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Human Resource Management and the Permeable Organization: The Case of the Multi‐Client Call Centre

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  • Jill Rubery
  • Carilyn Carroll
  • Fang Lee Cooke
  • Irena Grugulis
  • Jill Earnshaw

Abstract

ABSTRACT Despite the interest over recent years in the fragmentation of organizations and the development of contracting, little attention has been paid to the impact of the associated inter‐organizational relationships on the internal organization of employment. Inter‐organizational relations have been introduced primarily as a means of externalizing – and potentially rendering invisible – employment issues and employment relations. In a context where inter‐organizational relationships appear to be growing in volume and diversity, this constitutes a significant gap in the literature that this paper in part aims to fill. The purpose of the paper is two‐fold: to develop a framework for considering the internal and external organizational influences on employment and to apply this framework within a case study of a multi‐client outsourcing call centre. We explore the interactions between internal objectives, client demands and the use of external contracting in relation to three dimensions of employment policy: managing the wage‐effort bargain, managing flexibility and managing commitment and performance. It is the interplay between these factors in a dynamic context that provides, we suggest, the basis for a more general framework for considering human resource policy in permeable organizations.

Suggested Citation

  • Jill Rubery & Carilyn Carroll & Fang Lee Cooke & Irena Grugulis & Jill Earnshaw, 2004. "Human Resource Management and the Permeable Organization: The Case of the Multi‐Client Call Centre," Journal of Management Studies, Wiley Blackwell, vol. 41(7), pages 1199-1222, November.
    • Handle: RePEc:bla:jomstd:v:41:y:2004:i:7:p:1199-1222
    DOI: 10.1111/j.1467-6486.2004.00472.x
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    Cited by:

    1. Gao, Yihong & Gao, Jiayan, 2023. "Employee protection and trade credit: Learning from China's social insurance law," Economic Modelling, Elsevier, vol. 127(C).
    2. Patel, Charmi & Budhwar, Pawan & Varma, Arup, 2012. "Overall justice, work group identification and work outcomes: Test of moderated mediation process," Journal of World Business, Elsevier, vol. 47(2), pages 213-222.
    3. Kalleberg, Arne L. & Nesheim, Torstein & Olsen, Karen M., 2015. "Job quality in triadic employment relations: Work attitudes of Norwegian temporary help agency employees," Scandinavian Journal of Management, Elsevier, vol. 31(3), pages 362-374.
    4. André Sobczak & Brigitte Rorive Feytmans & Christelle Havard, 2008. "Comment réguler les relations triangulaires de travail ? La RSE face au droit dans le travail intérimaire et les centres d'appel," Post-Print hal-00765395, HAL.
    5. Christelle Havard & Brigitte Rorive & André Sobczak, 2009. "Client, employer and employee: Mapping a complex triangulation," Post-Print hal-00771101, HAL.
    6. B.Devi Prasad, 2015. "Call Centre as an Emerging Work Space – A Study of its Workers in Indian Context," Working Papers id:7806, eSocialSciences.
    7. Ian Kessler & Paul Heron & Sue Dopson, 2013. "Indeterminacy and the Regulation of Task Allocation: The Shape of Support Roles in Healthcare," British Journal of Industrial Relations, London School of Economics, vol. 51(2), pages 310-332, June.

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