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In the context of this argument, it is not surprising that Cordery s chapter on team-working nds studies where it is associated with lay-offs, decreases in average real wages for core staff, with the employment of fewer managers and fewer temporary or contract staff Cordery also nds considerable variability in the ndings regarding the consequences for productivity, work attitudes and employee behaviour (Goodman et al, 1988; Guzzo & Dickson, 1996; Hackman, 1990; Osterman, 2000) One noticeable difference between job and work systems design research in the 1970s and 2000 re ects the changing structure of Western economies In the 1970s research was focused largely on manufacturing industry and, in so far as the service sector got a look-in, the focus was on task design for of ce workers and computer operators (eg Mumford, 1972).

A major concern in the late 1990s and 2000s is the of ce factories of call centres (Batt, 1999, 2000; Deery et al, 2002; Frenkel et al, 1999; Hutchinson et al, 2000; Knights & McCabe, 1998; Taylor & Bain, 1999) and those retail services where the worker has direct contact with the customer and is involved in emotional labour (retail stores, fast food outlets, hotels, airlines, health care) (Hochschild, 1983) Another issue is the changing patterns of work that arise from new information and communication technologies not just the call centres, whose very existence relies on computer and telephone-based technologies but teleworking (see Lamond et al, 11) and E-business (see Clegg et al, 13) (I will consider E-business in a later section of this chapter) Holman ( 7) on call centres echoes some of the themes already discussed with reference to teamworking and lean manufacturing.

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These algorithms can be divided into (a) performance trade offs, (b) cost trade offs, and (c) cost performance trade offs The performance trade-off algorithm de nes how the relative performance of any two alternate designs can be compared in terms of the system s performance objectives These performance objectives are de ned within the input/output and non-cost system-wide requirements The performance trade-off algorithm speci cally de nes how the performance parameters are to be compared to each other The cost trade-off algorithm de nes how the relative cost of any two alternate designs can be compared across all cost parameters (life-cycle phases) of interest to the stakeholders Note dollars spent at different times may not be comparable by present value computations when there are different bill payers at different times Finally, the cost performance trade offs de ne how performance objectives should be traded with cost objectives.

In call centres, similarly, there seems to be the choice between a Tayloristic, mass service model of task design (the low road), aimed at cost minimisation and a high commitment, customer service-orientated model, aimed at customer satisfaction (the high road) The low road is characterised by task fragmentation, little variety or task interdependence, low autonomy (rigid adherence to set scripts) and potentially punitive performance monitoring (listening in to calls for disciplinary purposes) In contrast, the high road, aiming to provide a customised service, is characterised by more variety involving the use of extensive product or service knowledge, more autonomy (unscripted calls apart from the opening and closing formulae) and higher degrees of task interdependence, as staff often need to draw on others knowledge and performance monitoring that is less intense and focused on support and development rather than sanctions.

You know that you only took one file; Bell South only knows that one file from their system turned up all over the place What else might have been taken from the same system, without their happening to see it You know that you didn t damage their system (you think that you didn t damage their system); all Bell South knows is that somebody got into the system to swipe that file, and could have done any number of much nastier things Result the entire computer you took that file from and its contents are compromised, and possibly anything else that was connected with that computer (we know it can be dialed into from another computer that s how you got on, after all!) is also compromised And all of it has now got to be checked.

Not surprisingly, the low road, in particular, is often associated with stress, exacerbated by the strains of surface acting associated with emotional labour..

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