New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?

In this paper, we empirically examine how professional service firms are adapting their promotion and career models to new market and institutional pressures, without losing the benefits of the traditional up-or-out tournament. Based on an in-depth qualitative study of 10 large UK based law firms we...

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Main Authors: Morris, T, Malhotra, N, Smets, M
Format: Journal article
Published: 2010
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author Morris, T
Malhotra, N
Smets, M
author_facet Morris, T
Malhotra, N
Smets, M
author_sort Morris, T
collection OXFORD
description In this paper, we empirically examine how professional service firms are adapting their promotion and career models to new market and institutional pressures, without losing the benefits of the traditional up-or-out tournament. Based on an in-depth qualitative study of 10 large UK based law firms we find that most of these firms do not have a formal up-or-out policy but that the up-or-out rule operates in practice. We also find that most firms have introduced alternative roles and a novel career policy that offers a holistic learning and development deal to associates without any expectation that unsuccessful candidates for promotion to partner should quit the firm. While this policy and the new roles formally contradict the principle of up-or-out by creating permanent non-partner positions, in practice they coexist. We conclude that the motivational power of the up-or-out tournament remains intact, notwithstanding the changes to the internal labour market structure of these professional service firms.
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spelling oxford-uuid:7e0ab1cc-889b-4182-a1a4-9aa4ddd70cd42022-03-26T21:07:41ZNew Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere? Journal articlehttp://purl.org/coar/resource_type/c_dcae04bcuuid:7e0ab1cc-889b-4182-a1a4-9aa4ddd70cd4Saïd Business School - Eureka2010Morris, TMalhotra, NSmets, MIn this paper, we empirically examine how professional service firms are adapting their promotion and career models to new market and institutional pressures, without losing the benefits of the traditional up-or-out tournament. Based on an in-depth qualitative study of 10 large UK based law firms we find that most of these firms do not have a formal up-or-out policy but that the up-or-out rule operates in practice. We also find that most firms have introduced alternative roles and a novel career policy that offers a holistic learning and development deal to associates without any expectation that unsuccessful candidates for promotion to partner should quit the firm. While this policy and the new roles formally contradict the principle of up-or-out by creating permanent non-partner positions, in practice they coexist. We conclude that the motivational power of the up-or-out tournament remains intact, notwithstanding the changes to the internal labour market structure of these professional service firms.
spellingShingle Morris, T
Malhotra, N
Smets, M
New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title_full New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title_fullStr New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title_full_unstemmed New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title_short New Career Models in UK Professional Service Firms: From Up-or-Out to Up-and-Going Nowhere?
title_sort new career models in uk professional service firms from up or out to up and going nowhere
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AT malhotran newcareermodelsinukprofessionalservicefirmsfromuporouttoupandgoingnowhere
AT smetsm newcareermodelsinukprofessionalservicefirmsfromuporouttoupandgoingnowhere