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ght to minimize the wasteful manual operations and maximize the real time agents spend with customers hence this both speeds up and intensifies the work as the time gaps between calls are progressively reduced (Schalk and Van Rijckevorsel, 2007). In the author?s opinion, despite all these advancements in technologies, there is still the aspect of the human interaction. Employees? performance data as an instance which is either electronically displayed or in hard prints still requires human interpretation. Managers and team leaders based on the results can then take appropriate actions such as discipline or coach an underperforming agent. Hence it can be said that a call centre is a combination of technology driven measurements and human supervisors to interpret these results.

CALL CENTRES AND THEORIES.
In literature, there are two main theories seen to be dominant in the discussion of call centres:

Foucauldian electronic panopticon which has been based on the labour process theory (Fernie and Metcalf, 1997). This is based on the preoccupation of an individual?s subjectivity which has masked the importance of a collective, trade unions organization which is a more developed form of resistance. This attempts to provide insight into the complexity of work organization and the way it is experienced by the call agents.
Emotional labour which is based on the emotional labour theory (Hochschild, 1983). This requires an individual to induce or suppress their feelings in order to sustain the outward countenance that produces the proper state of mind in others. This provides insight and better understanding of how call agents in most cases have to define their outer expression so as to 'smile down the phone'.
These two theories further are explained in the chapter three.

PERSPECIVES OF CALL CENTRES
Literature has generally presented two distinct perspectives of call centres. First of all, there is the perspective presented by publicists who have portrayed exciting images of a call centre. It portrays a high level of co-operative teamwork among the employees, the call agents? work under very relaxed conditions and very professional in their interactions with their customers. The agents are said to 'smile down the phone' after conversing with each customer (Taylor and Bain, 1999).

However, there is the other perspective presented by Fernie and Metcalf (1998) that portrays the call centre based on the Bentham?s panopticon. It emphasizes the constraining nature of work setting described as the electronic sweatshop or panoptical wired cage (Frenkel, 1998). Based on this view, employees are connected to information technology that automatically allocates work, facilitates its completion and monitors employee performance. In other words, work is conducted in relative isolation from other colleagues but under the constant gaze of management who are responsible for structuring and interpreting the electronic information. Work can therefore be regarded as deskilled and monotonous. They claim that the constant surveillance of the supervisors on the agents has enabled them have total control over the agents which eliminates any form of resistance from the call agents. Hence call centres have been referred to as 'dark satanic mills' or new sweatshops. However, it is worth noting that their perspective was not based from a range of studies carried out on call centres but ra