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21 – 30 of 463Jelena Zikic, Ronald J. Burke and Lisa Fiksenbaum
The study seeks to compare the experiences of job loss and reemployment experiences among female and male higher level managers and professionals.
Abstract
Purpose
The study seeks to compare the experiences of job loss and reemployment experiences among female and male higher level managers and professionals.
Design/methodology/approach
The paper compares data collected at two periods in time from (n=120) females and (n=184) males who completed two self‐report questionnaires.
Findings
Relatively few gender differences were observed in the present study. The fact that females and males experienced the job loss and re‐employment process similarly was interpreted as a sign of progress. Main differences were found in networking and personality types, with men being more successful in networking and less agreeable types.
Research limitations/implications
This is a self‐report study and somewhat smaller sample at time two. Secondly, some of the findings may not generalize to those outside of outplacement.
Practical implications
Outplacement services may use these findings in guiding their counseling practice and focusing more on helping female executives in their networking efforts for example.
Originality/value
This paper contributes to the gender literature by looking at experience of job loss and reemployment for a particular and rarely examined group of individuals. It offers new knowledge on gender differences among executives and higher level managers.
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Shaun Tyson and Noeleen Doherty
Research undertaken to examine the relationship between personalityand careers is reported. A study of the personality characteristics of204 executives who had been made redundant…
Abstract
Research undertaken to examine the relationship between personality and careers is reported. A study of the personality characteristics of 204 executives who had been made redundant compared 16PF profiles with those of similar populations and it is argued that there are identifiable characteristics amongst the redundant sample, which show them to be more creative and unconventional, but that they also possess a lack of social skills and poor organisational survival abilities. This suggests it is both personality and “social fit” which are significant in suffering an enforced job change. Further research drew on the experiences of 299 executives who had been made redundant. This study explored their reactions to the job loss event and their subsequent learning from experience, in terms of “psychological growth” and the changing patterns of their careers. This suggested that there is a wide variation in the response to the enforced job change and that the personality factors associated with this type of executive may strongly influence their subsequent career paths.
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Fired — Outplaced — Dehired — Terminated … there are few life events more stressful to the modern executive than the unplanned loss of a job. Coming as it often does in the mid‐30…
Abstract
Fired — Outplaced — Dehired — Terminated … there are few life events more stressful to the modern executive than the unplanned loss of a job. Coming as it often does in the mid‐30 to mid‐40 year age group, job loss, while being painful at any time, is particularly so during this stressful period which has often been associated with midlife crisis. Feelings such as “Life is passing me by”, “I'm a failure”, and “Why me?” are common initial reactions to this recurrent phenomenon. There are many reasons for unplanned job loss incompetence, corporate reorganisation with resulting redundancy, amalgamation, or takeover. A true picture with respect to executive job loss is hard to pin down. Many organisations do not keep detailed records or are reluctant to release information. As well, many terminations are masked by a forced “resignation”.
Jean O′Callaghan and Eileen Pickard
The experience of redundancy and being unemployed can dislocate theways in which we make sense of ourselves and our lives. Explores some ofthe key stressors involved in being…
Abstract
The experience of redundancy and being unemployed can dislocate the ways in which we make sense of ourselves and our lives. Explores some of the key stressors involved in being unemployed. Proposes a programme of psychological support as one way of facilitating the process of personal adaptation during this transition. Evaluates the programme in relation to other possible sources of support, such as outplacement services and personal counselling.
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Dorien Vanhercke, Kaisa Kirves, Nele De Cuyper, Marijke Verbruggen, Anneleen Forrier and Hans De Witte
The purpose of this paper is to test the gain and loss cycle ideas from the Conservation of Resources (COR) theory with regard to perceived employability and psychological…
Abstract
Purpose
The purpose of this paper is to test the gain and loss cycle ideas from the Conservation of Resources (COR) theory with regard to perceived employability and psychological functioning among employed workers and unemployed job seekers, respectively.
Design/methodology/approach
More specifically, the authors argue that perceived employability may trigger a gain cycle toward well-being among employed workers (H1), while ill-being may trigger a loss cycle toward reduced (perceived) employability among unemployed job seekers (H2). The authors test these ideas with cross-lagged analysis.
Findings
Results confirm the hypotheses: perceived employability at Time 1 positively affects well-being at Time 2 among employed workers and ill-being at Time 1 negatively impacts perceived employability at Time 2 among unemployed job seekers.
Research limitations/implications
Future research should study the gain and loss cycles with more than two waves of data as this allows for a more adequate test of these ideas.
Practical implications
As for practitioners, the results suggest that investing in the worker’s perceived employability by offering training, career counseling, and networking opportunities, pays off as it promotes the employee’s psychological functioning. With regard to unemployed job seekers the authors advise investing in psychological counseling: the unemployed job seeker will be more able to invest in a job search, and hence perceive employability if helped in coping with job loss.
