitting my targets. The incentives
have helped me improve my efficiency.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The recognition and rewards for meeting targets have boosted my
motivation, although I still feel a little pressure to maintain high
numbers.
 5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I think there should be a balance between quantity and quality.
Perhaps an added focus on customer satisfaction ratings would be
beneficial.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I have definitely improved in handling calls more efficiently and
managing customer issues better.

Interviewee 2: Rakib Khan, Senior Team Leader (7 years in the industry)

1. Could you please provide your name?
o My name is Rakib Khan.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Senior Team Leader, and I oversee a team of customer service
representatives.
3. How long have you been working in the call center industry?
o I’ve been working in the call center industry for 7 years now.

4. Can you share your typical work schedule at the call center?
o I work from 9 AM to 5 PM, but I sometimes need to stay late to support
my team or handle escalated calls.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on the success of my team, the
overall satisfaction scores of customers, and my ability to meet
management targets.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe transformational leadership works best. Motivating my team
with a shared vision and recognizing individual contributions fosters a
collaborative work environment.
7. How frequently do you receive feedback on your performance?
 o I receive feedback quarterly from my supervisor, but I also get informal
feedback during one-on-one meetings with my team.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o We have regular team-building activities and recognition programs. I
also find motivation in supporting my team’s growth.
9. Have there been any recent changes in the performance management
process?
o Yes, we’ve introduced more frequent performance reviews, which I
think is helpful for staying on track.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I have access to leadership training programs and customer service
workshops. There’s always room for improvement, but I feel supported.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● As a team leader, balancing individual and team performance can be
challenging, especially when team dynamics change.
12. How satisfied are you with the current performance evaluation process?
● I’m quite satisfied. The process is transparent, and I feel the evaluations
reflect the actual work being done.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics align with my responsibilities as both a team leader
and someone who is accountable for my team’s performance.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been extremely beneficial. It’s not only helped me
refine my leadership skills but also improved how I manage my team.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Absolutely. I’ve become more focused on team development, and my
leadership approach has evolved.
 4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The techniques are motivating, but I also appreciate the ability to help
my team grow. That gives me a sense of accomplishment.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I’d like to see more focus on long-term development rather than just
short-term performance targets.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I feel that I’ve become a more effective leader, and my
performance has improved in terms of how I manage and support my
team.
__________________________________________________________________
Interviewee 3: Farjana Akhter, Call Center Executive (3 years in the industry)
1. Could you please provide your full name?
o My name is Farjana Akhter. .

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Call Center Executive, responsible for handling customer
inquiries and resolving issues.
3. How long have you been working in the call center industry?
o I’ve been working in this industry for about 3 years.

4. Can you share your typical work schedule at the call center?
o I work 9 AM to 5 PM, but I sometimes work weekends when there’s an
urgent need for support.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is assessed through call resolution times, customer
satisfaction scores, and how well I follow up on unresolved issues.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
 o I believe goal-setting theory is the most effective. Setting clear goals
gives me direction, and I know exactly what’s expected of me, which
drives my performance.
7. How frequently do you receive feedback on your performance?
o I get formal feedback once a month, but my supervisor also provides
informal feedback regularly during team meetings.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o There are recognition programs, such as ‘Employee of the Month,’
which keeps me motivated. Additionally, performance incentives help
me stay focused.
9. Have there been any recent changes in the performance management
process?
o Yes, the introduction of peer reviews has been a recent change. I find it
useful because it gives me feedback from my colleagues as well.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, the training is quite thorough. We have regular sessions on new systems
and tools, and I feel well-prepared for my role.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● I sometimes struggle with the high volume of calls, which can affect my ability
to meet both speed and quality targets.
12. How satisfied are you with the current performance evaluation process?
● I’m fairly satisfied. It’s clear, but I feel there could be more emphasis on quality
metrics rather than just speed.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair and aligned with my role, but I feel more focus
should be placed on customer satisfaction rather than just speed.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has helped me improve my efficiency, but I’m still
working on balancing speed with quality customer service.
 3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve become much more goal-oriented and focused on my targets.
I believe the metrics keep me on track.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The incentive programs are motivating, but I do feel stressed when I
have to meet tight deadlines and speed requirements.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I would suggest incorporating more flexibility in the metrics to account
for complex customer issues that require more time to resolve.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I’ve definitely improved in handling calls more efficiently, and I’ve
become better at multitasking and resolving issues.

