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The International Journal of Human Resource Management Volume 11, 2000 - Issue 5
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Original Articles

'Fun and surveillance': the paradox of high commitment management in call centres

Nick Kinnie
,
Sue Hutchinson
&
John Purcell
Pages 967-985 | Published online: 18 Feb 2011

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Peter Butler & Anita Hammer. (2022) HR practice in a fast food MNC: exploring the low discretion, high commitment phenomenon. The International Journal of Human Resource Management 33:4, pages 763-783.
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Marisa Smith, Steve Paton & Jillian MacBryde. (2018) Lean implementation in a service factory: views from the front-line. Production Planning & Control 29:4, pages 280-288.
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Dale Tweedie. (2017) The Normativity of Work: Retrieving a Critical Craft Norm. Critical Horizons 18:1, pages 66-84.
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Frances Jørgensen & Karen Becker. (2015) Balancing organizational and professional commitments in professional service firms: the HR practices that matter. The International Journal of Human Resource Management 26:1, pages 23-41.
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Zeenobiyah Hannif, Anthony McDonnell, Julia Connell & John Burgess. (2013) Teams in call centres: does size make a difference?. Labour and Industry 23:2, pages 121-136.
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Neus Martí-Audí, Mireia Valverde & Noreen Heraty. (2013) Human resource management in the Spanish call centre sector: the bird cage model of call centre work. The International Journal of Human Resource Management 24:2, pages 308-329.
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Sue Hanna. (2010) Call Centres As Sites of Professional Practice: “Where Old Social Workers Go to Die”?. Australian Social Work 63:3, pages 266-280.
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Mohan Thite. (2010) All that Glitters is not Gold: Employee Retention in Offshored Indian Information Technology Enabled Services. Journal of Organizational Computing and Electronic Commerce 20:1, pages 7-22.
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Neeru Malhotra, Pawan Budhwar & Peter Prowse. (2007) Linking rewards to commitment: an empirical investigation of four UK call centres. The International Journal of Human Resource Management 18:12, pages 2095-2128.
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Mónica Ordiz & Esteban Fernández. (2005) Influence of the sector and the environment on human resource practices' effectiveness. The International Journal of Human Resource Management 16:8, pages 1349-1373.
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Geert Van Hootegem, Jos Benders, Anne Delarue & Stephen Procter. (2005) Teamworking: looking back and looking forward. The International Journal of Human Resource Management 16:2, pages 167-173.
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Carlos-María Alcover, David Martínez-Íñigo & Fernando Rodríguez-Mazo. (2005) “¿Cuánto tiempo trabajaremos aquí?” Antigüedad en la organización y características de los contratos psicológicos en empleados de call/contact centers. International Journal of Social Psychology 20:1, pages 73-91.
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Ed Rose & Gillian Wright. (2005) Satisfaction and dimensions of control among call centre customer service representatives. The International Journal of Human Resource Management 16:1, pages 136-160.
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Sylvie Guerrero & Valérie Barraud-Didier. (2004) High-involvement practices and performance of French firms. The International Journal of Human Resource Management 15:8, pages 1408-1423.
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Vivienne Hunt. (2004) Call Centre Work for Women: Career or Stopgap?. Labour and Industry 14:3, pages 139-153.
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Keith Townsend. (2004) When the LOST Found Teams: A Consideration of Teams within the Individualised Call Centre Environment. Labour and Industry 14:3, pages 111-126.
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Bob Russell. (2004) Are All Call Centres The Same?. Labour and Industry 14:3, pages 91-109.
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Phil Taylor & Peter Bain. (2004) Call Centre Offshoring To India: The Revenge of History?. Labour and Industry 14:3, pages 15-38.
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John Burgess & Julia Connell. (2004) Emerging Developments in Call Centre Research. Labour and Industry 14:3, pages 1-13.
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Josh Healy & Tom Bramble. (2003) Dial ‘B’ for Burnout? The Experience of Job Burnout in a Telephone Call Centre. Labour and Industry 14:2, pages 39-59.
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Kirstie Ball. (2002) Elements of surveillance: A new framework and future directions. Information, Communication & Society 5:4, pages 573-590.
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