London calling: selection as pre‐emptive strategy for cultural control

Employee Relations - Tập 29 Số 2 - Trang 178-191 - 2007
Matthew J.Brannan1, BeverleyHawkins1
1School of Economic and Management Studies, Keele University, Keele, UK

Tóm tắt

PurposeThis article seeks to explore forms of selection practice, focusing on role‐play techniques, which have been introduced in many organizations in an attempt to “objectivize” the selection process by offering a means of assessing task‐specific aptitudes.Design/methodology/approachThis article draws upon an ethnographic study of a call centre in which the researcher underwent the recruitment and selection process to secure work as a precursor to conducting fieldwork within the organization. Whilst there is little precedent for the employment of ethnographic techniques in researching recruitment and selection, we argue such techniques are appropriate to explore the social processes involved in practices such as role‐play. The discussion draws upon fieldwork which was conducted at “CallCentreCo”, who continuously recruit customer service representatives (CSRs) to work in their call centre. CallCentreCo uses role‐playing exercises extensively in the selection of all grades of staff and are argued by CallCentreCo's Human Resource Manager to be essential in the recruitment of CSRs to ensure the selection of suitable candidates and minimize initial attrition rates.FindingsThis article makes two contributions: first it provides empirical evidence to explore the basis of structured interviews by revealing how the view that role‐play can “objectivize” the selection process is potentially built upon false assumptions. Second, the article argues that supposedly “objective” practices such as role‐play seek to legitimize the overwhelmingly subjective interview process in order that it may serve purposes beyond initial selection: namely the control of future employees before they even enter the organization.Research limitations/implicationsAlthough we make no attempt to generalize from such a limited case study, this article raises issues that are likely to be relevant to organizations as they increasingly search for more “effective” selection procedures, and to academic endeavors to critically theorize the purpose and effects of selection for the employment relation.Originality/valueThe originality of this approach lies in the ethnographic study of the interview as a social interaction, the richness of which may be lost in the quantitatively dominated approach to analyzing selection.

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Employee Relations

Tập 29 Số 2

178-191

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