Table of Contents

Trust and Human Resource Management

Trust and Human Resource Management

Edited by Rosalind H. Searle and Denise Skinner

An organization’s human resource management (HRM) policies and their implementation have long been claimed to influence trust within an organizational environment. However there has, until now, been a limited examination of the relationship between the two. In this unique book, the contributors explore the HRM cycle from entry to exit, and examine in detail the issue of trust and its links with HRM. Each chapter takes an aspect of HRM including; selection, performance management, careers and personal development, training, change management and exit, and offers a new understanding and insight into the role, importance and challenges to trust within these processes.

Chapter 9: Career Development, Progression and Trust

Jonathan R. Crawshaw

Subjects: business and management, human resource management, organisation studies


Jonathan R. Crawshaw* INTRODUCTION The aim of this chapter is to explore in more detail the development of careerist-orientated employees. In particular, the focus is on the roles played by trust in the employment relationship and (in)effective organizational career management (OCM), where OCM refers to the policies and practices developed by an employer to improve the career effectiveness and success of their employees (see Orpen, 1998). Careerist orientation is defined as ‘the propensity to pursue career advancement through nonperformance-based means’ (Feldman and Weitz, 1991, p. 237). Careerists believe that career advancement and progression in organizations is at best difficult, and at worst impossible, through hard work, competence and high performance alone (Feldman, 1985; Orpen, 1998). Instead, careerists view impression management, politicking, deceit and the promotion of personal interests over those of their employer as the essential strategies for individual career progression and advancement in the contemporary employment relationship (for a review, see Feldman and Weitz, 1991). Such self-serving and narcissistic (Lasch, 1979) attitudes to work and employment have been shown to hold significant implications for both employers and employees. For the employer, the individual career management and advancement strategies described above override any responsibilities and requirements the employee may have regarding his/her actual job role and position within the organization. It becomes more important to appear to be an effective high-performing employee, and to convince key organizational agents (line managers, mentors) of this, rather than actually performing consistently well in one’s job (Bolino, 1999; Chay and Aryee, 1999; Landon,...

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