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‘What Happens when the Phone goes Wild?’: Staff, Stress and Spaces for Escape in a BPR Telephone Banking Work Regime

‘What Happens when the Phone goes Wild?’: Staff, Stress and Spaces for Escape in a BPR Telephone... This paper explores the experiences of staff working under a business process re‐engineering (BPR) work regime. We examine the nature of work within a team‐based, multi‐skilled and empowered environment within financial services. Despite mixed responses our case study indicates that for those employees who remain in employment after ‘re‐engineering’, working conditions may become more stressful and intensive. Although some staff may welcome those elements of a BPR work regime that facilitate a more varied work experience, the possibilities for satisfaction are often curtailed due to management$apos; preoccupation with productivity and ‘bottom line’ results. In practice BPR is neither as simple to implement nor as ‘rational’ in its content as the gurus would have us believe. Partly for these reasons it is also not as coercive in its control over labour as some critics fear. While managers may only want to encourage employee autonomy that is productive to its ends, we identify a number of occasions where autonomy is disruptive of corporate goals. The paper seeks to add to our understanding of ‘stress’, ‘resistance’ and management ‘control’ by considering the ways in which staff engage in the operation of BPR so as to maintain and reproduce these conditions. This dynamic cannot be understood, however, outside of the relations of power and inequality that characterize society and employment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

‘What Happens when the Phone goes Wild?’: Staff, Stress and Spaces for Escape in a BPR Telephone Banking Work Regime

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References (1)

Publisher
Wiley
Copyright
Blackwell Publishers Ltd 1998
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/1467-6486.00089
Publisher site
See Article on Publisher Site

Abstract

This paper explores the experiences of staff working under a business process re‐engineering (BPR) work regime. We examine the nature of work within a team‐based, multi‐skilled and empowered environment within financial services. Despite mixed responses our case study indicates that for those employees who remain in employment after ‘re‐engineering’, working conditions may become more stressful and intensive. Although some staff may welcome those elements of a BPR work regime that facilitate a more varied work experience, the possibilities for satisfaction are often curtailed due to management$apos; preoccupation with productivity and ‘bottom line’ results. In practice BPR is neither as simple to implement nor as ‘rational’ in its content as the gurus would have us believe. Partly for these reasons it is also not as coercive in its control over labour as some critics fear. While managers may only want to encourage employee autonomy that is productive to its ends, we identify a number of occasions where autonomy is disruptive of corporate goals. The paper seeks to add to our understanding of ‘stress’, ‘resistance’ and management ‘control’ by considering the ways in which staff engage in the operation of BPR so as to maintain and reproduce these conditions. This dynamic cannot be understood, however, outside of the relations of power and inequality that characterize society and employment.

Journal

Journal of Management Studies – Wiley

Published: Mar 1, 1998

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