A Positive Policy? Corporate Perspectives on Redundancy and Outplacement

Shaun Tyson · Claire Viney

46 citations0/0 files storedPersonnel Review

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Downsizing and Restructuring Human Resource and Talent Management Employment and Welfare Studies

Abstract

The management of the job‐loss situation is becoming of central importance to top management and human resource executives in the current climate of redundancy. The current nature of severance packages and the provision of outplacement may be interpreted as a move towards normative practices within the policy making of many UK organizations. Reports on the results of a recent survey of over 600 UK organizations. The survey covered organizational perspectives on redundancies and the use of outplacement in the event of redundancy. The results indicated a change in corporate values in the 1990s. There appeared to be a move towards normative practices in the management of redundancy and in particular in the use of outplacement as a moderator of the potentially detrimental impact of the redundancy situation.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 46 citations exist upstream.

References

1985Layoffs, self-esteem, and survivor guilt: Motivational, affective, and attitudinal consequences 1986LAYOFFS, EQUITY THEORY, AND WORK PERFORMANCE: FURTHER EVIDENCE OF THE IMPACT OF SURVIVOR GUILT.

Cited by

2006Forced employment contract change and the psychological contract 2004the impact of outplacement programs on reemployment criteria: a longitudinal study of displaced managers and executives 1997Downsizing, delayering ‐ but where’s the commitment?2000Surviving redundancy: the perceptions of UK managers 1998The role of outplacement in redundancy management 2001The realistic downsizing preview: a multiple case study, part I: the methodology and results of data collection 2020Understanding HRM philosophy for HPWS and employees' perceptions 2004Managers, hierarchies and perceptions: a study of UK managers

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.