Interviewee 4: Sharmin Akhter, Call Center Supervisor (10 years in the

industry)
1. Could you please provide your full name?
o My name is Sharmin Akhter.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Supervisor, responsible for managing the daily
operations of the team, ensuring performance targets are met, and
supporting the team members.
3. How long have you been working in the call center industry?
o I’ve been in the call center industry for 10 years.

4. Can you share your typical work schedule at the call center?
o I work from 8 AM to 4 PM, but I’m always on call for urgent matters or
escalations.
5. How do you think your performance is currently being evaluated in the
call centre?
 o My performance is evaluated based on my ability to meet team goals,
improve call quality, reduce customer complaints, and maintain high
customer satisfaction scores.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o Transformational leadership works best in our environment. By
inspiring my team and helping them see the bigger picture, we can
achieve not just targets but also improve morale and engagement.
7. How frequently do you receive feedback on your performance?
o I receive feedback from my manager during monthly performance
reviews. I also get informal feedback from my team members.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o We have leadership development programs and recognition awards for
high performers. It keeps me motivated to do my best for the team.
9. Have there been any recent changes in the performance management
process?
o Yes, we’ve adopted a more frequent feedback approach and increased
focus on peer reviews, which I think is a great way to foster a
supportive environment.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Absolutely. The bank offers continuous leadership training, which I find very
valuable for my role.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is balancing the individual performance targets with the overall
team goals. It’s hard to keep everyone motivated when the targets are quite
demanding.
12. How satisfied are you with the current performance evaluation process?
● I’m very satisfied with the process. It’s thorough, fair, and gives me clear
insights into where improvements can be made.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
 o Yes, the metrics are fair. They align with both my responsibilities as a
supervisor and the team’s needs.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback is invaluable. It has helped me focus on areas where I
can develop my leadership skills further.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve become more focused on employee development. I’ve also
improved in providing timely feedback to the team.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The techniques definitely improve motivation and satisfaction,
especially when I see my team members improving and succeeding.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I’d suggest a more individualized approach to feedback, as each
employee has different needs and strengths.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I’ve become a much better leader over the years, and my
performance management skills have greatly improved.

Interviewee 5: Asad Rahman, Call Center Executive (2 years in the industry)

1. Could you please provide your full name?
o My name is Asad Rahman.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Call Center Executive, handling customer calls and assisting
with inquiries.
3. How long have you been working in the call center industry?
o I’ve been in the industry for 2 years.

4. Can you share your typical work schedule at the call center?
 o I work from 10 AM to 6 PM, with rotating weekends off.

5. How do you think your performance is currently being evaluated in the

call centre?
o My performance is evaluated based on call resolution time, customer
satisfaction surveys, and how well I adhere to the quality standards.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o Transactional leadership is effective. It’s clear, structured, and there
are rewards tied directly to performance outcomes, which makes it
easy to follow and stay motivated.
7. How frequently do you receive feedback on your performance?
o I get feedback during our monthly reviews, but occasionally my
supervisor gives me pointers after calls.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o There are incentive programs based on monthly KPI targets, and
occasional team-building events which help me stay engaged.
9. Have there been any recent changes in the performance management
process?
o Yes, we’ve introduced a more structured feedback process. I now get
real-time feedback on my calls through a monitoring system.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I’ve received continuous training, and it’s been helpful, especially when
new systems are introduced.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● Sometimes, it’s challenging to meet the metrics due to complex customer
inquiries that take longer to resolve.
12. How satisfied are you with the current performance evaluation process?
● I am mostly satisfied with the evaluation process. It’s clear, but I would
appreciate more feedback on improving my interaction skills.
Follow-up Questions:
 1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, I believe they are fair. They align with my job responsibilities, but
more focus should be given to the quality of customer interactions
rather than just speed.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been instrumental in helping me improve my call
handling skills and understanding the areas where I can work faster.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve noticed improvements in my efficiency and my ability to
resolve customer issues faster.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The incentives keep me motivated, but sometimes the pressure to
meet targets can affect my job satisfaction.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I’d recommend focusing more on the quality of customer service in the
metrics, as it would encourage a more balanced approach.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I feel I’ve grown a lot in this role, and my ability to handle calls has
improved significantly.
___________________________________________________________________
Interviewee 6: Faysal Mahmud, Call Center Executive (4 years in the industry)
1. Could you please provide your full name?
o My name is Faysal Mahmud. .

