Silent voices: representation at the Eurotunnel call centre
| Published date | 01 August 2005 |
| Date | 01 August 2005 |
| DOI | https://doi.org/10.1108/00483480510599761 |
| Pages | 423-450 |
| Author | Paul J. Gollan |
| Subject Matter | HR & organizational behaviour |
Silent voices: representation at
the Eurotunnel call centre
Paul J. Gollan
Department of Industrial Relations, The London School of Economics,
London, UK
Abstract
Purpose – This research aims to examine non-union and union representative arrangements at the
Eurotunnel call centre and assesses their effectiveness in representing the needs of employees.
Design/methodology/approach – The research examines these issues over a five-year period
using a series of employee surveys, interviews and focus groups. This period has also allowed a review
of consultation arrangements before and after union recognition and an examination of the outcomes
from such arrangements.
Findings – The evidence suggests that the non-union voice structures at Eurotunnel are used as
devices for information and communications rather than true consultation mechanisms or bargaining
agents. However, the challenge for the trade union at the Eurotunnel call centre is that what can be
regarded as a success in some aspects (increased trade union membership and presence) has not
resulted in a change in attitudes towards unions by a majority of Eurotunnel employees. This could be
seen as one of the major challenges for union-employer partnership arrangements.
Research limitations/implications – Generalising the findings of this case to other call centres in
non-union workplaces and firms can be problematic, given the unique ownership and structure of
Eurotunnel.
Practical implications – These results would suggest that, while trade unions may provide greater
voice than non-union arrangements, the strength of voice is dependent on the legitimacy and
effectiveness of trade unions in representing employees’ interests at the workplace. Potentially it could
have far-reaching implications for employers, unions and government policy regarding the structures
needed for providing effective consultation and representative structures.
Originality/value – Uniquely, it highlights the potential limitations and dangers for employers and
unions in not addressing the needs and expectations of workers in any workplace.
Keywords Call centres, Tradeunions, Non-unionism, Employee representatives,
Human resource strategies
Paper type Research paper
Introduction
While there have been a growing number of studies on employment relations in call
centres (Bain and Taylor, 1999; Batt, 1999; Belt, 2002; Fernie and Metcalf, 1998; Frenkel
et al., 1998, 1999; Gollan, 2003; Income Data Services, 1997, 1998, 1999, 2000, 2001;
Kinnie et al., 2000; Knights and McCabe, 1998; Korczynski et al., 1996; Korczynski,
1999; Simms, 1999; Taylor and Bain, 1999a, b, 2001), little is known about the
effectiveness of non-union employee rep resentation (NER)[1] in a call centre
environment nor their relationship to union forms. In addition, little assessment has
been undertaken on NER impact and influence on influencing managerial decisions
and their independence from managerial influence under a union-employer partnership
arrangement.
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/0048-3486.htm
Eurotunnel call
centre
423
Received November 2003
Accepted May 2004
Personnel Review
Vol. 34 No. 4, 2005
pp. 423-450
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480510599761
The importance of NER arrangements in the UK has been highlighted by recent
initiatives from the European Commission. On 11 March 2002 a general framework for
informing and consulting employees in the European Community was formally adopted
and came into force on 23 March (European Parliament and Council, 2002)[2]. This
Directive will eventually apply to undertakings or businesses in member states with at
least 50 employees (or establishments with 20 employees or more), and will require them to
inform and consult their employees in good time about issues directly affecting work
organisation, job security and employment contracts regarding terms and conditions[3].
More specifically, the new Directive will require employers under a legal obligation to
inform their staff on an ongoing basis about matters such as firm performance and
strategic planning.
While the Directive offers a substantial degree of flexibility in relation to the shape of
information and consultation arrangements, some commentators have suggested that this
proposal implies the establishment of national-level works councils in the UK, or at least
in non-union establishments some form of non-union employee representation (Gospel
and Willman, 2002, 2003). For some member states, notably the UK, it will require
organisations to have much more extensive employee consultation processes than are
currently in place. Importantly, the Directive requires workplace bodies comprising
elected representatives, and consultation to be undertaken in such a way that these
representatives and their constituencies can influence management decisions.
In addition, the general literature on employee participation and representation thus
far has taken little account of the high concentration of female employees and part-time
workers and the high staff turnover often found in call centre operations. Notable
exceptions include Taylor and Bain (2001), Belt (2002) and Belt et al. (1999). It can be
argued that the growth of such employment may have major implications for the
effectiveness of employee consultation and representation, in that many of these
employees may slip through the participative and consultation net because of diverse
non-standard working time arrangements.
In light of these developments, this research builds on earlier research by the author
(Gollan, 2003) and will attempt to address these issues by examining non-union
consultation and representative arrangements at the call centre operations at Eurotunnel,
and assessing their effectiveness in representing the needs of employees over a five-year
period. The paper attempts to fill the gap in the current research by addressing a number
of research questions. First, what factors do organisations consider when choosing the
type of representation strategy adopted in a call centre environment? Second, how
effective are NER and union structures at representing the interests of and providing
voice for call centre employees’ at Eurotunnel? Third, are NER arrangements a substitute
or are they complementary to trade union structures? And finally, in practice what are the
outcomes and limitations for employers in adopting NER forms?
These issues have several consequences for the research outcomes. They allow an
analysis of the different relationships, such as those between the call centre employees
and management, the call centre employees and their representatives, and the call centre
representatives and senior management. They also provide a framework for examining
the operation of NER forms and union arrangements at call centre operations, i.e. how do
they impact on employee trust in management, perceptions of influence, and sense of
grievance, etc.? What this all means for unionism in call centres is explored by comparing
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