Smiling down the line : info-service work in the global economy
著者
書誌事項
Smiling down the line : info-service work in the global economy
(Studies in comparative political economy and public policy, 33)
University of Toronto Press, c2009
- : cloth
- : paper
大学図書館所蔵 全4件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. [287]-310) and index
内容説明・目次
内容説明
Just as textile mills and automotive assembly plants have symbolized previous economic eras, the call centre stands as a potent reminder of the importance of information in contemporary economies. Bob Russell's Smiling Down the Line theorizes call centre work as info-service employment and looks at the effects of ever-changing technologies on service work, its associated skills, and the ways in which it is managed. Russell also considers globalization and contemporary managerial practices as centres are outsourced to poorer countries such as India and as new forms of management are introduced, refined, and discarded.Invoking extensive labour force surveys and interviews from Australia and India, Russell examines employee representation, work intensity, stress, emotional labour, and job skills in the call centre work environment. The cross-national approach of Smiling Down the Line highlights the effects of globalization and scrutinizes the similarities and differences that exist in info-service work between different industries and in different countries.
目次
List of Tables and Figures List of Abbreviations Acknowledgments 1. New Workplaces: The Call Centre 1.1 Introduction 1.2 The Three Changes 1.2.1 ICTs and the Technical Division of Labour 1.2.2 Globalization and the Social Division of Labour 1.2.3 Beyond Consent? Managerialism and Human Resource Management 1.3 The Rest of the Book 2. The Call-Centre Case Studies 2.1 Studying Call Centres: Methodological Matters 2.2 The Centres 2.3 Summary 3. Making a New Occupation 3.1 Introduction 3.2 The Recruitment and Selection of Call Centre Labour 3.3 Employment Status 3.4 Training 3.5 'Shall I Stay or Shall I Go?': Attrition and Retention in Call Centres 4. The Call-Centre Labour Process (1): The Division of Labour, Work Effort, and Job Skill 4.1 Introduction 4.2 Experiencing the Labour Process: Work Intensity and the Effort Bargain 4.3 Call Centres and Job Skills 4.4 Emotional Labour in Call Centres 4.5 Conclusions 5. The Call-Centre Labour Process (2): Technological Selection and the Means of Communication in Info-Service Work 5.1 Introduction 5.2 Theoretical Issues 5.3.1 The Case Study: What Did Management Want? 5.3.2 Between the Cup and the Lip: The Adoption of CMS 5.4 Conclusions 6. HRM and Call Centres: Culture and Identities 6.1 Introduction 6.2 HRM in Call Centres 6.3 Identity in the Call Centre 6.4 Accounting for Organizational Identities 6.5 Conclusions 7. Globalizing Info-Service Work: Outsourcing to India (with Mohan Thite) 7.1 Introduction 7.2 The BPO Case Studies 7.3 Skills and the Global Division of Labour 7.4 Work Intensity 7.5 HRM and Identity in BPO 7.6 The Contradictions of BPO 7.7 Conclusions 8. Discontent, Resistance, and Organizing in Info-Service Work 8.1 Introduction: Work Relations in Call Centres 8.2 From Partners to Pariahs: Unions in Australian Employment 8.3 From Resistance to Organizing, or Organizing as Resistance: Unions in Call Centres 8.4 Unionization in the Australian Case-Study Sites 8.5 A Postscript from Australia: Work Choices and Beyond 8.6 A Note on Resistance and Organization in Indian BPOs 9. Concluding Remarks Notes References Index
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