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Executive , assisting customers with inquiries,
troubleshooting problems, and providing service recommendations.
3. How long have you been working in the call center industry?
 o I’ve been working in the industry for 4 years.

4. Can you share your typical work schedule at the call center?
o I work 8 hours a day, typically from 9 AM to 5 PM, but sometimes I
need to work weekends and night shift during peak times.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated using a combination of metrics, including
call handling time, customer satisfaction scores, and how many calls I
resolve on the first attempt.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o Goal-setting theory works well in our environment. It gives clear
expectations, and I feel a sense of accomplishment when I meet my
targets.
7. How frequently do you receive feedback on your performance?
o I receive feedback monthly through formal reviews and occasionally
get informal feedback during my shifts from my supervisor.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o The monthly recognition program is great for motivation, and the
performance bonuses are a huge incentive for me to continue
performing well.
9. Have there been any recent changes in the performance management
process?
o Yes, they’ve started integrating more real-time feedback through call
monitoring software, which has been very useful in improving my
performance.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, the bank provides consistent training, especially when we get new
systems or processes. I feel well-supported in that area.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● Sometimes, I find it hard to meet the call resolution time because some issues
are complex and require more detailed attention.
 12. How satisfied are you with the current performance evaluation process?
● I’m satisfied with the evaluation process, though I think it could be improved
by focusing more on the quality of calls rather than just speed.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair, but I feel more attention should be paid to the
quality of customer interactions.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has definitely helped me improve. I’ve learned to handle
calls more efficiently and resolve issues faster.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve noticed that I’m able to resolve more calls on the first attempt
and have become quicker in handling them.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o They motivate me to work harder, especially the recognition and
incentive programs. However, the pressure to meet speed metrics can
sometimes make me feel stressed.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I think there should be more focus on customer satisfaction and not just
speed. It would help create a better balance.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I believe I’ve become much more efficient in resolving customer
issues.

Interviewee 7: Ishtiaq Hossain, Call Center Team Leader (7 years in the

industry)
1. Could you please provide your full name?
o My name is Ishtiaq Hossain.
2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Team Leader, and I oversee a team of agents,
ensuring targets are met and providing support when they face
challenges.
3. How long have you been working in the call center industry?
o I’ve been in the industry for 7 years.

4. Can you share your typical work schedule at the call center?
o I work 8 hours a day, from 8 AM to 4 PM, and sometimes I need to stay
late for team meetings or special projects.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated through team performance metrics KPI,
such as the average handle time, customer satisfaction, and the
achievement of team goals.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I think transformational leadership works well because it focuses on
motivating employees beyond just metrics, helping them achieve their
potential and build a sense of team spirit.
7. How frequently do you receive feedback on your performance?
o I receive feedback from my manager every quarter during formal
reviews, and I also get feedback from my team and peers during
regular check-ins.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o The leadership development programs are incredibly motivating for me.
I also enjoy the team-building activities we have every quarter.
9. Have there been any recent changes in the performance management
process?
o Yes, the bank has started to place more emphasis on peer reviews,
which I believe helps us get a more rounded view of team
performance.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
 ● Yes, the bank provides excellent training, especially leadership training, which
helps me be a better team leader.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is managing a team with varying skill levels and personalities.
It can be difficult to ensure consistent performance across the board.
12. How satisfied are you with the current performance evaluation process?
● I’m satisfied overall, though I think we could improve the process by
incorporating more qualitative feedback to complement the quantitative
metrics.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are aligned with my responsibilities, though I’d
appreciate more flexibility in how we measure team success.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been extremely helpful. It has given me a clearer
understanding of how I can improve my leadership skills.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve become more focused on team development and have
learned to give better feedback to my team.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The recognition and rewards keep me motivated, but the pressure to
meet team targets can sometimes create stress.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I would recommend incorporating more personalized feedback for each
team member, focusing on individual growth rather than just the overall
team metrics.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
 o Yes, I feel that I’ve developed significantly in my leadership role and
have become better at managing team dynamics.

Interviewee 8: Abul Kalam Pitu, Call Center Executive (5 years in the industry)
1. Could you please provide your full name?
o My name is Abul Kalam Pitu. .

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Executive, focusing on customer inquiries,
troubleshooting, and ensuring customer satisfaction.
3. How long have you been working in the call center industry?
o I’ve been in the call center industry for 5 years.

