Purpose: The purpose of this paper is to examine the quality of jobs in call centres by focusing on the opportunities for promotion in this sector. More specifically, the research questions focus on discovering whether promotion is common practise in the call centre sector and on identifying the factors that affect this. Design/methodology/approach: A survey questionnaire was administered to call centre directors or their human resource managers. A least square regression analysis was carried out to examine how training, job security and knowledge about employees abilities, affect the use of promotion in call centres, as well as three structural variables of the organisations size, being part of a larger organisation and whether the call centre was in-house or outsourced. Findings: The results suggest a limited use of promotion and the absence of consolidated internal labour markets in this sector. Nevertheless, a diverse range of call centres exists in terms of the use of promotion. The analysis identifies structural and managerial variables that identify where promotion is likely to be employed more intensively in call centres. Research limitations/implications: The main limitation of the paper is related to the variables used to examine training. An important implication of the results for managers is the suggestion to employ promotion policies with other human resource management practices. Originality/value: The main contribution of this paper is the finding that the use of promotion has been determined by structural factors and other management practices. Therefore, call centre managers are encouraged to establish these practices in order to subsequently facilitate the use of promotion. (Contains 2 figures and 2 tables.)