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Human resource management and the permeable organisation : the case of the multi-client call centre.

Rubery, J. and Carroll, M. and Cooke, F.L. and Grugulis, I. and Earnshaw, J. (2004) 'Human resource management and the permeable organisation : the case of the multi-client call centre.', Journal of management studies., 41 (7). pp. 1199-1222.

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.

Item Type:Article
Full text:Full text not available from this repository.
Publisher Web site:http://dx.doi.org/10.1111/j.1467-6486.2004.00472.x
Record Created:18 Jan 2011 12:35
Last Modified:19 Jan 2011 12:37

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