Literature Review

Explore with end clients the factors that lead to trust in an advisor and potentially starting to explore more fully the client perception of the value added by an advisor

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LITERATURE REVIEW

Introduction

There is a consensus within the careers literature that for many individuals the nature of their career development, and their experiences of organisational career management practices, may be very different from those of previous generations (for reviews see Arnold, 2001; Newell, 1999; Sullivan et al., 1998). Variously described as post-corporate (Peiperl and Baruch, 1997), boundaryless (Arthur and Rousseau, 1996) or protean (Hall, 1976) careers, for these individuals career progression and advancement may be more fragmented, unpredictable, non-linear and made up of more short-term discreet episodes of employment (Arnold, 2001). Such changes are viewed as reflecting wider changes in the psychological contract, where the psychological contract refers to the perceived mutually agreed reciprocal obligations between employer and employee (see Rousseau, 1995). It is argued that an exchange of long-term job security (a “job for life”) and regular advancement opportunities for employee commitment, loyalty, and high performance is no longer viable in a context of flexible, post-bureaucratic organisational structures and work practices (Newell, 1999). Instead, a “new deal” (Herriot and Pemberton, 1997, 1996) is proposed were employers can offer competitive rewards and continuous development of transferable skills in exchange for an employee's flexibility, high performance and citizenship (at least over the short-term).

For employers the nature and role of organisational career management practices has therefore changed. No longer are they viewed as the key architects of an individual's career, nurturing their growth from early stages of work through to retirement via effective succession planning and management development programmes (Hall, 1976). Instead they are facilitators, coaches, advisers and enablers for employees' career development and aspirations whether they are going to stay long-term within the organisation or not (see Baruch and Peiperl, 2000). For individuals, ownership and responsibility for career management is increasingly theirs, and theirs alone (see Crawshaw, 2006). As employers take a step back from their more traditional paternalistic role, employees must therefore become career entrepreneurs (Arthur et al., 1995) effectively planning and managing their own long-term career aspirations and advancement. If not, they may find their careers stalling, plateauing or even failing entirely very early on in their working lives (see Greenhaus et al., 2000; Stumpf et al., 1983

We are living in an extremely dynamic society having a lot of competition and it is very difficult for organizations to sustain their positions in their respective industry. The most important factor in creating and maintaining relationships with the clients is the Trust which is vital for every business success. Regardless of any business, the most dominant and valuable contribution one can create to any trade is the trust factor. In this era, trust is also more critical because of the wrong strategies of organizations which they chose in past like usage of old technologies and alike to win the customers. But now according to the current scenario organizations are trying to retain ...