Premium
The role of politics in IS career progression
Author(s) -
Standing Craig,
Standing Susan
Publication year - 1999
Publication title -
systems research and behavioral science
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 45
eISSN - 1099-1743
pISSN - 1092-7026
DOI - 10.1002/(sici)1099-1743(199911/12)16:6<519::aid-sres296>3.0.co;2-9
Subject(s) - politics , negotiation , promotion (chess) , public relations , interpretation (philosophy) , persuasion , perspective (graphical) , action (physics) , set (abstract data type) , situational ethics , sociology , political science , psychology , social psychology , computer science , social science , law , physics , quantum mechanics , artificial intelligence , programming language
Information systems (IS) training and career opportunities frequently emphasize the need for a range of skills. This paper examines the role of politics in the promotion of IS professionals. Most studies take a management perspective when looking at the skills required of employees. In this study, the views of the employees are considered. A systems view is taken which allows a holistic interpretation of the complex organizational reality and which acknowledges emergent properties. The case study of an IS department is examined through multiple interpretations using a dialectical hermeneutics approach. The main difference from previous studies is the emphasis in career progression given to the role of politics by IS practitioners. Politics in careers manifests itself in both legitimate and undesirable ways. These include negotiation and persuasion, manoeuvring for a better position, systems of favours and developing strategic friendships. A systems perspective is useful in helping the employee understand the nature of the situation he/she is faced with and in making a decision on the right course of action to take. Politics is usually seen as a very informal aspect of organizational life. Hence, its management, particularly of the less desirable aspects, is difficult and rarely done well. Managers need to be aware of what is happening in their organization and manage the potentially undesirable aspects of political activity. They can do this by reducing uncertainty attached to organizational procedures, rules of conduct and ethical behaviour in the workplace. In the case of careers, they can manage job assignments better and set up and manage effective job assessment procedures. Copyright © 1999 John Wiley & Sons, Ltd.