Technical control is embedded in the technology of work, moving the direction and pace of work from the control of the supervisor to the production line. Bureaucratic control is carried out through rules, policies, formal incentives and other impersonal devices. Thus, techno-bureaucratic control is institutionalised through technology and this is strengthened and deepened by bureaucratic control in shaping the social and organisational structure of the workplace (Callaghan & Thompson, 2001).
Published in Chapter:
Redefining Professional: The Case of India's Call Center Agents
Premilla D’Cruz (Indian Institute of Management, India) and Ernesto Noronha (Indian Institute of Management, India)
Copyright: © 2009
|Pages: 23
DOI: 10.4018/978-1-60566-176-6.ch032
Abstract
Scholars researching the area of the sociology of professions had earlier predicted that as occupations seek to improve their public image, professionalism would embrace all their incumbents. It is therefore no revelation that call centre agents in India identify themselves as professionals. Using van Manen’s hermeneutic phenomenological approach, we explored this dimension with 59 call centre agents located in Mumbai and Bangalore, India. The findings demonstrate that neither the trait nor the power approaches drawn from the traditional literature on the sociology of professions explain call centre agents’ identification with professional work. Instead, agents’ experiences validate the contemporary explanation that emphasises the appeal of professionalism used by employer organisations as a means to convince, cajole, and persuade their employees to perform and behave in ways which the employer organisation deems appropriate, effective and efficient. It is in this context that agents accept stringent work systems and job design elements, techno-bureaucratic controls and the primacy of the customer in return for the privileges bestowed upon them by way of being professionals. While professional identity thus serves as a means of socio-ideological control facilitating the realisation of the organisation agenda, it is not all-encompassing as agents simultaneously show signs of resistance.