analysis and theorising within the existing knowledge base and

consider the inquiry’s relevance and limitations.

Recommendations are detailed in Chapter 12 with a focus on
establishing a professionalised career design for public
relations.
Finally a brief outro chapter reviews the researcher’s
active participation in the inquiry and substantiates the original
contribution offered by the tapestry paradigm for the
professionalisation of career strategies in public relations.
In this introductory chapter, I have declared my research
interests and intentions. The premise and thesis of the study
have been discussed, along with consideration of its disciplinary
home and the theoretical framework for the research inquiry. An
outline of the chapters that form the structure of the project has
been included, as has a statement of research ethics5.
5 Chapter 7 includes further consideration of research ethics.
28
Chapter 2. Analysing the fabric, texture, size and motifs of
public relations as an occupation
2.1. Introduction
The aim of this chapter is to establish an understanding of the
occupation of public relations and its historic development.
Structured into four sections the chapter starts by assessing
definitions of public relations from an occupational perspective
to inform how this field of work, and its construction as a career,
is conceptualised within literature.
Next it provides an analysis of the origins of public
relations careers through a review of biographies and other
published narratives of those who worked in the field in its
formative years. This reflects an original contribution towards
historical knowledge of public relations that formed the basis of
a presentation at the International History of Public Relations
Conference (IHPRC) in 2011, and subsequent publication in
Public Relations Review (Yaxley 2012).
Finally, the chapter investigates the occupational field in
the UK since the mid-twentieth century. This involves an
appraisal of the size of the working population with reference to
membership of the main industry bodies. It concludes by
examining the occupation’s tripartite structure and its
segmentation by type of organization and sector.
Within the thesis, this chapter reveals limitations in how
careers are conceptualised within public relations literature and
practice, and establishes historical and contemporary rationales
for investigating career strategies within the field.
Greenhaus (2010) career strategies

Attaining competence in the current job:

Involves employee promotion on the basis of performance; particularly important to protean

careers, the strategy involves an individual focusing on their ability within a role and improving
their employability in order to encourage career success.

Putting in extended hours:

It is a popular career strategy, which involves an individual working extra hours in order to
improve their performance or signify their commitment to the organization.

Developing new skills:

It involves the acquisition or enhancement of work abilities in order to improve performance.

Skill development can be achieved through participation in training seminars, attaining
qualifications, attending development workshops, gaining extra work responsibilities or joining
occupational associations.

Developing new opportunities:

Designed to increase one’s career options, this strategy involves self nomination and networking
in order to enhance one’s visibility and communication with relevant contacts that will support
an individual’s career opportunities and development.

Attaining a mentor:

That is defined as relationships between junior and senior employees, where the senior employee
acts as a mentor, providing support, friendship, advice and often sponsorship to the junior
employee.
Building one’s image and reputation:

Individuals focus on their attention on building a positive imagery of themselves in order to

positively support their employability by conveying an appearance of success and suitability.
Individuals employing this strategy attempt to influence how they are viewed by other people.

Engaging in organizational policies:

Strategy involves flattery, forming alliances and advocating organizational policies, which can
be deemed necessary criteria for promotion