4. Can you share your typical work schedule at the call center?
o I work from 10 AM to 6 PM on weekdays, and my weekends and night
shifts vary depending on the roster.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on key performance indicators
(KPIs), such as the number of calls resolved, customer satisfaction
ratings, and adherence to call scripts.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o Transactional leadership works best for me because I can see a
direct link between my performance and the rewards I receive. It’s clear
and motivating.
7. How frequently do you receive feedback on your performance?
o I receive feedback during my monthly performance reviews and
occasionally get feedback from my supervisor after monitoring calls.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o The incentive programs and rewards for meeting targets are very
motivating. Also, we have occasional team events that help boost
morale.
 9. Have there been any recent changes in the performance management
process?
o Yes, they’ve implemented a new incentive structure, which now
includes additional bonuses for customer satisfaction.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I feel supported. The training is comprehensive, especially when new
systems or procedures are introduced.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is managing difficult customer situations that take longer to
resolve, which can affect my average call time.
12. How satisfied are you with the current performance evaluation process?
● I’m satisfied, though I would appreciate more feedback related to how I can
improve the quality of my calls, not just the quantity.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair and aligned, but I think there should be more
focus on customer satisfaction rather than just the number of calls.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been useful in helping me focus on specific areas
like call resolution time, but I’d like more feedback on improving
communication skills.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’m now able to manage calls more effectively and have become
more efficient at handling customer issues.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The bonuses and rewards motivate me to perform well, but sometimes
the constant pressure to meet metrics affects my stress levels.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
 o I think incorporating more focus on customer satisfaction and providing
more personalized feedback would help improve the process.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I feel that my ability to resolve customer issues and work
efficiently has improved over time.

___________________________________________________________________
Interviewee 9: Michael Johnson, Call Center Supervisor (6 years in the
industry)
1. Could you please provide your full name?
o My name is Michael Johnson.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Supervisor, responsible for managing a team of
agents, overseeing their performance, and ensuring that we meet key
performance indicators (KPIs).
3. How long have you been working in the call center industry?
o I’ve been working in the call center industry for 6 years.

4. Can you share your typical work schedule at the call center?
o I work from 8 AM to 4 PM on weekdays, but I’m often required to stay
later if there are issues that need resolving or if we’re short-staffed.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated through a combination of team
performance, customer satisfaction ratings, and the efficiency of our
operations. I am also evaluated based on how well I handle escalations
and resolve team issues.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe servant leadership is effective in our environment because it
focuses on supporting employees and helping them achieve their
 goals. This leads to higher engagement, which in turn drives
performance.
7. How frequently do you receive feedback on your performance?
o I receive feedback during quarterly performance reviews with my
manager. Additionally, I get informal feedback from my team and peers
regularly.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o There are leadership development programs that I find motivating, as
well as performance bonuses that keep me engaged. I also appreciate
the opportunity to mentor and train new supervisors.
9. Have there been any recent changes in the performance management
process?
o Yes, there has been a greater focus on individual development plans,
where we work with employees to set personalized goals that align with
both their career development and the bank’s objectives.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Absolutely. The bank provides leadership training and ongoing support,
including workshops on emotional intelligence, conflict resolution, and team
management.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is balancing between performance metrics and employee
well-being. Sometimes agents struggle to meet certain targets, and I have to
support them while also ensuring the team meets the overall goals.
12. How satisfied are you with the current performance evaluation process?
● I’m satisfied with the current process but would like to see more attention
given to how we can support employees in achieving sustainable
performance, rather than focusing solely on short-term metrics.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair, though I do think there needs to be more
focus on qualitative aspects like team morale and employee
engagement.
 2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been instrumental in my growth. I’ve learned how to
better manage team dynamics and enhance overall team performance.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, the shift towards individual development plans has significantly
improved how I manage my team and has helped me develop a deeper
understanding of their strengths and weaknesses.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The increased focus on professional development and team support
has positively impacted my motivation. It’s more fulfilling than just
meeting numbers.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I think we should integrate more collaborative goal-setting with
employees, where they have a voice in the performance metrics and
targets.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I feel that I’ve become a better supervisor and leader, particularly
in terms of supporting my team’s development.

Interviewee 10: Olivia Brown, Call Center Agent (2 years in the industry)
1. Could you please provide your full name?
o My name is Olivia Brown.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I’m a Call Center Agent, and I handle customer queries, process
transactions, and assist with troubleshooting banking services.
3. How long have you been working in the call center industry?
o I’ve been working in the call center industry for 2 years.

