Control and social relations in a small contact-centre

Abstract

This qualitative study explores the managerial control mechanisms used in a small Greek contact-centre parallel to the role of social relations in obscuring or promoting employee consensus. The research findings are inconsistent in many respects with findings from previous studies on call and contact centres, especially those originating from liberal market economies (LMEs). The study shows how inter-personal conduct may create a paradox that serves both management and employee needs in a conflicting yet complementary way. In particular, it shows how management achieves social cohesion through fraternal strategies by giving CSRs responsible autonomy aiming to secure moderate employee commitment.