Originality/value
This study offers a new perspective on the relationship between perceived employability and psychological functioning by involving the principles of COR theory, in particular the gain and loss cycles.
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The need for, and the establishment of, a worklife counsellingservice in Australia is outlined. Initially set up for individuals maderedundant one organisation is now developing…
Abstract
The need for, and the establishment of, a worklife counselling service in Australia is outlined. Initially set up for individuals made redundant one organisation is now developing other areas of counselling skills.
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This paper aims to investigate changes in psychological well‐being over time for individuals who experienced a career disruption in the form of a company closing, and to examine…
Abstract
Purpose
This paper aims to investigate changes in psychological well‐being over time for individuals who experienced a career disruption in the form of a company closing, and to examine the relationships between employability, well‐being, and job satisfaction. It seeks to expand on previous work of job loss relative to the long‐term impact of the experience and on Fugate et al.'s psycho‐social conceptualization of employability.
Design/methodology/approach
Data were collected at the time of job loss (T1) and six years later (T2). The 73 respondents at T2 represent a stratified random sample of the T1 respondents. Hypotheses were tested with paired sample t‐tests and hierarchical multiple regression.
Findings
Results indicate that the negative psychological impact of job loss diminishes over time. Additionally, employability predicted well‐being and job satisfaction.
Practical implications
The results of the study provide guidance for the design and administration of outplacement and related programs that focus on increasing employability and psychological well‐being, and suggest ways that individuals can shield themselves from the negative consequences associated with a job loss.
Social implications
The results have policy implications for the design of government funded outplacement and retraining programs.
Originality/value
The paper is the first to examine job loss over a six‐year period of time, and the first to examine the impact of employability attributes on multiple indicators of well‐being and on job satisfaction in the job loss context.
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Describes a groundbreaking approach to career management and outplacement adopted by Prudential UK and Fairplace when a new strategy meant that up to 20 percent of the Prudential…
Abstract
Purpose
Describes a groundbreaking approach to career management and outplacement adopted by Prudential UK and Fairplace when a new strategy meant that up to 20 percent of the Prudential UK workforce would be laid off or redeployed over two years.
Design/methodology/approach
Uses information gained from interviews with Prudential UK and Fairplace. Presents case studies of two employees who were affected.
Findings
Shows that the program, winner of the effectiveness prize in the most recent Association of Career Firms International annual awards, helped to ensure that nine out of ten leavers in the first two years of the program were successfully found other work within eight to 16 weeks, and that 300 employees were redeployed to new roles within Prudential. Estimates that Prudential UK saved a seven‐figure sum in reduced redundancy and recruitment costs over the two‐year period. Demonstrates that the program was recognized as making a significant contribution to the year‐on‐year improvement in Prudential's employee satisfaction rating, and that feedback from employees, unions and senior management has been consistently excellent.
Practical implications
Contains plenty to interest any company faced with implementing a new strategy that will lead to large‐scale lay‐offs or redeployment.
Originality/value
Presents the inside story of industry‐leading work in the areas of redundancy and redeployment.
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Rachid Zeffane and Geoffrey Mayo
Argues that, before rightsizing is considered, human resource managementmust establish the appropriate human resource plan to give theorganization the edge it needs to minimize…
Abstract
Argues that, before rightsizing is considered, human resource management must establish the appropriate human resource plan to give the organization the edge it needs to minimize the upheaval caused by rightsizing and to remain competitive. Rightsizing is inevitably accompanied by changes in the fundamental relationship between the organization and its workforce. Strategic human resource managers of today must comprehend valuable lessons from the past recessional times to remain organizationally lean and to cultivate resolutions to employee problems that are more creative than cash payoffs. Whatever the situation, staff reduction is always difficult, especially in industries where stability and security of employment has been the custom. To survive, managers must not ignore the important factors relating to people management. To deal with these issues managers should avoid certain actions when corporate restructuring becomes necessary. For example, unrealistic promises should not be made and action should not be postponed in anticipation of improvements in the environment. To help with motivating the remaining employees, managers also need to know precisely what the new corporate strategy actually entails and why the changes are being made. A truthful and constant flow of information from top management can minimize the damage that could be caused by rumours and allow employees to concentrate on their main tasks. A major function of human resource management during transitional organizational movement is to support and advise managers in order to reduce complications and disturbances to the organization.
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The merger of two giant pharmaceutical businesses inevitably affects staff motivation and morale. Whether leaving or staying, staff need support in these circumstances to enable…
Abstract
The merger of two giant pharmaceutical businesses inevitably affects staff motivation and morale. Whether leaving or staying, staff need support in these circumstances to enable them to cope with the effects of major change. A model for addressing this problem is explored and the beneficial results — personal commitment, job satisfaction, enhanced performance — emphasised.
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