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BECKER STRAUSS - Careers, Personality, and Adult Socialization
BECKER STRAUSS - Careers, Personality, and Adult Socialization
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American Journal of Sociology.
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JOURNAL OF SOCIOLOGY
VolumeLXII NOVEMBER 1956 Number3
ABSTRACT
Adult identity is largely a function of career movements within occupations and work organizations.
Mannheim's model of the bureaucratic career is too simple to apply to most occupations. Recruitment for
positions exhibits typical, but not necessarily obvious, regularities. Positions offer characteristic opportuni-
ties for training for mobility or impediments to it, among which loyalty is important. The timing of change
raises problems for organization and personnel. The psychological stress attendant upon mobility varies by
type of career.
automatically push men in the desireddirec- them. However, the escalator will carry one
tion and within a single organization.2 from opportunitiesas well as to them. After
An ideally simple model of flow up a certain amount of time and money have
through an organization is something like been spent upon one's education for the job,
the following: recruits enter at the bottom it is not always easy to get off one escalator
in positions of least prestige and move up and on another. Immediate superiors will
through the ranks as they gain in age, skill, block transfer. Sponsors will reproach one
and experience. Allowing for some attrition for disloyalty. Sometimes a man's special
due to death, sickness, and dismissal or training and experience will be thought to
resignation, all remain in the organization have spoiled him for a particularpost.
until retirement. Most would advance to
RECRUITMENT AND REPLACEMENT
top ranks. A few reach the summit of
administration. Yet even in bureaucracies, Recruitment is typically regarded as oc-
which perhaps come closest to this model, curring only at the beginning of a career,
the very highest posts often go not to those where the occupationally uncommitted are
who have come up through the ranks but bid for, or as something which happens only
to "irregulars"-people with certain kinds when there is deliberate effort to get people
of experiences or qualifications not neces- to commit themselves. But establishments
sarily acquired by long years of official must recruit for all positions; whenever
service. In other ways, too, the model is personnel are needed, they must be found
oversimple:posts at any rank may be filled and often trained. Many higher positions,
from the outside; people get "frozen" at as in bureaucracies,appear to recruit auto-
various levels and do not rise. Moreover, matically from aspirants at next lower
career movements may be not only up but levels. This is only appearance:the recruit-
down or sideways, as in moving from one ment mechanisms are standardized and
department to another at approximately work well. Professors, for example, are
the same rank. drawn regularly from lower ranks, and the
The flow of personnel through an organi- system works passably in most academic
zation should be seen, also, as a number of fields. But in schools of engineering young
streams; that is, there may be several routes instructors are likely to be drained off into
to the posts of high prestige and respon- industry and not be on hand for promotion.
sibility. These may be thought of as es- Recruitment is never really automatic but
calators.An institution invests time, money, depends upon developing in the recruit
and energy in the training of its recruitsand certain occupational or organizationalcom-
members which it cannot afford to let go mitments which correspond to regularized
to waste. Hence just being on the spot often careerroutes.
means that one is bound to advance. In Positions in organizations are being
some careers,even a small gain in experience vacated continually through death and re-
gives one a great advantage over the be- tirement, promotionand demotion. Replace-
ginner. The mere fact of advancing age or ments may be drawn from the outside ("an
of having been through certain kinds of outside man") or from within the organiza-
situations or training saves many an em- tion. Most often positions are filled by
ployee from languishing in lower positions. someone promoted from below or shifted
This is what the phrase "seasoning" refers from another department without gaining
to-the acquiring of requisite knowledge in prestige. When career routes are well
and skills, skills that cannot always be laid out, higher positions are routinely filled
clearly specified even by those who have from aspirantsat the next lower level. How-
2 Karl Mannheim, Essays on the Sociology of ever, in most organizations many career
Knowledge, ed. Paul Kecskemeti (New York: Oxford routes are not so rigidly laid out: a man may
University Press, 1953), pp. 247-49, jump from one career over to another to
Recruits to undesirable positions also organization; and these, in turn, have con-
come from the ranks of the transients, who, sequences both for the failure and for the
because they feel that they are on their organization.14
way to something different and better, can