4. Can you share your typical work schedule at the call center?
 o I work from 9 AM to 5 PM, but I’m also on a rotational shift pattern, so
occasionally I work evenings or weekends.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on my call handling time, customer
satisfaction scores, and my ability to resolve issues without escalation.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I think goal-setting theory is most effective because it helps me know
exactly what’s expected, and when I hit my targets, I feel
accomplished.
7. How frequently do you receive feedback on your performance?
o I receive feedback during our monthly one-on-one meetings with the
supervisor, as well as through automated reports that highlight my
performance metrics.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o We have gamification activities, where we earn points for meeting
goals. These points can be exchanged for prizes, which helps keep
things exciting.
9. Have there been any recent changes in the performance management
process?
o Yes, the bank has introduced a new peer review system, where we
provide feedback on each other’s calls, which I think is very
constructive.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I have received adequate training, especially when new systems were
introduced. The training was detailed and helped me feel prepared.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge I face is when customers are upset or when calls are more
complicated, which means my handling time can go up, affecting my overall
performance metrics.
12. How satisfied are you with the current performance evaluation process?
 ● I am satisfied with the process, but I would like more emphasis on customer
feedback and not just speed-based metrics.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, but I believe they should consider the complexity of calls as well
as just focusing on the speed.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has helped me improve, especially the peer reviews, as
they give me a different perspective on my performance.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, I’ve become much faster in resolving customer issues and can
handle more calls per day.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The gamification and rewards system really motivates me. It makes the
job more engaging and fun.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I think it would be helpful to include more flexibility in the metrics to
account for more complex calls.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I’ve learned a lot, and my performance has definitely improved
over the past two years.

Interviewee 11: Liam Green, Call Center Trainer (8 years in the industry)
1. Could you please provide your full name?
o My name is Liam Green.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
 o I’m a Call Center Trainer, and my role involves training new hires,
conducting ongoing training sessions, and ensuring agents are up to
date with procedures and systems.
3. How long have you been working in the call center industry?
o I’ve been working in the industry for 8 years.

4. Can you share your typical work schedule at the call center?
o I typically work from 9 AM to 5 PM, Monday to Friday, though I
sometimes work evenings to accommodate different training
schedules.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on the success rate of my training
sessions, including employee feedback and how quickly new hires can
handle calls independently after training.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe servant leadership is effective in our environment because it
emphasizes helping employees succeed. This makes employees feel
supported, which boosts performance.
7. How frequently do you receive feedback on your performance?
o I receive feedback during monthly performance reviews with my
manager, and I also get informal feedback from trainees and
supervisors.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o I participate in leadership development programs and have
opportunities for professional growth within the bank.
9. Have there been any recent changes in the performance management
process?
o Yes, they’ve introduced more personalized feedback for employees
and have shifted towards more qualitative performance metrics rather
than just quantitative ones.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
 ● Yes, the bank offers many development opportunities, including specialized
training for trainers to improve our own skills.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is ensuring that all new hires absorb the training content
effectively within a short time frame and are prepared to meet performance
metrics immediately after.
12. How satisfied are you with the current performance evaluation process?
● I’m satisfied but feel there’s always room for improvement in how we measure
the long-term success of training and development.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair, but I think we could place more focus on the
quality of training and the long-term success of new employees.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o Feedback has helped me refine my training techniques, particularly in
terms of engaging trainees and adjusting content based on their needs.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, the shift towards more qualitative feedback has allowed me to
improve my training methods and focus on creating a better learning
environment.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The focus on professional growth and development is motivating. It
makes me feel like I’m contributing to the bank’s long-term success.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I recommend incorporating more feedback from employees who have
gone through the training, to see how the lessons learned are being
applied in practice.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
 o Yes, I’ve definitely developed as a trainer and have gained a deeper
understanding of the call center’s needs.
___________________________________________________________________
Interviewee 12: Emma Clark, Senior Call Center Agent (5 years in the industry)
1. Could you please provide your full name?
o My name is Emma Clark.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Senior Call Center Agent. I assist customers with inquiries,
process transactions, and help manage some of the more complex
cases.
3. How long have you been working in the call center industry?
o I’ve been in the call center industry for 5 years.

