ABSTRACT
We consider that the range of current HRD research in relation to careers is heavily biased towards either the psychological or sociological approaches with the result that the definitions are closely defined from within the academic environment. In order to illustrate the effects that a different perspective can give, we have chosen to use Grounded Theory methodology to identify the definitions that individuals apply to their own careers and the factors that affect the decisions they make about their careers. Using this methodology it is possible to close the gap between research and the lived experience of people in employment. It offers a means by which practitioners can inform and develop their practice based upon the lived experience of employees rather than upon an academic abstraction. Such research is becoming important for HRD practitioners to enable them to respond sensitively to the impact of the breakdown of many of the tenets upon which HR management practices are based. An example of this is the instability of employment. This is currently the reality for many employees as a result of the changes that have occurred in industrial and commercial organizations in Britain in the 1980s and early 1990s. These changes have been well documented, Benbow (1995) found that 90 per cent of large employers had restructured their organizations over the previous five years, with 66 per cent having shed at least one layer of management. Further, 40 per cent of employers expected to restructure their organizations in 1996 and 60 per cent expected to do so again. Of those restructuring, 75 per cent expected there would be job losses at all management levels. Eastman Kodak reduced its labour force by 12,000 during the period 1988–93 (Economist 1995). This continuous process of restructuring means that organizations are becoming less hierarchical and flatter (Herriot and Pemberton 1995; Inkson and Coe 1993; Nicholson and West 1988). In these circumstances Kanter (1989) predicts that in future there will be unstable employment environments where employees will not be able to make decisions and take action that will ensure continuous employment with a single employer. Further, Hutton (1995) argues there is evidence that in such an environment employers are unable to commit themselves to long-term relationships with employees.
