Abstract:
This research is about gendered career paths in New Zealand call centres. The study, conducted between 2003 and 2006, is based on recording the stories and life histories of thirty two women who have earned promotion in call centre organisations. Call centres first emerged in New Zealand in the early 1990s and globally, they have become a major source of employment and the foci of much academic research. The international research on the position of women in these new feminised workplaces suggests that the traditional barriers (glass ceilings) still exist. While women have some career path development, it is limited by a lack of management training, being kept out of the decision-making roles and the women themselves choosing to ghetto themselves. The absence of research on female career paths in New Zealand call centres is the gap in the literature that this research attempts to address. The complex and comprehensive literature on call centres draws on diverse theoretical fields. This thesis links with gender, the employment relations situation in New Zealand and the career literature to explore the work experience of women in a New Zealand context. The findings act as a case study of female employment and their participation in the New Zealand labour market. It provides voice to the female call centre managers, supervisors and team leaders working at six case studies chosen to represent the diversity of the sector. Interviews with six senior managers at each organisation and sixty responses from a survey of entry level workers CSRs (Customer Service Representatives) provides insights on the work and career prospects in the call centre sector. The research findings suggest that the position of women in NZ call centres is arguably better than the international literature on call centres would suggest. While flat hierarchies were common, management with their female workers have worked out creative ways to retain staff and encourage career development. This has enabled women to learn new roles, take on management projects or lead teams in ways that enhances their competence and confidence. The findings from the research suggest that practical solutions can be found to accommodate the particular labour market dynamics over the research period. Furthermore the evidence suggests that senior management value the skills and talents of their female call centre workers who make up 70% of call centre employees. Many of the employers have innovated to retain and develop key staff. Management practices have included; flexible work schedules accommodating childcare or school holidays; part time; job sharing; subsidized child care; remote working and non-hierarchical responsibilities and leadership development to build new human capital. Some of the promoted women with few tertiary qualifications hold senior positions in call centres, earning high salaries. Often the women spoke about the 'passion' they felt for their jobs and all of the research participants appeared 'competent and confident'. At entry level the research finds that CSRs see their call centre work experience as career enhancing with workers reporting that the job helps them meet people and develop greater 'connection and confidence'. For some workers, especially students or new immigrants the call centre can often provide a gateway to other organizations. Diversity management practices and 'connection' have not been widely reported in the academic research to date. At some of the case studies the call centres provide a training ground for employees to develop product or company specific knowledge for internal promotion to other parts of the organisation. The research acts as a case study of the changing employment conditions in New Zealand. Being semi longitudinal (3 years) it follows an evolving journey, as call centre employers in New Zealand have had to respond to changing macro environmental factors. The key factors influencing management responses have included the employment relations legislation and the availability of labour as New Zealand has experienced one very low levels of unemployment (less than 3%) during the research period. While not claiming that the findings are generalisable to all call centres operating in New Zealand the research contrasts the negative perspective held internationally about call centres and the position of women. Furthermore, the findings suggest that there are many positive aspects to call centre employment in New Zealand, the most important one being that call centre work can be career enhancing for its female workforce.