The positive management of redundancy survivors: issues and lessons

Abstract

Examines the concerns of survivors who remain in organizations following redundancies. Categorizes the issues which arise from these concerns and uncertainties into three categories: issues which arise following notification of forthcoming redundancies; issues arising from the notification of those affected; and issues following notification and termination of contract. Based on in‐depth interviews with senior human resource practitioners in 40 organizations, utilizes organizational practices and learning to explore the management of these issues. Recognizes the relationship between choice of redundancy strategy and the nature of the issues which arise. Argues that while organizations may be concerned with the needs of redundant staff, this will be insufficient to address the concerns and uncertainties of survivors. Also evaluates organizational practices aimed at building survivors′ commitment in the longer term. Argues that while organizations are attempting to recast their culture and their employment relationships, there is still much which could be done to recognize post‐redundancy issues from the perspective of the individual survivor.

Citation

Thornhill, A. and Gibbons, A. (1995), "The positive management of redundancy survivors: issues and lessons", Employee Counselling Today, Vol. 7 No. 3, pp. 5-12. https://doi.org/10.1108/13665629510091060