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Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
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Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

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The Rhetoric and Reality of ‘New Careers’

The Rhetoric and Reality of ‘New Careers’

Chapter:
(p.79) 4 The Rhetoric and Reality of ‘New Careers’
Source:
Strategic Human Resource Management
Author(s):

Lynda Gratton

Veronica Hope Hailey

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0004

Discussions with employees and HR teams show that they were experiencing profound changes in career expectations and career plans. These profound changes were greeted with enthusiasm by some, and with deep anxiety and distrust by others. But whatever the response, one thing was clear: these fundamental changes in careers were touching every member of the organization. This chapter explores the rhetoric around these new careers and then compares this rhetoric with the reality of employee and managerial experience. It argues that whilst these broad changes in careers may be understood at a policy level, the companies are struggling with the challenge of implementing processes and practices which can support a move towards a more individualistic notion of careers.

Keywords:   human resource management, career expectations, career plans, career change

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