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ntion to quantity (Robinson and Clive, 2006). This has attributed to the high reliance on information systems to govern the pace of work in the call centre, provide the means to access the work of the call agents as well as monitor them. Information system can therefore be said to have shaped the social and organizational structure of the call centre (Calloghan and Thompson, 2001). But the negative consequence of this especially on the call agents include exhaustion, stress which should be of great concern to management. Organizations stress the need for customer satisfaction and have an overall strategic intent to acquire and retain their customers through high quality interfaces or interaction. But it has been observed that the aspect of quality in some case is given low priority than the efficiency of processing customer interactions (number of calls) at call centres (Mahesh and kasturi, 2006). Mahesh (1995) commented on the tendency of most organizations to move from high labour intensity and customization position of professional services to standardization and low labour intensity service. The origin of such problems could be traced back to the genesis of call centres and the reason for their rapid growth which is to reduce cost and increase efficiencies.

The conflict of Control versus Empowerment: this is another common conflict observed in the call centre. According to Houlihan (2002), the orthodox design of the call centre is rooted in a control paradigm. Early literature on call centres abound with keywords such as 'blue-collar work'; 'taylorism'; 'battery farming'; 'mental assembly line'; 'worker resistance control and emotional labour' (Fernie and Metcalf, 1997; knights and McCabe, 1998). Recent literature on the other hand has indicated the need for empowerment in service, but organisations specifically in the call centre still ignore this despite the fact that studies have indicated positive outcomes from increased empowerment. Empirical data also shows that call agents perceive themselves as less empowered than other workers in traditional office environment (Holdsworth and Cartwright, 2003). Thus the control paradigm of call centres seems to extend to the area of job design as well. Researchers also argue that the frontline agents play a critical role in service delivery in which their skills, knowledge motivation and loyalty are important factors to be managed by the organization (Sergeant and Frenkel, 2000). But the mass production model used at many call centres for operational efficiency assumes that 'jobs can be designed to be turn-over proof with workers as replaceable parts' (Batt and Moynihan, 2002). Hence Wallace et al, 2000 labelled this as sacrificial HR strategy. Other common problems management is faced with in the call centre according to Taylor and Bain (1999) include:

High rates of absence due to sickness
High labour turnover
Problem with motivating and keeping the employees committed to their jobs
Lack of promotion opportunities especially in flat organisational structures.
Loss of staff following investments in training.
CALL AGENTS AND JOB STRUCTURE The general basic idea of a call centre operator or call agent is any worker with a telephone and a computer. This has led organisations in an attempt to differentiate their operations and services, come up with names such as 'Customer Service Centre or Customer Satisfaction'. Various literatu