Gender, emotional labour and teamworking in a call centre

Personnel Review

Volumn 31, Issue 3, 2002, Pages 283-303

  Mulholland, Kate ^a  

^a QUEEN'S UNIVERSITY BELFAST   (United Kingdom)

Author keywords

Gender; Management control; Participation; Resistance; Teamwork

Indexed keywords

EID: 0035998673     PISSN: 00483486     EISSN: None     Source Type: Journal    
DOI: 10.1108/00483480210422714     Document Type: Article

References (51)

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5. Emotion here, emotion there, emotional organisations everywhere
6. What in the F - 's name is Fordism?
7. Naming men: Implications for work organisations and management
8. Pushing back the frontiers: Management control and work intensification under JIT/TQM factory regimes
9. Flexible when it suits them': The use and abuse of teamwork skills
10. Beyond bureaucracy? Work organisation in call centres
11. Task participation: Employees' participation enabled or constrained?
12. Smiling, deferring and flirting, doing gender by giving 'good service'
13. On ambiguity, contradiction and paradox in gendered organisations
14. On the complexity of feminist intervention in organisations
15. 'Fun and surveillance': The paradox of high commitment management in call centres
16. What happens when the phone goes wild? Staff, stress and spaces for escape in a BPR telephone banking work regime
17. Call centre: Something old, something new, what's different, what's true?
18. Selling teams to the salesforce: Teamworking in the UK pharmaceutical industry
19. The team dream: The meaning and experience of teamworking for employees in an automobile manufacturing company
20. Teamworking and employee involvement: Terminology, evaluation and context
21. An alternative bureaucratic impersonality and emotional labour: Bounded emotionality at Body Shop
22. Team between hierarchy and commitment: Change strategies and the 'internal environment'
23. Back to the future: A call centre and new forms of direct control. 'Slammin, scammin', smokin' an' leavin'
24. Emotional labour and tacit resistance in call centre employment 'insisting on quality'
25. "'Slammin', scammin', smokin' an' leavin": Resistance in Irish call centres to new forms of direct control
26. Where do you draw the line? Functional flexibility, training and skill in Britain and France
27. Capitalism, subjectivity and ethics: Debating labour process analysis
28. Braverman and the contribution of labour process analysis to the critique of capitalist production - Twenty-five years on
29. An assembly line in the head': Work and employee relations in the call centre
30. Redesigning production through teamworking: Case studies from the Volvo Truck Corporation
31. Empowerment, theory and practice