Abstract
Introducing this volume, this paper describes the contradictory nature of many aspects of call-centre work, drawing on the results of the EC-funded STILE project to demonstrate the difficulties of classifying call-centre workers. The lack of a clear objective ‘place’ in the technical division of labour and the social order for this transient and poorly-defined workforce is mirrored by a subjective failure, on the part of call-centre workers, to identify themselves as such. This makes it difficult to develop stable collective occupational identities that could form a basis for organisation and representation. Such conflicts are exacerbated by call-centre workers' position ‘at the interface’ between companies and their customers and between the local and the global. Many are also having to deal with the difficult transition from other types of work to call-centre work as the process of ‘callcenterisation’ sweeps through the public sector as well as private companies. The paper concludes by noting that, despite many similarities between call centres across the globe, national industrial relations systems and other aspects of particular locations still make a significant difference to the working conditions of call-centre workers.
Highlights
Introducing this volume, this paper describes the contradictory nature of many aspects of call-centre work, drawing on the results of the EC-funded STILE project to demonstrate the difficulties of classifying call-centre workers
The script that dictates what the call-centre worker must say, and in what sequence, by definition, dictates the timing and structure of the conversation from the point of view of the customers, who must fit their responses into the narrow range of options predicted by the programme (Huws, 2003)
A few bad call-centre experiences provide a strong incentive to customers to become self-servicing, substituting their own unpaid time and self-developed skills for those of paid service workers, and learning to obtain what they want by using a corporate website or, at least, being well-prepared to select the correct numerical options and feed the call-centre worker with the right responses in the appropriate jargon so that the encounter can be a simple and constructive one
Summary
Call centre I work in a call centre handling calls from US 341 agent members regarding timeshare properties. I. – travel provide information on travel requirements sales and sell them travel and insurance products, working to meet sales targets. Customer I head up the ‘win back’ team for the call 123 relations centre of a financial services company. I coach and motivate a team of agents leader trying to persuade customers to return to our service
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