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Call Centre HRM and Performance Outcomes: Does Workplace Governance Matter?

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Call Centres and Human Resource Management

Abstract

Links between different forms of workplace governance and economic and industrial relations performance outcomes have become an important focus of research in recent years. Most of this work has involved statistical analysis using nationally representative survey data (see, for example Fernie and Metcalf, 1995; Lasaosa, Wood and de Menezes, 2001). This chapter, by contrast, uses case studies and examines the effects of human resource management practices in three different workplaces (call centres) owned by the same firm.

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Authors
  1. Sue Fernie
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Editor information

Editors and Affiliations

  1. King’s College London, UK

    Stephen Deery (Professor of Human Resource and Public Sector Management) (Professor of Human Resource and Public Sector Management)

  2. School of Management, University of Bath, UK

    Nicholas Kinnie (Senior Lecturer in Human Resource Management) (Senior Lecturer in Human Resource Management)

Copyright information

© 2004 Sue Fernie

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Cite this chapter

Fernie, S. (2004). Call Centre HRM and Performance Outcomes: Does Workplace Governance Matter?. In: Deery, S., Kinnie, N. (eds) Call Centres and Human Resource Management. Palgrave Macmillan, London. https://doi.org/10.1057/9780230288805_3

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