4. Can you share your typical work schedule at the call center?
o I work 9 AM to 6 PM on weekdays, but sometimes I have to take
weekend shifts as well, depending on the workload.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on customer satisfaction surveys,
my ability to handle calls efficiently, and my overall performance
against KPIs.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe goal-setting theory is the most effective because it gives me
clear targets to achieve and helps me stay focused on improving my
performance.
7. How frequently do you receive feedback on your performance?
o I receive feedback monthly, usually through one-on-one meetings with
my manager.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o There are employee recognition programs where we get awarded for
outstanding performance. This is very motivating. Additionally, we have
quarterly team-building events.
 9. Have there been any recent changes in the performance management
process?
o Yes, there’s been an increased focus on real-time feedback, where we
receive immediate comments on our performance after calls.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I’ve received regular training on new systems, customer service
techniques, and soft skills, which has helped me improve my overall
performance.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● One challenge is maintaining a high customer satisfaction score while
managing a large volume of calls. Sometimes, it’s difficult to resolve complex
issues quickly without affecting satisfaction.
12. How satisfied are you with the current performance evaluation process?
● I am generally satisfied with the process, but I think there could be more
emphasis on the qualitative aspects of customer interactions.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, the metrics are fair. However, I believe customer satisfaction
should be weighted more than speed in evaluating performance.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been really helpful. It has allowed me to adjust my
approach with customers and become more efficient.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, since the shift towards real-time feedback, I’ve noticed
improvements in my response times and customer interaction.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The recognition and feedback have made me feel valued. I’m more
motivated to do my best because I know my efforts are being noticed.
 5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I think incorporating more team-based goals would be a good way to
foster collaboration and improve collective performance.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I’ve grown both professionally and personally, and I feel I’ve
become much more efficient and skilled at my job.

Interviewee 13: William Harris, Call Center Manager (7 years in the industry)
1. Could you please provide your full name?
o My name is William Harris.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am the Call Center Manager, responsible for overseeing daily
operations, managing the team, and ensuring that performance targets
are met.
3. How long have you been working in the call center industry?
o I’ve been in the call center industry for 7 years.

4. Can you share your typical work schedule at the call center?
o My typical work schedule is from 8 AM to 5 PM, though I often work
beyond those hours to resolve issues or address staff concerns.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on overall team performance,
achievement of departmental goals, and the satisfaction ratings we
receive from customers.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o Transformational leadership has the most impact. By inspiring my
team to align with the company’s vision, I see higher levels of
motivation and commitment.
7. How frequently do you receive feedback on your performance?
 o I receive feedback during quarterly performance reviews, and I also get
continuous feedback from senior management on specific projects or
initiatives.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o I am motivated by leadership development programs and the ability to
contribute to strategic decisions that shape the call center’s
performance.
9. Have there been any recent changes in the performance management
process?
o Yes, the focus has shifted more towards employee development. We
are now conducting more frequent check-ins with team members to
track their progress and provide guidance.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, the bank offers various training programs, including leadership training,
which helps me manage my team more effectively.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● A major challenge is managing the balance between achieving the required
metrics and maintaining team morale, especially during peak times.
12. How satisfied are you with the current performance evaluation process?
● I’m satisfied, but I believe it could benefit from more frequent employee
feedback and less reliance on numbers alone.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, but the focus on quantitative metrics sometimes doesn’t capture
the full scope of what’s needed to run a successful call center.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has been instrumental. It’s helped me refine my
leadership style and become more effective at managing my team.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
 o Yes, the shift to more developmental feedback has improved how I
manage my team and has led to better performance results.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o I feel more satisfied with the work I do now that there’s a focus on
long-term development. It motivates me to continue improving.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I recommend integrating more peer feedback, which could provide a
more rounded perspective on an employee’s performance.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I have become a better leader, and my management skills have
significantly improved over the years.

Interviewee 14: Noah Mitchell, Call Center Quality Assurance Specialist (4

years in the industry)
1. Could you please provide your full name?
o My name is Noah Mitchell.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Quality Assurance Specialist. I monitor and assess the quality of
calls made by agents, ensuring they meet the company’s standards.
3. How long have you been working in the call center industry?
o I’ve been in the industry for 4 years.

