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Extra info for Call Centres and Human Resource Management: A Cross-National Perspective
Wharton, A. (1993) ‘The affective consequences of service work’, Work and Occupations, 20, pp. 205–32. Wood, S. and L. de Menezes (1998) ‘High Commitment Management in the UK: Evidence from the Workplace Industrial Relations Surveys and Employers’ Manpower and Skills Practices Survey’, Human Relations, 51(4), pp. 485–515. Part I Managerial Strategies and Employment Practices 2 The Viability of Alternative Call Centre Production Models* Rosemary Batt and Lisa Moynihan Introduction Advances in information technologies and marketing techniques have led to a revolution in service delivery systems over the last decade.
Taylorist work organization minimizes skill requirements, discretion and job cycle time. Learning is limited to repetition of simple rationalized tasks (‘practice makes perfect’). Human resource practices to induce effort are built on fear of job loss and/or piece rate pay systems (or in call centres, individual commission pay). The approach assumes that jobs can be designed to be turnover-proof, with workers as replaceable parts. The application of mass-production principles in service activities has been uneven for at least two reasons: first, the intangible nature of services limits the use of machine-pacing and, second, one party to the production process – the consumer – is not under the control of management.
And D. E. Bowen (1993) ‘The service organization: human resource management is crucial’, Organizational Dynamics, 21(4), pp. 39–53. Sewell, G. (1998) ‘The Discipline of Teams: The Control of Team-Based Industrial Work Through Electronic and Peer Surveillance’, Administrative Science Quarterly, 43, pp. 406–69. , U. Holtgrewe and C. Kerst (2002) ‘Re-organising customer service work: an introduction’ in U. Holtgrewe, C. Kerst and K. Shire (eds), Re-Organising Service Work: Call Centres in Germany and Britain, Aldershot: Ashgate.