For too long the built working environment has been excluded from the analysis of work organisations. Buildings, like other cultural artefacts, encapsulate social and economic priorities and values, and represent prevailing power structures. Work buildings, such as offices and factories, both make possible the organisation of the labour process and also serve as structures of non-verbal communication, providing cues on hierarchy, status and appropriate behaviour. Control over the working environment can be seen as a constituent part of the control of the labour process, displaying similar cyclical movements. Human resource management and information technology are currently combining to encourage a reappraisal of the working environment, but one that is not without its own contradictions.

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The introduction of open-plan (OP) academic offices is critically examined through interviews undertaken in Scotland and Australia. The development is discussed in the context of the increased managerialism in higher education. The conclusion is that, despite a rhetoric of synergy, the dominant rationale for OP is one of cost reduction and that the experience for many academics is proving detrimental to both scholarship and professional identity.

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This article fills an important gap in our knowledge of call centres by focusing specifically on occupational ill-health. We document the recent emergence of health and safety concerns, assess the responses of employers and the Health and Safety Executive (HSE), critique the existing regulatory framework and present a holistic diagnostic model of occupationally induced ill-health. This model is utilized to investigate quantitative and qualitative data from a case study in the privatized utility sector, where the relative contributions to employee sickness and ill-health from factors relating to ergonomics, the built environment and work organization are evaluated. The principal conclusions are that the distinctive character of call-handling is the major cause of occupational ill-health and that effective remedial action would involve radical job re-design. Finally, the limitations of recent HSE guidance are exposed and industrial relations processes and outcomes analysed.