4. Can you share your typical work schedule at the call center?
o I work from 9 AM to 5 PM, Monday through Friday. My role involves
reviewing call recordings and providing feedback to agents.
5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on the accuracy of the
assessments I make and how well I provide constructive feedback to
agents.
 6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe transactional leadership works well for managing call center
performance, as it’s results-oriented, focused on clear expectations
and rewards for meeting targets.
7. How frequently do you receive feedback on your performance?
o I receive feedback during bi-weekly meetings with my manager, where
we review the effectiveness of my assessments.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o The bank offers continuous learning opportunities, including
certifications related to quality assurance and customer service
standards.
9. Have there been any recent changes in the performance management
process?
o Yes, we’ve started tracking qualitative feedback from agents, not just
focusing on their call scores.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, the training programs here are comprehensive and have helped me
refine my skills in quality assessment.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● A challenge is ensuring consistency in assessing call quality across different
agents, as it can sometimes be subjective.
12. How satisfied are you with the current performance evaluation process?
● I am satisfied but feel that there could be more collaboration between
departments to improve how we evaluate performance across the board.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
o Yes, they are aligned, though I think they should include more holistic
measures of an agent’s impact on the customer’s experience.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
 o The feedback has been crucial in helping me refine my approach to
quality assessments and has led to more effective feedback for agents.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, my ability to give timely and actionable feedback has improved.

4. What impact do the performance management techniques have on your

job satisfaction and motivation?
o The ability to make an impact by improving agents’ performance has
been motivating, and it feels rewarding when they improve.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I recommend adding more training on how to give constructive
feedback and better equip employees to take ownership of their
performance.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I’ve become more skilled in quality assessment, and I now have a
more nuanced understanding of what makes a successful call.

Interviewee 15: Olivia Thompson, Call Center Supervisor (6 years in the

industry)
1. Could you please provide your full name?
o My name is Olivia Thompson.

2. What is your current job title and role at the Call Center Department of
The City Bank PLC?
o I am a Call Center Supervisor. I manage a team of agents and ensure
that performance standards are met.
3. How long have you been working in the call center industry?
o I’ve been in the call center industry for 6 years.

4. Can you share your typical work schedule at the call center?
o I work from 8 AM to 5 PM. My role involves managing daily shifts and
conducting performance reviews with agents.
 5. How do you think your performance is currently being evaluated in the
call centre?
o My performance is evaluated based on the performance of my team,
and how well I support and develop them to achieve their goals.
6. In your opinion, which performance management technique is most
effective in the call centre environment? Why?
o I believe servant leadership is the most effective because it focuses
on the development of team members and helps build a collaborative
work culture.
7. How frequently do you receive feedback on your performance?
o I receive feedback every quarter during my performance reviews and in
informal check-ins with senior management.
8. What initiatives or activities are in place to keep you engaged and
motivated in your role?
o I’m engaged through leadership programs and cross-departmental
projects. The variety keeps things interesting.
9. Have there been any recent changes in the performance management
process?
o Yes, there’s been a move towards more individualized feedback,
focusing on personal development rather than just performance
metrics.
10. Do you feel adequately supported by the bank in terms of training and
development to improve your performance?
● Yes, I’ve had ample training opportunities, including leadership development
and team management courses.
11. Can you describe any specific challenges you face in meeting the
performance metrics set by the bank?
● A challenge is handling the diverse needs of my team. Some require more
attention and support than others, which can affect the overall metrics.
12. How satisfied are you with the current performance evaluation process?
● I am satisfied but feel that more peer-to-peer evaluations would provide a
more rounded view of an employee’s performance.
Follow-up Questions:
1. Do you believe the performance metrics used are fair and aligned with
your actual job responsibilities?
 o Yes, I believe they’re aligned, though they could be improved by
including measures of team cohesion and communication.
2. To what extent do you feel the feedback and evaluations have helped
you improve your performance over time?
o The feedback has helped me refine my supervisory skills, particularly in
communication and motivating my team.
3. Have you noticed any significant changes in your performance since the
current performance management techniques were implemented?
o Yes, the focus on individualized feedback has allowed me to adjust my
approach and improve the performance of my team.
4. What impact do the performance management techniques have on your
job satisfaction and motivation?
o The shift to a more development-oriented approach has made me feel
more fulfilled in my role.
5. What suggestions or recommendations would you make to improve the
performance management process in the call center department?
o I suggest a more integrated approach to team performance, where
group goals are aligned with individual performance metrics.
6. Overall, do you feel that your performance has improved during your
tenure at The City Bank PLC?
o Yes, I have become a more effective supervisor and have learned a
great deal about managing and supporting a team.
___________________________________________________________________