afford temporarily to do something infra ATTACHMENT AND SEVERANCE
dig. Many organizations rely primarily on Leaders of organizations sometimes com-
transients-such are the taxi companiesand plain that their personnel will not take
some of the mail-orderhouses. Among the responsibility or that some men (the wrong
permanent incumbents of undesirableposi- ones) are too ambitious. This complaint
tions are those, also, who came in tem- reflects a dual problem which confronts
porarily but whose brighter prospects did every organization. Since all positions must
not materialize, they thus fall into the be filled, some men must be properly mo-
"failure"group. tivated to take certain positions and stay
Still another group is typified by the in them for a period, while others must be
taxi dancer, whose career Cressey has de- motivated to move onward and generally
scribed. The taxi dancer starts at the top, upward. The American emphasis on mobili-
from which the only movement possible is ty should not lead us to assume that every-
down or out. She enters the profession one wants to rise to the highest levels or
young and goodlooking and draws the best to rise quickly. Aside from this, both formal
customers in the house, but, as age and mechanisms and informal influences bind
hard work take their toll, she ends with the incumbents, at least temporarily, to certain
worst clients or becomes a streetwalker.'3 positions. Even the ambitious may be will-
Here the worst positions are filled by in- ing to remain in a given post, provided that
dividuals who start high and so are com- it offers important contacts or the chance
mitted to a career that ends badly--a more to learn certain skills and undergo certain
common pattern of life, probably, thanis experiences. Part of the bargain in staying
generally recognized. in given positions is the promise that they
Within business and industrial organiza- lead somewhere.When careerlines are fairly
tions, not everyone who attempts to move
regularly laid out, positions lead definitely
upward succeeds. Men are assigned to posi- somewhere and at a regulated pace. One of
tions prematurely, sponsors drop proteges, the less obvious functions of the sponsor is
and miscalculations are made about the
to alert his favorites to the sequence and
abilities of promising persons. Problems for its timing, rendering them more ready to
the organization arise from those contin- accept undesirable assignments and to re-
gencies. Incompetentpersonsmust be moved frain from champing at the bit when it
into positions where they cannot do serious might be awkwardfor the organization.
damage, others of limited ability can still To certain jobs, in the course of time,
be useful if wisely placed. Aside from out- come such honor and glory that the in-
right firing, various methods of "cooling cumbents will be satisfied to remain there
out" the failures can be adopted, among permanently, giving up aspirations to move
them honorific promotion, banishment "to upward. This is particularly true when
the sticks," shunting to other departments, allegiance to colleagues, built on informal
frank demotion, bribing out of the organiza- relations and conflict with other ranks, is
tion, and down-grading through depart- intense and runs counter to allegiance to
mental mergers. The use of particular the institution. But individuals are also
methods is related to the structure of the attached to positions by virtue of having
13Paul G. Cressey, The Taxi.Dance Hall (Chi- 14Norman Martin and Anseim Strauss, "Pat-
cago: University of Chicago Press, 1932), pp. 84- terns of Mobility within Industrial Organizations,"
106. Jownal of Business, XXIX (April, 1956), 101-10.
ences. Their systematic accounts end more havior and of self-regard are inextricably
or less with adolescence, later events being dependentupon stabilities of socialstructure.
regardedas the elaborationof, or variations Likewise, change ("development")is shaped
on, earlier occurrences. Yet central to any by those patterned transactions which ac-
account of adult identity is the relation of company career movement. The crises and
change in identity to change in social posi- turning points of life are not entirely insti-
tion; for it is characteristic of adult life to tutionalized, but their occurrence and the
afford and force frequent and momentous terms which define and help to solve them
passages from status to status. Hence mem- are illuminated when seen in the context of
bers of structures that change, riders on career lines. In so far as some populations
escalators that carry them up, along, and do not have careers in the sense that pro-
down, to unexpected places and to novel fessional and business people have them,
experiences even when in some sense fore- then the focus of attention ought still to
seen, must gain, maintain, and regain a be positional passage, but with domestic,
age, and other escalators to the forefront.
sense of personal identity. Identity "is
This done, it may turn out that the model
never gained nor maintained once and for
sketched here must undergo revision.
all."''7Stabilities in the organization of be-
COMMUNITYSTUDIES, INC.
17Erik H. Erikson, Childhoodand Society (New KANSAS CITY
York: W. W. Norton & Co., 1950), p. 57. UNIVERSITY OF CHICAGO