Australian call centres: Time to search for a new management model?

Connell, JA; Hannif, ZN; Burgess, J

Australian call centres: Time to search for a new management model?

Connell, JA

Hannif, ZN Burgess, J

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Publisher:: International Employment Relations Association
Publication Type:: Journal Article
Citation:: International Employment Relations Review, 2009, 15 (1), pp. 1 - 15
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Connell, JA https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Hannif, ZN	en_US
dc.contributor.author	Burgess, J	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	International Employment Relations Review, 2009, 15 (1), pp. 1 - 15	en_US
dc.identifier.issn	1324-1125	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10315
dc.description.abstract	As businesses restructure their operations the number of call centres is growing through ICT developments. Indeed the ACTU (2002) have argued that call centres are well placed to represent an e-commerce gateway for many companies. The scale, nature, organization and operation of call centres is extremely diverse (Burgess and Connell, 2004) although they share the ability to be organized on a continuous operational basis, they are highly dependent upon ICT platforms and call centre work is capable of being subject to extensive control and surveillance. While research has generated many bleak stories of the work experience in call centres with reference to 20th century workhouses (Callaghan and Thompson, 2001), there are also examples of high levels of job satisfaction combined with job commitment (Kinnie et al, 2001).	en_US
dc.publisher	International Employment Relations Association	en_US
dc.relation.ispartof	International Employment Relations Review	en_US
dc.title	Australian call centres: Time to search for a new management model?	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	15	en_US
utslib.for	150310 Organisation and Management Theory	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	15	en_US

Abstract:

As businesses restructure their operations the number of call centres is growing through ICT developments. Indeed the ACTU (2002) have argued that call centres are well placed to represent an e-commerce gateway for many companies. The scale, nature, organization and operation of call centres is extremely diverse (Burgess and Connell, 2004) although they share the ability to be organized on a continuous operational basis, they are highly dependent upon ICT platforms and call centre work is capable of being subject to extensive control and surveillance. While research has generated many bleak stories of the work experience in call centres with reference to 20th century workhouses (Callaghan and Thompson, 2001), there are also examples of high levels of job satisfaction combined with job commitment (Kinnie et al, 2001).

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http://hdl.handle.net/10453/10315