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Article
Publication date: 1 February 2000

Royston Flude

Considers the background to various welfare‐to‐work interventions and introduces the conceptual framework of an integrative person‐centred approach, which has been piloted…

Abstract

Considers the background to various welfare‐to‐work interventions and introduces the conceptual framework of an integrative person‐centred approach, which has been piloted in the CASEPT (Computer Aided Selection & Evaluation Psychometric Test) programme and achieved significantly positive results. The CASEPT programme provides a radical and innovative way of working with long‐term unemployed young people that utilises an integrative person‐centred approach. It recognises that the long‐term unemployed may be traumatised by life’s negative experiences and that an integrative person‐centred approach is the most viable way to move them from helplessness to empowerment.

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Education + Training, vol. 42 no. 1
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 December 1994

Royston Flude

Reviews the need to downsize organizations and how to select those whoare no longer required. Reviews alternative methods of outplacement andconsiders employee assistance…

Abstract

Reviews the need to downsize organizations and how to select those who are no longer required. Reviews alternative methods of outplacement and considers employee assistance programmes for the employees who remain. Considers a selection approach which uses critical job and competence analysis to define and prioritize jobs.

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Employee Councelling Today, vol. 6 no. 6
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 February 2000

P.C. (Peggy) Smith and Janet W. Walker

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization…

Abstract

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization communicates concern to employees is often through procedures and policies developed by the human resource department. Survey questionnaires were mailed to 1,400 vice presidents of human resources that held membership and whose names were provided through the Society of Human Resource Management. Over half of the organizations surveyed (57%) did not have layoff policies. By type of organization, healthcare had the greatest number of policies in their organizations with 70% affirming their existence. The study concludes with the following five proposed reasons why layoff policies do not exist: (1) “It can't happen here” syndrome (2) The cover‐up syndrome (3) If you plan for it, people will panic, (4) Managers are trained to focus on growth and to avoid decline, (5) There would be loss of control, and accompanying organizational sabotage, and (6) More policies equal less humane treatment.

Details

Competitiveness Review: An International Business Journal, vol. 10 no. 2
Type: Research Article
ISSN: 1059-5422

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