CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...

high prevalence of symptoms was found at both TSCs. Suboptimal ergonomic conditions were
associated with neck, shoulder, elbow, and back WRMDs, as well as with increased job dissatisfaction.
Perceived increased workload variability and lack of job control were associated with the
occurrence of neck and back WRMDs, respectively. WRMDs were more frequently reported by
Ss at the center with older furniture and suboptimal ergonomic conditions. Authors suggest that
WRMDs may be prevented by improving ergonomic conditions at workstations and addressing
work-organization elements.
(Appears also in Section VII.)
4. Hook, K. and L. Matta. Organisational variables in call centres: Mediator relationships. In
Contemporary Ergonomics 1997, S.A. Robertson (ed.),. Taylor & Francis, London, 1997, 295–
300.
Abstract. This study explored the role of perceived satisfaction of the environment as a mediator
variable in the relationship between seven objective organisational variables and individual
affective outcomes (stress and job satisfaction). Eleven organisations were involved in the study
(n = 566) focusing specifically on telephone call centres. Using analysis of covariance, mediated,
partially mediated and direct effects were observed. Practical implications are discussed. Theoretically,
the results highlight the validity of developing a more complex conceptual link between
the environment and its impact upon individuals.
5. Frenkel, Stephen, May Tam, Marek Korczynski, Karen Shire. Beyond bureaucracy? Work organization
in call centres, The International Journal of Human Resource Management, 9 (6),
1998, 957–979.
Abstract. Call centres are a rapidly growing, IT-based channel for service and sales delivery,
particularly in the financial services and telecom industries. Although little research has been
undertaken on the human resource aspects of call centres, two contrasting images are emerging.
The first emphasizes the bureaucratic, constraining nature of these work settings, while the second
image points towards worker empowerment characteristic of knowledge-intensive settings.
Which of these two images more faithfully portrays the nature of work organization in call centres
is the subject of our paper. Drawing on qualitative research undertaken in six call centres
and a survey of front-line workers, we show that elements of both models coexist and that a
hybrid model predominates. The theoretical basis for this contention, and its institutionalization
as mass customized bureaucracy, lies in management’s on-going attempts to reconcile two conflicting
principles: standardization of processes and customization of products. The paper also
explores, as key consequences of mass customized bureaucracy, front-line workers’ satisfaction
with various facets of their job and their overall job satisfaction, in addition to discretionary
work effort. Only in relation to job security and co-worker relations could front-line workers be
considered satisfied. Overall, these employees were ambivalent in their responses. They were
however more likely to give more discretionary work effort than indicated by their extent of
satisfaction. We conclude that, although the existing pattern of work organization may be superior
to more bureaucratic forms, it is by no means ideal from the standpoint of either front-line
workers or management.
Keywords: Organization, Customer, Service, Representatives, Bureaucracy, Information, Tech-
90